Introduction To Production and Operations Management: Lesson 1

Lesson 1
Introduction to Production and Operations

Management
Learning Objectives
1. Define the term operations management.
2. Identify the three major functional areas of
organizations and describe how they interrelate.
3. Identify similarities and differences between production
and service operations.
4. Describe the operations function and the nature of the
operations manager’s job.
5. Explain the key aspects of operations management
decision making.
6. Briefly describe the historical evolution of operations
management.
7. Characterize current trends in business that impact
operations management.
Hard Rock Cafe
First opened in 1971
Now – 110 restaurants in over 40 countries
Rock music memorabilia
Creates value in the form of good food and
entertainment
3,500+ custom meals per day
How does an item get on the menu?
Role of the Operations Manager
Operations Management
• Production – is the creation of goods and services
• Operations – a function in the business organization

that is responsible for creating value by producing
goods and/or services
• Operations management, therefore, is the

management of the set of activities, systems, or
processes that create value in the form of goods
and services by transforming inputs into outputs
Fig.1 - Supply chain at Simple Green
Supply chain is the sequence of organizations—their facilities, functions, and activities—that are
involved in producing and delivering a product or service
Organizing to Produce
Goods and Services
Organization
Marketing Operations Finance
Responsible Involves the Tracks the

for generating conversion of financial
demand inputs into health of the
outputs company
Production of Goods and
Services
Goods - Physical items produced by business organizations.
Services - Activities that provide some combination of time,
location, form, and psychological value.
Value-added - the difference between the cost of inputs and the value or price of outputs.
Characteristics of Goods
 Tangible product
 Consistent product
definition
 Production usually
separate from
consumption
 Can be inventoried
 Low customer
interaction
Characteristics of Services
 Intangible product
 Produced and
consumed at same time
 Often unique
 High customer
interaction
 Inconsistent product
definition
 Often knowledge-
based
 Frequently dispersed
Goods Versus Services
Attributes of Goods Attributes of Services
(Tangible Product) (Intangible Product)
Can be resold Reselling unusual
Can be inventoried Difficult to inventory
Some aspects of quality Quality difficult to measure
measurable
Selling is distinct from Selling is part of service
production
Product is transportable Provider, not product, is
often transportable
Site of facility important for cost Site of facility important for
customer contact
Often easy to automate Often difficult to automate
Revenue generated primarily Revenue generated primarily
from tangible product from the intangible service
Automobile
Computer
Installed carpeting
Fast-food meal
Restaurant meal/auto repair
Hospital care
Advertising agency/
investment management
Consulting service/
teaching
Counseling
100% 75 50 25 0 25 50 75 100%
| | | | | | | | |
Percent of Product that is a Good Percent of Product that is a Service

Why study OM?
• OM is one of three major functions (marketing,
finance, and operations) of any organization
• We want (and need) to know how goods and

services are produced
• We want to understand what operations managers

do
• OM is such a costly part of an organization

Functions of an
Operations Manager
Key Aspects in
 Design of goods and services
 What good or service should we offer?
 How should we design these products and services?
 Managing quality
 How do we define quality?
 Who is responsible for quality?
 Process and capacity design

 What process and what capacity will these products require?
 What equipment and technology is necessary for these
processes?
 Location strategy
 Where should we put the facility?
 On what criteria should we base the location decision?
Key Aspects in
 Layout strategy
 How should we arrange the facility?
 How large must the facility be to meet our plan?
 Human resources and job design

 How do we provide a reasonable work environment?
 How much can we expect our employees to produce?
 Supply chain management

 Should we make or buy this component?
 Who are our suppliers and who can integrate into our e-commerce
program?
 Inventory, material requirements planning, and JIT

 How much inventory of each item should we have?
 When do we re-order?
Key Aspects in
 Intermediate and short–term scheduling
 Are we better off keeping people on the payroll during slowdowns?
 Which jobs do we perform next?
 Maintenance
 Who is responsible for maintenance?
 When do we do maintenance?
New Trends in OM
PAST CAUSES FUTURE
Local or national focus Reliable worldwide Global focus, moving
communication and production offshore
transportation networks
Batch (large) shipment Short product life cycles and Just-in-time (JIT) performance
cost of capital put pressure on
reducing inventory
Low-bid purchasing Supply chain competition Supply chain partners,

requires that suppliers be collaboration, alliances,
engaged in a focus on the end outsourcing
customer
Lengthy product development Shorter life cycles, Internet, Rapid product development,
rapid international alliances, collaborative designs
communication, computer-
aided design, and international
collaboration
New Trends in OM
PAST CAUSES FUTURE
Standardized products Affluence and worldwide Mass customization with added
markets; increasingly flexible emphasis on quality
production processes
Job specialization Changing socio-culture milieu; Empowered employees, teams,

increasingly a knowledge and and lean production
information society
Low-cost focus Environmental issues, ISO Environmentally sensitive

14000, increasing disposal costs production, green
manufacturing, recycled
materials, remanufacturing
Ethics not at forefront Businesses operate more High ethical standards and
openly; public and global social responsibility expected
review of ethics; opposition to
child labor, bribery, pollution

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Lesson 1

Introduction to Production and Operations

• Operations – a function in the business organization

• Operations management, therefore, is the

Marketing Operations Finance

Responsible Involves the Tracks the

Percent of Product that is a Good Percent of Product that is a Service

• We want (and need) to know how goods and

• We want to understand what operations managers

• OM is such a costly part of an organization

 Process and capacity design

 Human resources and job design

 Supply chain management

 Inventory, material requirements planning, and JIT

Low-bid purchasing Supply chain competition Supply chain partners,

Job specialization Changing socio-culture milieu; Empowered employees, teams,

Low-cost focus Environmental issues, ISO Environmentally sensitive

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