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Operations Management: William J. Stevenson
Operations Management: William J. Stevenson
Operations Management
William J. Stevenson
8th edition
1-2 Introduction to Operations Management
Operations Management
Figure 1.1
Organization
CHAPTER
1
Introduction to
Operations Management
Value-Added
Figure 1.2
The difference between the cost of inputs
and the value or price of output. The greater the value added the
greater the profit.
Value added
Inputs
Transformation/ Outputs
Land
Conversion Goods
Labor
process Services
Capital
Feedback
Control
Feedback Feedback
1-5 Introduction to Operations Management
Goods-service Continuum
Figure 1.3
Food Processor
Table 1.2
Hospital Process
Table 1.2
• Financial services
• Healthcare
• Personal services
• Business services
• Education
1-9 Introduction to Operations Management
Key Differences
1. Customer contact
2. Uniformity of input
3. Labor content of jobs
4. Uniformity of output
5. Measurement of productivity
6. Production and delivery
7. Quality assurance
8. Amount of inventory
1-10 Introduction to Operations Management
• And more . . .
1-11 Introduction to Operations Management
Figure 1.4
U.S. Manufacturing vs. Service Employment
Year Mfg. Service
45 79 21
100
50 72 28
55 72 28 80
60 68 32
Percent 60
65 64 36
70 64 36 40
75 58 42
80 44 46 20
85 43 57
0
90 35 65
95 32 68 45 50 55 60 65 70 75 80 85 90 95 00
00 30 70 Year
1-13 Introduction to Operations Management
Planning Organizing
– Capacity – Degree of centralization
– Location – Process selection
– Products & services Staffing
– Make or buy – Hiring/laying off
– Layout – Use of Overtime
– Projects Directing
– Scheduling – Incentive plans
Controlling/Improving – Issuance of work orders
– Inventory – Job assignments
– Quality
– Costs
– Productivity
1-14 Introduction to Operations Management
• What
What resources/what amounts
• When
Needed/scheduled/ordered
• Where
Work to be done
• How
Designed
• Who
To do the work
1-15 Introduction to Operations Management
Operations
Marketing Finance
1-16 Introduction to Operations Management
Operations Interfaces
Industrial
Engineering
Maintenance
Distribution
Purchasing Public
Operations Relations
Legal
Personnel
Accounting MIS
1-17 Introduction to Operations Management
HISTORICAL EVOLUTIONS OF OM
Scientific Management
Frederick Taylor
• the father of Scientific Management
Henry Ford
• Mass production(low-skilled worker use specialized
machinery to produce high volume of goods), division of
labor(breaking up a production process into small tasks,
so that each worker performs a small portion of the
overall job)
Japanese
• Just-In-Time principles
1-19 Introduction to Operations Management
Trends in Business
• Major trends
• The Internet, e-commerce, e-business
• Management technology
• Globalization
• Agility
1-20 Introduction to Operations Management
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