Thirteenth Edition: Operations and Productivity

Operations Management: Sustainability
and Supply Chain Management

Thirteenth Edition
Chapter 1
Operations and Productivity
Copyright © 2020, 2017, 2014 Pearson Education, Inc. All Rights Reserved
Outline (1 of 2)
• Global Company Profile: Hard Rock Cafe
• What Is Operations Management?
• Organizing to Produce Goods and Services
• The Supply Chain
• Why Study OM?
• What Operations Managers Do
Outline (2 of 2)
• The Heritage of Operations Management
• Operations for Goods and Services
• The Productivity Challenge
• Current Challenges in Operations Management
• Ethics, Social Responsibility, and Sustainability
Operations Management at Hard
Rock Cafe
• First opened in 1971
– Now - 23 hotels and 168 restaurants in over 68
countries
• Rock music memorabilia
• Creates value in the form of good food and entertainment
• 3,500+ custom meals per day in Orlando
• How does an item get on the menu?
• Role of the Operations Manager
Learning Objectives (1 of 2)
When you complete this chapter you should be able to:
1.1 Define operations management
1.2 Identify the 10 strategic decisions of operations
management
1.3 Identify career opportunities in operations management
1.4 Explain the distinction between goods and services
Learning Objectives (2 of 2)
When you complete this chapter you should be able to:
1.5 Explain the difference between production and
productivity
1.6 Compute single-factor productivity
1.7 Compute multifactor productivity
1.8 Identify the critical variables in enhancing productivity
What Is Operations Management?
• Production is the creation of goods and services
• Operations management (OM) is the set of activities that
creates value in the form of goods and services by
transforming inputs into outputs
Organizing to Produce Goods and
Services
• Essential functions:
1. Marketing – generates demand
2. Production/operations – creates the product
3. Finance/accounting – tracks how well the
organization is doing, pays bills, collects the money
Organization Charts (1 of 3)
Figure 1.1
Figure 1.1
Figure 1.1
The Supply Chain
• A global network of organizations and activities that
supplies a firm with goods and services
• Members of the supply chain collaborate to achieve high
levels of customer satisfaction, efficiency, and competitive
advantage
Figure 1.2
Why Study OM?
1. OM is one of three major functions of any organization;
we want to study how people organize themselves for
productive enterprise
2. We want (and need) to know how goods and services
are produced
3. We want to understand what operations managers do
4. OM is such a costly part of an organization
Options for Increasing Contribution
Table 1.1
What Operations Managers Do
Basic Management Functions
• Planning
• Organizing
• Staffing
• Leading
• Controlling
Ten Strategic Decisions
Table 1.2
DECISION CHAPTER(S)
1. Design of goods and services 5, Supplement 5
2. Managing quality 6, Supplement 6
3. Process and capacity strategy 7, Supplement 7
4. Location strategy 8
5. Layout strategy 9
6. Human resources and job design 10
7. Supply-chain management 11, Supplement 11
8. Inventory management 12, 14, 16
9. Scheduling 13, 15
10. Maintenance 17
The Strategic Decisions (1 of 5)
1. Design of goods and services
– Defines what is required of operations
– Product design determines cost, quality, sustainability
and human resources
2. Managing quality
– Determine the customer’s quality expectations
– Establish policies and procedures to identify and
achieve that quality
3. Process and capacity design
– How is a good or service produced?
– Commits management to specific technology, quality,
human resources, and investments
4. Location strategy
– Nearness to customers, suppliers, and talent
– Considering costs, infrastructure, logistics, and
government
5. Layout strategy
– Integrate capacity needs, personnel levels,
technology, and inventory
– Determine the efficient flow of materials, people, and
information
6. Human resources and job design
– Recruit, motivate, and retain personnel with the
required talent and skills
– Integral and expensive part of the total system design
7. Supply chain management
– Integrate supply chain into the firm’s strategy
– Determine what is to be purchased, from whom, and
under what conditions
8. Inventory management
– Inventory ordering and holding decisions
– Optimize considering customer satisfaction, supplier
capability, and production schedules
9. Scheduling
– Determine and implement intermediate- and short-
term schedules
– Utilize personnel and facilities while meeting customer
demands
10. Maintenance
– Consider facility capacity, production demands, and
personnel
– Maintain a reliable and stable process
Where are the OM Jobs?
• Introducing new technologies and methods
• Improving facility location and space utilization
• Defining and implementing operations strategy
• Improving response time
• Developing people and teams
• Improving customer service
• Managing quality
• Managing and controlling inventory
• Enhancing productivity
Opportunities
Figure 1.3
Certifications
• APICS, the Association for Operations Management
• American Society for Quality (ASQ)
• Institute for Supply Management (ISM)
• Project Management Institute (PMI)
• Council of Supply Chain Management Professionals
• Chartered Institute of Procurement and Supply (CIPS)
Significant Events in OM
Figure 1.4
Eli Whitney
• Born 1765; died 1825
• In 1798, received government contract to make 10,000
muskets
• Showed that machine tools could make standardized parts
to exact specifications
– Musket parts could be used in any musket
Frederick W. Taylor
• Born 1856; died 1915
• Known as ‘father of scientific management’
• In 1881, as chief engineer for Midvale Steel, studied how
tasks were done
– Began first motion and time studies
• Created efficiency principles
Taylor’s Principles
Management Should Take More Responsibility for:
1. Matching employees to right job
2. Providing the proper training
3. Providing proper work methods and tools
4. Establishing legitimate incentives for work to be
accomplished
Frank and Lillian Gilbreth
• Frank (1868-1924); Lillian (1878-1972)
• Husband and wife engineering team
• Further developed work measurement methods
• Applied efficiency methods to their home and 12 children!
• Book and Movie: “Cheaper by the Dozen,” “Bells on Their
Toes”
Henry Ford
• Born 1863; died 1947
• In 1903, created Ford Motor Company
• In 1913, first used moving assembly line to make Model T
– Unfinished product moved by conveyor past work
station
• Paid workers very well for 1911 ($5/day!)
W. Edwards Deming
• Born 1900; died 1993
• Engineer and physicist
• Credited with teaching Japan quality control methods in
post-WW2
• Used statistics to analyze process
• His methods involve workers in decisions
OM Relies on Contributions From
• Industrial engineering
• Statistics
• Management
• Analytics
• Economics
• Physical sciences
• Information technology
Operations for Goods and Services
(1 of 2)
Services – Economic activities that typically produce an

