Beruflich Dokumente
Kultur Dokumente
Percentages 28%
Categories
Operations Management
Low cost product Technical superiority Product characteristics Efficient, flexible operations adaptable to customers Engg. Research development Location
18%
Marketing
17%
16% 17% 4%
Momentum/name recognition
Quality Good management Financial resources
Operations deals with production of goods and services that people buy and use everyday.
Operations are actually various functions in the organization for efficient acquisition and utilization of resources.
Operations management refers to the direction and control of the processes that transforms inputs into finished goods and services.
In other words, OM is a set of activities that creates goods and services through the transformations of inputs into outputs.
Inputs
Workers Managers Equipment Facilities Materials Services Land Energy
Inputs
Workers Managers Equipment Facilities Materials Services Land Energy
Information on performance
3 OM As A Set of Decisions
Category 2: Processes
Process Management
type of work to be done in house amount of automation to be used methods of improving existing processes
Category 3: Quality Quality drives operational decisions. The level of quality a company seeks to achieve is a strategic decision that eventually determines how a product is made or a service is delivered.
5. Operating Decisions:
A. How to coordinate various parts of the internal and external supply-chain (Supply-Chain Management) B. C. D. E. How to make accurate forecast (Forecasting) How to control inventory (Inventory Management) How to control output and staffing levels over time (Aggregate Planning) How to decide amount of quantity to be purchased or produced (Materials requirement Planning)
F. How to implement just-in-time systems (JIT) G. Which jobs are to be given top priority (Scheduling)
Continuum of Characteristics
Continuum of Characteristics
More like a manufacturing organization More like a service organization
Continuum of Characteristics
More like a manufacturing organization More like a service organization
Physical, durable product Output can be inventoried Low customer contact Long response time Regional, national or International markets Large facilities Capital intensive Quality easily measured
Continuum of Characteristics
More like a manufacturing organization More like a service organization
Physical, durable product Output can be inventoried Low customer contact Long response time Regional, national or International markets Large facilities Capital intensive Quality easily measured
Intangible, perishable product Output cannot be inventoried High customer contact Short response time Local markets Small facilities Labor intensive Quality not easily measured
6 Productivity
The organization enhances its competitiveness which means more wealth to be distributed and ultimately a higher standard of living for everyone involved.
-- Lee Saw Hoon
Quality of Life
Higher Standard of Living Higher Gross Domestic Product
Contributions from Higher Productivity Contribution from higher Total Factor Productivity Quality of Capital & System
QUALITATIVE INPUT
Quality of workforce
Productivity Measurement
Productivity =
Output Input
Labor productivity =
Productivity
Productivity
Productivity
Multifactor productivity =
Productivity Determination Hometask: Compact disc players are produced on an automated assembly line. The standard cost of compact disc players is RM125 per unit (labor, RM 20; materials, RM 65; and overhead, RM 40). The sales price is RM 250 per unit (a) To achieve a 10 percent multifactor productivity improvement by reducing materials costs only, by what percentage must those costs be reduced? (Ans: % reduction: 17.48) (b) To achieve a 10 percent multifactor productivity improvement by reducing labor costs only, by what percentage must those costs be reduced? (Ans: % reduction 56.8)
If the cost of her input (materials used, technical support, energy, consumed, etc) to produce the one-hour programme is RM1000, and that she is able to attract 2000 listeners, then we can compute the productivity as the ratio of 2,000 listeners of RM1,000 of input. Supposing that each listener is willing to pay RM1 each for listening, then we have a productivity figure of 2.
--Gog Swee Seang
They (the guidelines for reforming employee wagesystem) need to be carefully studied to arrive at principles to measure and reward productivity. After all, not all work can be quantified and reliably measured. For instance, the output of employers and managers is the most difficult to asses quantitatively. Thus, productivity measurement is a sensitive issue.
Decreasing the value of losses in input (i.e., minimizing waste) will contribute significantly to productivity growth.
- Zinor D. Radovilsky
Over production Idle time of workers and equipments Transportation delays Poor quality
Labor and material loss play not only a great role as a productivity analysis base, but they also appear as an active element in productivity growth.
- Zinor D. Radovilsky
Class
Technological
Loss
Ineffective technological design Equipment in poor conditions Wrong materials
Indicator
Idle time of equipment Equipment downtime Cost of wrong materials
No. of defectives No. of workers per process Average over material usage
Workers idle time because of the poor tool supply
Class
Organizational
Loss
Ineffective facility layout Unbalance process line Inefficient work processing Poor working conditions Wrong work standards
Indicator
Transportation cost between departments Percentage of idle time on assembly line Idle time of workstations
Workers idle time in the department Frequency of the lost-time accidents Number of lost-time accidents
Class
Loss
Indicator
No. of workers unsatisfied or almost unsatisfied with the job No. of workers unsatisfied or almost unsatisfied with motivation policy No. of employees with lower that required educational level Average number of task per worker No. of workers unsatisfied or almost unsatisfied with their incentives
Behavioral Poor job satisfaction Difficulties in motivating employees Low education and skill requirement Low level of responsibilities Ineffective incentives
Productivity Award
To create awareness of the importance of productivity improvement towards economic development To emphasize that productivity enhancement has high impact on sustainability and future prospects of the economy To upgrade all efforts on the qualitative aspects of both capital and labor as well as efficiency with which these inputs are integrated To emphasize the usefulness of productivity measurement in managing and evaluating company performance
Criteria
Quantitative
Labor productivity Capital productivity Capital intensity Process efficiency Labor cost per employee Unit labor cost
Qualitative
Inventory and materials management Utilization of machinery and equipment Product/service development Technical efficiency Productivity management
Assessors responsibilities
Evaluate companies that are listed according to the selection done through required standard.
Visit to companies listed to ensure the information and check data consistency in the application report (submission) and to obtain required clarification
Decide on companies to be recommended as a potential winner to the Technical Committee
Eligible to use the Award Logo for three years following the year of the Award for publicity purposes
Enjoy 20% discount for any training programs organized by MPC