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Table of Contents
1. Operations Management ........................................................................... 2
2. Forecasting .................................................................................................... 5
3. Product and Service Design ..................................................................... 8
4. Capacity Planning .................................................................................... 10
5. Process Selection ..................................................................................... 12
6. Facility Layout ........................................................................................... 15
7. Quality Management ............................................................................... 17
8. Supply Chain Management .................................................................... 19
9. Inventory Management .......................................................................... 22
10. Lean Operation ....................................................................................... 25
11. Theory of Constraints ........................................................................... 27
12. Project Management ............................................................................. 28
13. Logistics Management .31
14. MRP and ERP ........................................................................................... 34
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1. Operations Management
Why Operations Management?
Every aspect of business revolves around operations. There is a significant amount
of interaction and collaboration amongst the functional areas of finance, operations and
marketing. Operations Management enables us to solve complex business problems
related to the journey of products and services from the manufacturer or provider to the
end customer. Help us gain an understanding of the techniques required for managing
and improving the integration of design, resources, processes and customer
requirements.
Operations Management can be defined as the management of systems or
processes that create goods and provide services. The purpose of the operations function
is to add value during the transformation process.
Goods are physical items that include raw materials, parts, subassemblies, and final
products e.g. Automobile, Computer, Oven, Shampoo
Services are activities that provide some combination of time, location, form or
psychological value e.g. Air travel, Education, Haircut, Legal counsel
The scope of operations management ranges across the organization. The
operations function includes many interrelated activities such as:
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Forecasting
Managing inventories
Assuring quality
Decision Making
Most operations decisions involve many alternatives that can have quite different
impacts on costs or profits. Typical operations decisions include:
When: When will each resource be needed? When should the work be
scheduled? When should materials and other supplies be ordered?
How: How will the product or service be designed? How will the work be
done? How will resources be allocated?
Decision Area
Capacity
Work design
Location
Costs, visibility
Quality
Inventory
Costs, shortages
Maintenance
Scheduling
Flexibility, efficiency
Supply chains
Projects
The primary function of the operations manager is to guide the system by decision
making.
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Agile operations: A strategic approach for competitive advantage that emphasizes the
use of flexibility to adapt and prosper in an environment of change. It involves the
blending of several core competencies:
Cost
Quality
Reliability
Flexibility
Develop objectives
Finance
Customer
Productivity: A measure of the effective use of resources, usually expressed as the ratio
of output to input. Productivity measures are useful for
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2. FORECASTING
Demand Forecasting can be defined as a process to estimate sales and use of
products so that they can be purchased, stocked or manufactured in advance to meet the
demand at the right time. The primary goal operations and supply chain management is
to match supply to demand. A demand forecast is essential for determining how much
supply will be needed to match demand.
Seasonality
Time Series
Trend
Projection
Smoothing
Quantitative
Forecasting
Method
Qualitative
Causal
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Delphi method, Expert Judgment, Scenario Writing and Intuitive Approaches are the
popular method used for Qualitative analysis.
3. Time series method: As discussed above, times series method make prediction based
on a set of observations on a variable measured at successive points in time and over
successive periods of time. This historical data forms a time series. A time series has four
components which are trends, cyclical, seasonal and irregular. Trend component of a time
series depicts the long term gradual shift to a higher or lower value. The cyclical
component captures the recurring sequence of points above and below the trend line
which lasts more than one year. The seasonal component is the regularly repeated
pattern which can be attributed to seasonal influences. The irregular component
accounts for the deviations of the actual time series values from those expected given the
effects of trend, cyclical and seasonal component.
Based on the above components, following forecasting methods are devised:
Smoothing Methods: It is used to smooth out the random fluctuations caused by the
irregular component of the time series. These methods are appropriate for stable time
series i.e. which does not have a seasonal, trend or a cyclical component. There are three
ways in which it can be done. First is the moving average method which uses the average
of the most recent n data values in the time series as forecast for the next period.
Weighted average method assigns different weightage for each data values and computes
the weighted average of the most recent n values as the forecast. The weights can be
assigned based on the accuracy of data for a particular period of time. Exponential
smoothing uses weighted average of past time values as the forecast. It is a special case
of weighted average where we assign only one weight to the most recent observation
and the weights for other observation is automatically calculated(the sum of weights is
always 1) and become smaller as the observation moves farther into the past.