intangible product (such as education, entertainment,
lodging, government, financial, and health services)
Operations for Goods and Services
(2 of 2)
• Manufacturers produce tangible product, services often

intangible
• Operations activities are performed in both manufacturing
and services
• Distinction not always clear
• Few pure services
Differences Between Goods and
Services
Table 1.3
CHARACTERISTICS OF SERVICES CHARACTERISTICS OF GOODS
Intangible: Ride in an airline seat Tangible: The seat itself
Produced and consumed simultaneously: Beauty salon Product can usually be kept in inventory
produces a haircut that is consumed as it is produced (beauty care products)
Unique: Your investments and medical care are unique Similar products produced (iPods)
High customer interaction: Often what the customer is Limited customer involvement in production
paying for (consulting, education)
Inconsistent product definition: Auto Insurance changes Product standardized (iPhone)
with age and type of car
Often knowledge based: Legal, education, and medical Standard tangible product tends to make
services are hard to automate automation feasible
Services dispersed: Service may occur at retail store, Product typically produced at a fixed facility
local office, house call, or via Internet
Quality may be hard to evaluate: Consulting, education, Many aspects of quality for tangible products
and medical services are easy to evaluate (strength of a bolt)
Reselling is unusual: Musical concert or medical care Product often has some residual value
U.S. Agriculture, Manufacturing, and
Service Employment
Figure 1.5
Organizations in Each Sector
Table 1.4
Service Pay
• Perception that services are low-paying
• 42% of service workers receive above average wages
• 14 of 33 service industries pay below average
• Retail trade pays only 61% of national average
• Overall average wage is 96% of the average
Productivity Challenge
Productivity is the ratio of outputs (goods and services)
divided by the inputs (resources such as labor and capital)
The objective is to improve productivity!
Important Note!
Production is a measure of output only
and not a measure of efficiency
The Economic System
Figure 1.6
Improving Productivity at Starbucks
(1 of 2)
A team of 10 analysts continually look for ways to shave

time. Some improvements:
Improving Productivity at Starbucks (2 of 2)
A team of 10 analysts continually look for ways to shave
time. Some improvements:
Operations improvements have helped Starbucks increase

yearly revenue per outlet by $250,000 to $1,000,000.
Productivity has improved by 27%, or about 4.5% per year.
Productivity
Units produced
Productivity =
Input used
• Measure of process improvement

