Bài giảng Operations Management - Chapter 1 Introduction to Operations Management

Introduction to Operations ManagementChapter 1Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.You should be able to:LO 1.1 Define the terms operations management and supply chainLO 1.2 Identify similarities and differences between production and service operationsLO 1.3 Explain the importance of learning about operations managementLO 1.4 Identify the three major functional areas of organizations and explain how they interrelateLO 1.5 Summarize the two major aspects of process managementLO 1.6 Describe the operations function and the nature of the operations manager’s jobLO 1.7 Explain the key aspects of operations management decision makingLO 1.8 Briefly describe the historical evolution of operations managementLO 1.9 Describe the current issues in business that impact operations managementLO 1.10 Explain the need to manage the supply chainChapter 1: Learning ObjectivesOperations ManagementWhat is operations?The part of a business organization that is responsible for producing goods or servicesHow can we define operations management?The management of systems or processes that create goods and/or provide servicesLO 1.1Supply ChainSuppliers’suppliersDirectsuppliersProducerDistributorFinalCustomersSupply Chain – a sequence of activities and organizations involved in producing and delivering a good or serviceLO 1.1Automobile Assembly, SteelmakingProducts are typically neither purely service- or purely goods-based.Goods ServicesHome Remodeling, Retail SalesComputer Repair, Restaurant MealSongwriting, Software Development Surgery, TeachingGoods-service ContinuumLO 1.2Every aspect of business affects or is affected by operationsMany service jobs are closely related to operationsFinancial servicesMarketing servicesAccounting servicesInformation servicesThrough learning about operations and supply chains you will have a better understanding of:The world you live inThe global dependencies of companies and nationsReasons that companies succeed or failThe importance of working with othersWhy Study Operations Management?LO 1.3Function OverlapFinance & OperationsBudgetingEconomic analysis of investment proposalsProvision of fundsMarketing & OperationsDemand dataProduct and service designCompetitor analysisLead time dataLO 1.4Process ManagementProcess - one or more actions that transform inputs into outputsThree Categories of Business Processes:Upper-management processesThese govern the operation of the entire organization.Operational processesThese are core processes that make up the value stream.Supporting processesThese support the core processes.LO 1.5Role of the Operations ManagerThe Operations Function consists of all activities directly related to producing goods or providing services.A primary function of the operations manager is to guide the system by decision making.System Design DecisionsSystem Operation DecisionsLO 1.6Most operations decisions involve many alternatives that can have quite different impacts on costs or profitsTypical operations decisions include:What: What resources are needed, and in what amounts?When: When will each resource be needed? When should the work be scheduled? When should materials and other supplies be ordered?Where: Where will the work be done?How: How will he product or service be designed? How will the work be done? How will resources be allocated?Who: Who will do the work?OM Decision MakingLO 1.7Performance MetricsAll managers use metrics to manage and control operationsProfitsCostsQualityProductivityFlexibilityInventoriesSchedulesForecast accuracyMetrics and Trade-OffsAnalysis of Trade-OffsA trade-off is giving up one thing in return for something elseCarrying more inventory (an expense) in order to achieve a greater level of customer serviceLO 1.7Historical Evolution of OMIndustrial RevolutionScientific ManagementHuman Relations MovementDecision Models and Management ScienceInfluence of Japanese ManufacturersLO 1.8Economic conditionsInnovatingQuality problemsRisk managementCompeting in a global economyKey Issues for Operations Managers TodayLO 1.9The Need for Supply Chain ManagementIn the past, organizations did little to manage the supply chain beyond their own operations and immediate suppliers which led to numerous problems:Oscillating inventory levelsInventory stockoutsLate deliveriesQuality problemsLO 1.10Supply Chain IssuesThe need to improve operationsIncreasing levels of outsourcingIncreasing transportation costsCompetitive pressuresIncreasing globalizationIncreasing importance of e-businessThe complexity of supply chainsThe need to manage inventoriesLO 1.10