Trend Projection: They are used to forecast a time series which have long term linear
trend which is not stable and hence smoothing methods cannot be applied.
Trend and Seasonal Components: This forecasts a time series that has both trend and
seasonal components. It involves removing of the seasonal effect which is done by
deseasonalizing time series and applying regression analysis on the deseasonalized data
to estimate trend.
Causal Method: Causal forecasting methods are based on the assumption that the
variable we are forecasting has a cause effect relationship with one or more than one
independent variables. For example, sales volume (dependent variable) for many
products is influenced by advertising expenditures. For this, regression analysis may be
used to develop the relation between the dependent and independent variables and we
can make a forecast by substituting the values of the independent variables in the
regression equation. Regression analysis in which the independent variables are
previous values of the time series is referred to as autoregressive models.
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The better forecasts are, the more able organizations will be to take advantage of
future opportunities and reduce potential risks. A worthwhile strategy is to work to
improve short-term forecasts
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Implementing tactics that will achieve the benefits of high volume while
satisfying customer needs for variety
Reducing the time it takes to get a new or redesigned product or service to the
market
Introduction
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Growth
Design improvements
Maturity
Decline
Idea
generation
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Feasibility
analysis
Product
specifications
Process
specifications
Prototype
development
Follow-up
evaluation
Product
introduction
Market test
Design
review
4. Capacity Planning
Capacity planning impacts all areas of the organization
It determines the conditions under which operations will have to function
Flexibility allows an organization to be agile
It reduces the organizations dependence on forecast accuracy and reliability
Many organizations utilize capacity cushions to achieve flexibility
Bottleneck management is one way by which organizations can enhance their
effective capacities
Capacity expansion strategies are important organizational considerations
Expand-early strategy
Wait-and-see strategy
Capacity contraction is sometimes necessary
Capacity disposal strategies become important under these conditions
Capacity decisions
Design capacity: The maximum output rate or service capacity an operation, process, or
facility is designed for.
Effective capacity: Design capacity minus allowances such as personal time and
maintenance.
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=
=
Capacity Strategies
Leading: Build capacity in anticipation of future demand increases
Following: Build capacity when demand exceeds current capacity
Tracking: Similar to the following strategy, but adds capacity in relatively small
increments to keep pace with increasing demand
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5. Process Selection
The main issue in designing process layouts concerns the relative placement of the
departments. A major objective in designing process layouts is to minimize transportation cost,
distance, or time.
Process Choice
II.
Vertical Integration
III.
Resource Flexibility
IV.
Customer Involvement
V.
Capital Intensity
These decisions are critical to the success of any organization and must be based on
determining the best was to support the competitive priorities of the enterprise.
Process selection
It refers to the deciding on the way production of goods or services will be
organized. It has major implications for
Capacity planning
Layout of facilities
Equipment
Variety
Volume
Equipment Flexibility
Process Choice
The first choice typically faced in process management is that of process choice.
Manufacturing and service operations can be characterized as one of the following:
1. Project: A project process is characterized by a high degree of job customization, the
large scope of each project, and the release of substantial resources, once a project is
completed. E.g. building a shopping center, planning a major event, running a political
campaign
2. Job Shop: A job shop process creates the flexibility needed to produce a variety of
products or services in significant quantities. Customization is relatively high and volume
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for any one product or service is low. E.g. custom metal processing shop, hospital
emergency rooms
3. Batch Flow: In a batch flow process same or similar products or services are provided
repeatedly with a narrower range of products or services. Variety is achieved more
through an assemble-to-order strategy than the job shops make-to-order strategy. A
third difference is that production lots or customer groups are handled larger quantities
(or batches) than they are with job shop processes. E.g. scheduling air travel,
manufacturing garments, furniture manufacturing
4. Line Flow: A line flow process lies between the batch and continuous processes,
volumes are high, and products or services are standardized, which allows resources to
be organized around a product or service. E.g. automobiles, appliances, fast-food
restaurants.