• Represents output relative to input
• Only through productivity increases can our standard of
living improve
Productivity Calculations
Labor Productivity
Units produced
Productivity =
Labor-hours used
1,000
=  4 units/labor-hour
250
One resource input  single-factor productivity
Multi-Factor Productivity
Output
Multifactor =
Labor + Material + Energy +
Capital + Miscellaneous
• Also known as total factor productivity

• Output and inputs are often expressed in dollars
Multiple resource inputs  multi-factor productivity
Collins Title Productivity (1 of 4)
Measurement Problems
• Quality may change while the quantity of inputs and
outputs remains constant
• External elements may cause an increase or decrease in
productivity
• Precise units of measure may be lacking
Productivity Variables
1. Labor - contributes about
10% of the annual increase
2. Capital - contributes about
38% of the annual
increase
3. Management - contributes
about 52% of the annual
increase
Key Variables for Improved Labor
Productivity
1. Basic education appropriate for the labor force
2. Diet of the labor force
3. Social overhead that makes labor available
– Challenge is in maintaining and enhancing skills in the
midst of rapidly changing technology and knowledge
Labor Skills
About half of the 17-year-olds in the U.S. cannot
correctly answer questions of this type
Figure 1.7
Capital
Management
• Ensures labor and capital are effectively used to increase
productivity
– Use of knowledge
– Application of technologies
• Knowledge societies
– Labor has migrated from manual work to technical and
information-processing tasks
• More effective use of technology, knowledge, and capital
Productivity in the Service Sector
• Productivity improvement in services is difficult because:
1. Typically labor intensive
2. Frequently focused on unique individual attributes or
desires
3. Often an intellectual task performed by professionals
4. Often difficult to mechanize and automate
5. Often difficult to evaluate for quality
Productivity at Taco Bell (1 of 2)
Improvements:
• Revised the menu
• Designed meals for easy
preparation
• Shifted some preparation to
suppliers
• Efficient layout and automation
• Training and employee empowerment
• New water and energy saving grills
Productivity at Taco Bell (2 of 2)
Results:
• Preparation time cut to 8 seconds
• Management span of control increased from 5 to 30
• In-store labor cut by 15 hours/day
• Floor space reduced by more than 50%
• Stores average 164 seconds/customer from drive-up to pull-out
• Water- and energy-savings grills conserve 300 million gallons of
water and 200 million KwH of electricity each year
• Green-inspired cooking method saves 5,800 restaurants $17
million per year
Current Challenges in OM
• Globalization
• Supply-chain partnering
• Sustainability
• Rapid product development
• Mass customization
• Lean operations
Ethics, Social Responsibility, and
Sustainability (1 of 2)
Challenges facing operations managers:
• Develop and produce safe, high-quality green products
• Train, retrain, and motivate employees in a safe workplace
• Honor stakeholder commitments
Ethics, Social Responsibility, and
Sustainability (2 of 2)
Stakeholders
Those with a vested interest in an
organization, including customers,
distributors, suppliers, owners, lenders,
employees, and community members.
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Thirteenth Edition: Operations and Productivity

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Operations Management: Sustainability

and Supply Chain Management

Services – Economic activities that typically produce an

• Manufacturers produce tangible product, services often

A team of 10 analysts continually look for ways to shave

Operations improvements have helped Starbucks increase

Productivity has improved by 27%, or about 4.5% per year.

• Measure of process improvement

One resource input  single-factor productivity

• Also known as total factor productivity

Multiple resource inputs  multi-factor productivity

This work is protected by United States copyright laws and is

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