Chapter Twenty One Managing Operations Quality and Productivity

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Chapter Twenty One Managing Operations, Quality, and Productivity Slide content created by Charlie Cook,

Chapter Twenty One Managing Operations, Quality, and Productivity Slide content created by Charlie Cook, The University of West Alabama Copyright © Houghton Mifflin Company. All rights reserved.

Learning Objectives After studying this chapter, you should be able to: 1. Describe and

Learning Objectives After studying this chapter, you should be able to: 1. Describe and explain the nature of operations management. 2. Identify and discuss the components involved in designing effective operations systems. 3. Discuss organizational technologies and their role in operations management. 4. Identify and discuss the components involved in implementing operations systems through supply chain management. 5. Explain the meaning and importance of managing quality and total quality management. 6. Explain the meaning and importance of managing productivity, productivity trends, and ways to improve productivity. Copyright © Houghton Mifflin Company. All rights reserved. 2

The Nature of Operations Management • Operations Management – The set of managerial activities

The Nature of Operations Management • Operations Management – The set of managerial activities used by an organization to transform resource inputs into products, services, or both. • The Importance of Operations – Efficient and effective management of operations is necessary for competitiveness and overall organization performance. – Operations management creates value and utility through the production of products and services. Copyright © Houghton Mifflin Company. All rights reserved. 3

The Nature of Operations Management (cont’d) • Manufacturing and Production – Manufacturing • A

The Nature of Operations Management (cont’d) • Manufacturing and Production – Manufacturing • A form of business that combines and transforms resource inputs into tangible outcomes that are then sold to others. Copyright © Houghton Mifflin Company. All rights reserved. 4

The Nature of Operations Management (cont’d) • Service Operations – Service organization • An

The Nature of Operations Management (cont’d) • Service Operations – Service organization • An organization that transforms resources into an intangible output and creates time and place utility for its customers. Copyright © Houghton Mifflin Company. All rights reserved. 5

The Nature of Operations Management (cont’d) • The Role of Operations in Organizational Strategy

The Nature of Operations Management (cont’d) • The Role of Operations in Organizational Strategy – Operations management has a direct impact on competitiveness, quality, productivity, and effectiveness. – Operations management and organizational strategy have reciprocal effects on each other. – Strategic goals cannot be met if there are deficiencies and insufficiencies in operations resources. Copyright © Houghton Mifflin Company. All rights reserved. 6

Designing Operations Systems • Determining Product-Service Mix – Involves deciding how many and what

Designing Operations Systems • Determining Product-Service Mix – Involves deciding how many and what kinds of products to offer in the marketplace. • Capacity Decisions – Involve choosing the amount of products, services, or both that can be produced by an organization. – Can be high-risk decisions due to uncertainty about future product demand the significant costs of additional, possibly excess, capacity. Copyright © Houghton Mifflin Company. All rights reserved. 7

Designing Operations Systems (cont’d) • Facilities Decisions – Facilities are the physical locations where

Designing Operations Systems (cont’d) • Facilities Decisions – Facilities are the physical locations where products or services are created, stored, and distributed. • Location is the physical positioning or geographic site of facilities. • Layout is the physical configuration of facilities, the arrangement of equipment within facilities, or both. – Types of layouts • • Product layout Process layout Fixed-position layout Cellular layout Copyright © Houghton Mifflin Company. All rights reserved. 8

Figure 21. 1: Approaches to Facilities Layout Copyright © Houghton Mifflin Company. All rights

Figure 21. 1: Approaches to Facilities Layout Copyright © Houghton Mifflin Company. All rights reserved. 9

Organizational Technologies • Manufacturing Technology – Technology • The set of processes and systems

Organizational Technologies • Manufacturing Technology – Technology • The set of processes and systems used by organizations to convert resources into products or services. – Automation • The process of designing work so that it can be completely or almost completely performed by machines. – Computer-assisted manufacturing (CAM) – Computer-aided design (CAD) – Computer-integrated manufacturing (CIM) – Flexible manufacturing systems (FMS) Copyright © Houghton Mifflin Company. All rights reserved. 10

Figure 21. 2: A Simple Automatic Control Mechanism Copyright © Houghton Mifflin Company. All

Figure 21. 2: A Simple Automatic Control Mechanism Copyright © Houghton Mifflin Company. All rights reserved. 11

Organizational Technologies (cont’d) • Manufacturing Technology (cont’d) – Robot • Any artificial device that

Organizational Technologies (cont’d) • Manufacturing Technology (cont’d) – Robot • Any artificial device that can perform functions ordinarily thought to be appropriate for human beings. – Robotics • The science and technology of the construction, maintenance, and use of robots. • Service Technology – Services are rapidly moving toward automated systems and procedures (e. g. , automated teller machines). Copyright © Houghton Mifflin Company. All rights reserved. 12

Implementing Operations Systems Through Supply Chain Management • Supply Chain Management – The process

Implementing Operations Systems Through Supply Chain Management • Supply Chain Management – The process of managing operations control, resource and inventory acquisition and purchasing, and thus improving overall efficiency and effectiveness. • Operations Management as Control – Operations management can be used as a control by coordinating it with other organizational functions to insure that the system focuses on the elements that are most crucial to goal attainment. Copyright © Houghton Mifflin Company. All rights reserved. 13

Implementing Operations Systems Through Supply Chain Management (cont’d) • Purchasing Management (Procurement) – Controlling

Implementing Operations Systems Through Supply Chain Management (cont’d) • Purchasing Management (Procurement) – Controlling the buying of the materials and resources is at the heart of effective supply chain management. • Inventory Management – Inventory control (Materials control) • Managing the organization’s raw materials, work-inprocess, finished goods, and products in-transit. – Just-in-time (JIT) method • An inventory system than has necessary materials arriving as soon as they are needed (just in time) so that the production process is not interrupted. Copyright © Houghton Mifflin Company. All rights reserved. 14