5. Continuous Flow: A continuous process is the extreme end of high-volume,
standardized production with rigid line flows and tightly linked process segments. Its
name derives from how materials move through the process. E.g. petroleum refineries,
chemical plants
Layout is the configuration of departments, work centers, and equipment, with
particular emphasis on movement of work (customers or materials) through the system
Facilities layout decisions arise when:
Combination layouts
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To avoid fairness issues that arise when one workstation must work harder
than another.
Scheduling:
It establishes the timing of the use of equipment, facilities and human activities in
an organization.
Sequencing
Determine the order in which jobs at a work center will be processed
Priority rules for sequencing
Simple heuristics used to select the order in which jobs will be processed
SPT
CR - critical ratio
Rush emergency
Littles Law
For a stable system the average number of customers in line or in the system is equal to
the average customers arrival rate multiplied by the average time in the line or system
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6. Facility Layout
Location decisions arise for a variety of reasons:
Addition of new facilities
1. As part of a marketing strategy to expand markets
2. Growth in demand that cannot be satisfied by expanding existing facilities
Location decisions are based on:
competition,
traffic/volume
Plot the total-cost lines for all alternatives on the same graph
Determine the location that will have the lowest total cost (or highest profit)
for the expected level of output
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Assign a weight to each factor that indicates its relative importance compared
with all other factors.
Center of gravity method: Method for locating a distribution center that minimizes
distribution costs
Treats distribution costs as a linear function of the distance and the quantity
shipped
The method includes the use of a map that shows the locations of destinations
Transportation model: It involves finding the lowest-cost plan for distributing stocks of
goods or supplies from multiple origins to multiple destinations that demand the goods.
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7. Quality Management
Quality is a strategic imperative for organizations where customers are very
concerned with the quality of goods and services they receive. It is a never-ending journey
where most organizational members understand and buy into this idea.
Customer satisfaction customer loyalty
Quality needs to be incorporated throughout the entire supply chain, not just the
organization itself. Quality is the ability of a product or service to consistently meet or
exceed customer expectations
Determinants of Quality
Design
Conformance to Design
Ease of Use
After-Sale Service
Costs of Quality
Six Sigma
A business process for improving quality, reducing costs, and increasing customer
satisfaction
Statistically
Conceptually
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Flowcharts
Checksheets
Histograms
Pareto Analysis
Scatter Diagrams
Control Charts
Cause-and-Effect Diagrams
Process Capability
Tolerances or specifications
Process variability
Process capability
UTL - LTL
6
where
Cp =
Control Chart
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Lean operations and six sigma are being employed to improve supply chain
success
The goal of SCM is to match supply to demand as effectively and efficiently as possible
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Key issues:
Managing procurement
Managing suppliers
Managing risk
Re-evaluation of outsourcing
Risk management
Inventory management
Sustainability
The purchasing department is responsible for obtaining the materials, parts, and
supplies and services needed to produce a product or provide a service. The goal of
procurement
Develop and implement purchasing plans for products and services that support
operations strategies
Financial
Return on assets
Cost
Cash flow
Profits
Suppliers
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Quality
On-time delivery
Cooperation
Flexibility
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Operations
Productivity
Quality
Inventory
Average value
Turnover
Weeks of supply
Order fulfillment
Order accuracy
Customers
Customer satisfaction
% of customer complaints
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9. Inventory Management
Inventory refers to goods and materials that a business holds.
Why is inventory required?
Maintaining inventory is important to keep service time and lead time in check.
Differences in lead times of individual machines and fluctuations in demand, supply and
movements of goods necessitates maintain buffer inventory. At the same time placing
orders in bulk has economies of scale from both ordering and logistical aspects.
Problems with inventory:
Maintaining inventory involves holding costs like warehouse costs, store keeping
costs, cost due to damaged, deteriorated and obsolete goods.
Inventory management:
Inventory management is basically about what to keep, where to keep and how
much to keep. It involves determining the optimum level of inventory by comparing the
costs of too less with the cost of excessive inventory. Inventory may exist at various stages
of the supply chain- warehouse, in-process, dealer, distributor and retailer. Inefficient
inventory management ties-up cash and leads to supply chain inefficiency.
