Documentos de Académico
Documentos de Profesional
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Lecture outline
What do operations managers do? Operations function Evolution of operations management Operations management and ebusiness Globalization and competitiveness Primary topics in operations management Learning objectives for this course
a series of activities along a value chain extending from supplier to customer activities that do not add value are superfluous and should be eliminated
design, operation, and improvement of productive systems
Transformation Process
Physical: as in manufacturing operations Locational: as in transportation operations Exchange: as in retail operations Physiological: as in health care Psychological: as in entertainment Informational: as in communication
TRANSFORMATION PROCESS
Feedback
Operations Function
Operations Marketing Finance and accounting Human resources Outside suppliers
Marketing
Finance
Division of labor
dividing a job into a series of small tasks each performed by a different worker standardization of parts initially as replacement parts; enabled mass production
Interchangeable parts
Mass production
Lean production
Events/Concepts
Steam engine Division of labor Interchangeable parts Principles of scientific management
Dates
1769 1776 1790
Originator
James Watt
1911
1911 1912 1913
Time and motion studies Scientific Management Activity scheduling chart Moving assembly line
Events/Concepts
Hawthorne studies Motivation theories Linear programming Digital computer Simulation, waiting line theory, decision theory, PERT/CPM MRP, EDI, EFT, CIM
Dates
1930 1940s 1950s 1960s 1947 1951 1950s 1960s, 1970s
Originator
Elton Mayo Abraham Maslow Frederick Herzberg Douglas McGregor George Dantzig Remington Rand Operations research groups Joseph Orlicky, IBM and others
Operations Research
JIT (just-in-time) TQM (total quality management) Quality Strategy and Revolution operations Business process reengineering
Events/Concepts
WTO, European Union, and other trade agreements Internet, WWW, ERP, supply chain management
Dates Originator
1990s 2000s 1990s Numerous countries and companies ARPANET, Tim Berners-Lee SAP, i2 Technologies, ORACLE, PeopleSoft Amazon, Yahoo, eBay, and others
Internet Revolution
E-commerce
2000s
Source: Adapted from Earl W. Sasser, R. P. Olsen, and D. Daryl Wyckoff, Management of Service Operations (Boston: Allyn Bacon, 1978), p.11.
B2B Commerceone.com
B2C Amazon.com
Consumer
C2B Priceline.com
C2C eBay.com
Categories of E-Commerce
Customer
Manufacturer
Supplier
USA: $21.33
Taiwan: $5.41
Mexico: $2.38
Hourly Wage Rates for Selected Countries Source: International Comparisons of Hourly Compensation Costs for Production Workers in Manufacturing, Bureau of Labor Statistics, U.S. Department of Labor, Updated September 30, 2003.
China: $0.50
Trade with China: Percent of each countrys trade Source: Share of China in Exports and Imports of Major Traders, 2000 and 2002, International Trade Statistics 2003, World Trade Organization, www.wto.org
Risks of Globalization
Cultural differences Supply chain logistics Safety, security, and stability Quality problems Corporate image Loss of capabilities
degree to which a nation can produce goods and services that meet the test of international markets
ratio of output to input sales made, products produced, customers served, meals delivered, or calls answered labor hours, investment in equipment, material usage, or square footage
Productivity
Output
Input
Measures of Productivity
Source: International Comparisons of Manufacturing Productivity and Unit Labor Cost Trends, 2002, Bureau of Labor Statistics, U.S. Department of Labor, September 2003. U.S. figures for 20022003 from Major Sector Productivity and Costs Index, Bureau of Labor Statistics, U.S. Department of Labor, March 2004
Productivity Increase
Become efficient
output increases with little or no increase in input both output and input grow with output growing more rapidly output increases while input decreases output remains the same and input is reduced both output and input decrease, with input decreasing at a faster rate
Expand
Achieve breakthroughs
Downsize
Retrench
More Efficient
Retrench
Productivity as a Function of Inputs and Outputs, 20012002 Source: International Comparisons of Manufacturing Productivity and Unit Labor Cost Trends, 2002, Bureau of Labor Statistics, U.S. Department of Labor, September 2003
Source: Global Competitiveness Report 20032004, World Economic Forum, January 2004, www.weforum.org
Operations Strategy
Strategy: Chapter 2
Setting up facility so that it works smoothly and efficiently Designing jobs and work to produce quality products Managing complex projects
Managing supply chain Predicting customer demand How much to produce and when to produce it How much to order and when to order
Forecasting: Chapter 11
Planning capacity and other resources Designing efficient production lines Job and task assignments Minimizing waiting time of customers and products
Scheduling: Chapter 16