Table 21. 1: Inventory Types, Purposes, and Sources of Control Copyright © Houghton Mifflin

Table 21. 1: Inventory Types, Purposes, and Sources of Control Copyright © Houghton Mifflin Company. All rights reserved. 15

Managing Total Quality • The Meaning of Quality – The totality of features and

Managing Total Quality • The Meaning of Quality – The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. – Quality is both a relative and absolute concept. – Quality is relevant to both products and services. • The Importance of Quality – Malcolm Baldrige Award • Named after a former secretary of commerce, this award is given by the Commerce Department to firms that achieve major quality improvements. Copyright © Houghton Mifflin Company. All rights reserved. 16

Table 21. 2: Eight Dimensions of Quality Copyright © Houghton Mifflin Company. All rights

Table 21. 2: Eight Dimensions of Quality Copyright © Houghton Mifflin Company. All rights reserved. 17

Managing Total Quality (cont’d) • The Importance of Quality (cont’d) – Competition • Quality

Managing Total Quality (cont’d) • The Importance of Quality (cont’d) – Competition • Quality has become one of the most important competitive points in business today. – Productivity • Quality enhancement programs decrease the number of defects, reduce resources dedicated to rework, and reduce the need for inspectors as employees become responsible for quality. – Costs • Improved quality reduces costs from customer returns, warranty, and lawsuits for faulty products, and lost sales to future customers. Copyright © Houghton Mifflin Company. All rights reserved. 18

Figure 21. 3: Total Quality Management Copyright © Houghton Mifflin Company. All rights reserved.

Figure 21. 3: Total Quality Management Copyright © Houghton Mifflin Company. All rights reserved. 19

Managing Total Quality (cont’d) • TQM Tools and Techniques – – – Value-added analysis

Managing Total Quality (cont’d) • TQM Tools and Techniques – – – Value-added analysis Benchmarking Outsourcing Reducing cycle time ISO 9000: 2000 (quality), ISO 14000 (environment) Statistical quality control (SQC) • Acceptance sampling • In-process sampling – Six Sigma Copyright © Houghton Mifflin Company. All rights reserved. 20

Table 21. 3: Guidelines for Increasing the Speed of Operations Source: From Fortune, February

Table 21. 3: Guidelines for Increasing the Speed of Operations Source: From Fortune, February 13, 1989. Copyright © 1989 Time, Inc. All rights reserved. Copyright © Houghton Mifflin Company. All rights reserved. 21

Managing Productivity • Productivity – An economic measure of efficiency that summarizes the value

Managing Productivity • Productivity – An economic measure of efficiency that summarizes the value of outputs relative to the value of the resources used to produce them. • Levels of Productivity – The unit of analysis used to calculate or define productivity. • • • Aggregate productivity Industry productivity Company productivity Unit productivity Individual productivity Copyright © Houghton Mifflin Company. All rights reserved. 22

Managing Productivity (cont’d) Forms of Productivity • Total factor productivity – An overall indicator

Managing Productivity (cont’d) Forms of Productivity • Total factor productivity – An overall indicator of how well an organization uses all of its resources (i. e. , labor, capital, materials, and energy) to create all of its products and services. Productivity = Outputs Inputs Copyright © Houghton Mifflin Company. All rights reserved. • Labor productivity – A partial productivity ratio that uses only one category of resource (labor) to gage the organization’s productivity in utilizing that resource. Labor Outputs = Productivity Direct Labor 23

Managing Productivity (cont’d) • The Importance of Productivity – It is a primary determinant

Managing Productivity (cont’d) • The Importance of Productivity – It is a primary determinant of an organization’s level of profitability and its ability to survive. – It partially determines people’s standard of living within a particular country. • Productivity Trends – The U. S. has the highest level of productivity in the world, although the gap is closing as other countries become more productive. – Manufacturing productivity growth continues to exceed that of the service sector. Copyright © Houghton Mifflin Company. All rights reserved. 24

Table 21. 4: Manufacturing and Service Productivity Growth Trends Copyright © Houghton Mifflin Company.

Table 21. 4: Manufacturing and Service Productivity Growth Trends Copyright © Houghton Mifflin Company. All rights reserved. 25

Managing Productivity (cont’d) • Improving Productivity – Improving Operations • Spending more resources on

Managing Productivity (cont’d) • Improving Productivity – Improving Operations • Spending more resources on research and development helps identify new products, new uses for existing products, and new methods for making products. • Reworking transformation processes and facilities can boost productivity. – Increasing Employee Involvement • Increased employee participation can increase quality and productivity. • Cross-training of employees allows the firm to function with fewer workers. • Rewards are essential to the success in improving productivity. Copyright © Houghton Mifflin Company. All rights reserved. 26

Key Terms • • • operations management manufacturing service organization product-service mix capacity facilities

Key Terms • • • operations management manufacturing service organization product-service mix capacity facilities location layout product layout process layout fixed-position layout Copyright © Houghton Mifflin Company. All rights reserved. • • • cellular layout technology automation computer-assisted manufacturing robot supply chain management purchasing management inventory control just-in-time (JIT) method quality 27

Key Terms (cont’d) • • Malcolm Baldrige Award value-added analysis benchmarking outsourcing cycle time

Key Terms (cont’d) • • Malcolm Baldrige Award value-added analysis benchmarking outsourcing cycle time ISO 9000: 2000 ISO 14000 statistical quality control (SQC) • Six Sigma Copyright © Houghton Mifflin Company. All rights reserved. • total quality management (TQM, also called quality assurance) 28

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