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Intro To Operations Management

This document provides an introduction to operations management and total quality management (TQM). It defines operations as the part of a business responsible for producing goods and services. It discusses the differences between production of goods versus delivery of services. It also summarizes the two major aspects of process management as managing a process to meet demand and the four basic sources of process variation. Finally, it outlines the scope of operations management and key questions around what, when, where, how, and who regarding decision making.

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ALMIRA LOUISE PALOMARIA
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61 views11 pages

Intro To Operations Management

This document provides an introduction to operations management and total quality management (TQM). It defines operations as the part of a business responsible for producing goods and services. It discusses the differences between production of goods versus delivery of services. It also summarizes the two major aspects of process management as managing a process to meet demand and the four basic sources of process variation. Finally, it outlines the scope of operations management and key questions around what, when, where, how, and who regarding decision making.

Uploaded by

ALMIRA LOUISE PALOMARIA
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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INTRODUCTION TO OPERATIONS

MANAGEMENT WITH TOTAL


QUALITY MANAGEMENT (TQM)
LEARNING OUTCOMES
At the end of this module, students will be able to:
1.Define and understand the importance of operations
management
2.Identify similarities and differences between production and
service operations.
3.Summarize the two major aspects of process management.
4.Characterize current trends in business that impact operations
management.
Introduction to Operations Management with TQM
• Operations is that part of a business organization that is
responsible for producing goods and/or services.
• Goods as physical items produced by business organizations, that
include raw materials, parts, subassemblies, and final products.
• Services are activities that provide some combination of time,
location, form, or psychological value.
• A value-added product can refer to any product that has been
subject to additional actions or combined with extra products to raise
the overall value of the product.
A Supply Chain for Bread that Create Value Added Product
Goods-Services Continuum
Production of Goods versus Delivery of Services

1.Degree of customer
contact.
2.Labor content of jobs.
3.Uniformity of inputs.
4.Measurement of
productivity.
5.Quality assurance.
6.Inventory.
Managing a Process to Meet Demand
Four basic Sources of
Process Variations
1.The variety of goods or
services being offered.
2.Structural variation in
demand.
3.Random variation.
4.Assignable variation.
8 Steps to Proper Operational Process Change
1.Know the Current Process
2.Know Why We Wish to Change the Process
3.Clearly Identify the Change to be Made
4.Obtain Feedback and Buy-in from All Affected Stakeholders -
5.Revalidate Process Discipline, Data and Measuring Systems for
the Change
6.Train for the Change
7.Declare a Clean Line, and Execute the Change
8.Measure, Analyze, Improve and Control
Scope of Operation Management
1.Forecasting
2.Capacity planning
3.Facility layout
4.Scheduling
5.Inventory Management
6.Quality assurance
7.Motivating and Training
Employees
Operation Management and Decision Making
What: What resources will be 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? When is
corrective action needed?
Where: Where will the work be done?
How: How will the product or service be designed? How will the
work be done (organization, methods, equipment)? How will
resources be allocated?
Who: Who will do the work?
THANK YOU

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