Beruflich Dokumente
Kultur Dokumente
MANAGEMENT
Introduction
Importance
Scope
Trends
Careers
Course Overview
Applied Management Science for Decision Making, 1e 2012 Pearson Prentice-Hall, Inc.
Operations Management
DEFINITION
Overview
Operations Management plans for, and creates the
competitive advantages that all businesses need
for fueling profitable growth. As a result, OM is
the most critical of the business functions.
Studying OM means studying modern planning,
decision-making and management methods in all
functional areas of an organization, including
strategic and tactical planning, products and services
development, product and project management,
process and supply chain management, and more.
The
Strategic
THE
Triad
STRATEGIC
PRODUCTION
TRIAD
FINANCE
Maintenance
Facilities and Equipment
Worker training
Cost and Quality Control
Planning and Scheduling
Operations research
Statistics
Information systems
Economics
Logistics / Transportation
Mathematics
Accounting / Finance
Computer science
Engineering
Manufacturing
What OM Managers Do
What OM Managers Do
What OM Managers Do
OM Necessary Skills
FUTURE
Global Focus
Cost of capital
puts pressure
on the reduction
of inventory
investment
Just-in-Time
Shipments
Quality emphasis
requires that
suppliers be
engaged in
product
improvement
FUTURE
Supply Chain
Partners
Rapid Product
Development
FUTURE
Mass
Customization
Changing socio-culture
milieu.
An increasingly
knowledge and
information based
society.
Empowered
Employees,
Teams, and Lean
Production
Career Possibilities
Business Executive
Blue-Collar Supervisor
Construction Manager
Production Manager
Operations Manager
Information System
Manager
Materials Manager
Project Manager
Customer Service Mgr
Defense Analyst
Purchasing Agent
Inventory Analyst
Cost Estimator
Systems Analyst
Industrial Engineer
Quality Control Mgr
Time & Motion Analyst
Operations Scheduler
Operations Planner
Process Improvement
Manager
Career Possibilities
In corporations, OM managers are responsible for developing
new products and services, the strategic and tactical plans,
and the execution of, and realization of the plans.
Demand for OM concentrators is particularly high in
financial services, IT, manufacturing, non-profit,
government, education, and health care.
Entrepreneurs will find OM knowledge pivotal.
The advancement opportunities are superior and may lead
all the way to the organizations senior leadership.
2. QUALITY MANAGEMENT
Who is responsible for quality?
How do we define the quality we want
in our services and products?
4. LOCATION
Where should we put the facility?
On what criteria should we base the
location decision?
5. LAYOUT DESIGN
How should we arrange the facility?
How large must the facility be to meet
our plan?
PROJECT SCHEDULING
Is subcontracting or outsourcing production
a good idea?
Are we better off keeping people on the payroll
during slowdowns?
Which job do we perform next?
10. MAINTENANCE
Who is responsible for maintenance?
When do we perform maintenance?
What are the effects of a maintenance
program on productivity and efficiency?
OPERATIONS MANAGEMENT
OPERATIONS
MANAGEMENT
A Brief History
Applied Management Science for Decision Making, 1e 2012 Pearson Prentice-Hall, Inc.
1776
1900
1900
1940
1950s
1980s
1970s
Manufacturing becomes
the second major
functional area of business
to utilize the computer.
Applications include
machine movement
control, equipment &
material monitoring,
and the continuous
adjustment of settings
and flow rates.
Internal Factors
Functional Strategies
Operations,
Marketing, Finance
Strategy Implementation
and
Performance Measurement
Data Input
and
Feedback
Functional Strategies
1. QUALITY
- customer expectations
- quality systems design
- quality measures and standards
2. PRODUCT
- customized
- standardized
3. SUPPLY CHAIN
- sole or multiple vendors
- type of distribution system
4. LABOR
- specialized skills
- multiple skills
5. MAINTENANCE
- as needed
- preventitive
6. LAYOUT
- assembly line
- work cells
- project
8. PROCESS
- scale of operation
- choice of technology
- in-house production
- outsourcing
9. SCHEDULING
- stable
- variable
10. LOCATION
- near supplier
- near customer
Sales + Revenues
Birth
Growth
Maturity
THE PRODUCT LIFE CYCLE
Decline
CORPORATE
STRATEGY
OPERATIONS
STRATEGY
Birth
INCREASE MARKET
SHARE, R+D, ENGRG
FREQUENT PRODUCT
AND PROCESS DESIGN
CHANGES, QUALITY
FOCUS, SHORT
PRODUCTION RUNS
Growth
STRENGTHEN HOLD ON
MARKET SEGMENT VIA
PRICING AND QUALITY
IMAGE
Maturity
PRODUCT STANDARDIZATION
MINOR PRODUCT CHANGES
LONG PRODUCTION RUNS
INCREASE PROCESS STABILITY
Decline
REDUCE CAPACITY
ELIMINATE POOR PROFIT MAKES + MODELS
COST MINIMIZATION
LITTLE PRODUCT DIFFERENTIATION
INTRODUCTION TO
OPERATIONS MANAGEMENT
Applied Management Science for Decision Making, 1e 2012 Pearson Prentice-Hall, Inc.
EPILOGUE
Applied Management Science for Decision Making, 1e 2012 Pearson Prentice-Hall, Inc.
Decision Theory
Basic Simulation
Queuing Theory
Manufacturing Processes
Service Processes
Transportation Algorithm
Line Balancing
Work Measurement
Time Standards
Learning Curve
Just-in-Time Systems
Inventory Control
Short-term Scheduling
Assignment Algorithm
Project Management
Linear Programming
Decoupling Theory
Outsourcing / Offshoring
Telecommunications
Yield Management
Process Opportunities
Experiential Blueprinting
Sensitivity Analysis
Project Crashing
Resource Leveling
Duality
Goal Programming
Integer Programming
Dynamic Programming
Optimization Theory
Quantitative EXCEL programming
Survey Information
Utility Theory
Complex Simulation
Service Systems Theory
Global Operations
Logistics
Supply Chain Management
E-commerce
Earn an MBA or MS
in:
- Decision Sciences
- Operations Research
- Materials Management
- Transportation
- Management Science
- Operations Management
- Decision Support Systems
- Logistics
- Industrial engineering
Applied Management Science for Decision Making, 1e 2012 Pearson Prentice-Hall, Inc.