Although its sounds very simple, Inventory management can make or break
companies. Increasing size, global suppliers, geographically spread stores, warehouses
and factories have forced some of the worlds biggest and the best companies to focus all
their might towards inventory management. This is simply because managing inventory
can help them improve their bottom-line, improve customer response time by reducing
lead times and maintain quality levels.
Improving inventory processes can offer significant cost reduction and customer
satisfaction benefits
Types of inventory:
Just-In-Time (JIT): This is the most important widely used method of managing
inventory. In this system, companies plan to receive items as they are needed rather than
maintaining high inventory levels, and materials requirement planning, which schedules
material deliveries based on sales forecasts.
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Inventory Costs
Holding (carrying) costs
Ordering costs
Shortage costs
2 DS
=
H
Q* =
Reorder point
When the quantity on hand of an item drops to this amount, the item is
reordered.
2.
3.
4.
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Safety stock
Stock that is held in excess of expected demand due to variable demand and/or lead
time. The amount of safety stock that is appropriate for a given situation depends upon:
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Pareto analysis
VED analysis
ABC analysis
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Greater productivity
Lower costs
Higher quality
Muda
Kanban
Pull system
Workload leveling
Heijunka
Kaizen
Jidoka
Poka-yoke
Team concept
The degree to which leans ultimate goal is achieved depends upon how well its
supporting goals are achieved:
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Eliminate disruptions
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Factor
Traditional
Lean
Inventory
Deliveries
Few, large
Many, small
Lot sizes
Large
Small
Setup; runs
Vendors
Partners
Workers
Assets
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12.
Project Management
What resources are available to the project? Beyond labor, think about all the
types of resources you will require.
4.
Who will perform what tasks? Determining your labor resources and their
available work hours is a key part of building a successful project. Youll need to
plan for downtime and holidays and determine the regular workweek for various
staffing types.
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5.
How much will the project cost? What are the costs per resource? Are there any
hidden project costs?
6.
Controlling a project
Once you have built your project and estimated your budgeting needs, you save
this original plan as a baseline, or target schedule, to help you control the project. A
baseline provides a solid point of reference as your schedule changes over time. It allows
you to compare the original schedule to the current one and identify significant changes
and develop contingency plans.
You control a project to keep it heading in the right direction. Youll want to track
work progress and costs, compare them to your baseline, and then recommend what
actions should be taken.
Effective project control reaps many benefits. It allows you to keep a close eye on
possible problems before they become critical. It lets the project team and senior
management view cost and scheduling timeframes based on the reality of the schedule.
Managing a project
The process of guiding a project from start to finish is the responsibility of a
project manager. A good project manager wears many hats, acting at various times as a
motivator, communicator, coordinator, and advisor. As you control the projects progress,
it is your job to keep your team aware of changes to the schedule and possible
consequences. In many ways, you are the projects ambassador, ensuring that your
project organization is carrying out its responsibilities for the best possible outcome.
To be an effective project manager also requires consistency when you update
your projects. Select a day each week, or biweekly, when you will regularly update
projects. This regular update will include progress on values such as
Dates on which activities started or finished
Dates when resources are consumed
Changes to resource rates
Determine a standard policy for the update and scheduling procedure, and for
reporting progress.
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PERT (program evaluation and review technique) and CPM (critical path method) are
two techniques used to manage large-scale projects
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Establishing contingency plans and budgets for dealing with any that do
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The objective of Logistics Strategy are minimize cost, minimize investment and maximize
customer service
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INCOTERMS Acronyms:
CFR - Cost and freight
CIF - Cost, insurance and freight
CIP - Carriage and insurance paid to
CPT - Carriage paid to
DAF - Delivered at frontier
DDP - Delivered duty paid
DDU - Delivered duty unpaid
DEQ - Delivery ex quay
DES - Delivery ex ship
EXW - Ex works
FAS - Free alongside ship
FCA - Free carrier
FOB - Free on board
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Master schedule: It states which end items are to be produced, when these are
needed, and in what quantities. It should cover a period that is at least equivalent
to the cumulative lead time
Bill of Materials (BOM): A listing of all of the raw materials, parts, subassemblies,
and assemblies needed to produce one unit of a product
Gross requirements
Scheduled receipts
Lot sizing
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ERP was the next step in an evolution that began with MRP and evolved
into MRPII
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