Chapter 1

Operations and
Supply Chain Management
Introduction

1-1
 Lecture Outline
• What Operations and Supply Chain Managers Do
• Operations Function
• Evolution of Operations and Supply Chain
Management
• Globalization and Competitiveness
• Operations
• Strategy and Organization of the Text
• Learning Objectives for This Course

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 What Operations and Supply Chain
Managers Do
• What is Operations Management?
• design, operation, and improvement of productive systems
• What is Operations?
• a function or system that transforms inputs into outputs of greater
value
• What is a Transformation Process?
• 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

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 Transformation Process
• Physical: as in manufacturing operations
• Locational: as in transportation or warehouse
operations
• Exchange: as in retail operations
• Physiological: as in health care
• Psychological: as in entertainment
• Informational: as in communication

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 Operations as a
Transformation Process

INPUT
•Material
TRANSFORMATION OUTPUT
•Machines
•Goods
•Labor PROCESS
•Services
•Management
•Capital

Feedback & Requirements

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 Operations Function

• Operations
• Marketing
• Finance and
Accounting
• Human
Resources
• Outside
Suppliers

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 How is Operations Relevant
to my Major?
• Accounting • “As an auditor you must understand the
fundamentals of operations
management.”
• Information • “IT is a tool, and there’s no better place to
Technology apply it than in operations.”

• Management • “We use so many things you learn in an

operations class—scheduling, lean
production, theory of constraints, and
tons of quality tools.”

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 How is Operations Relevant
to my Major?
• Economics • “It’s all about processes. I live by
flowcharts and Pareto analysis.”
• Marketing • “How can you do a good job marketing a
product if you’re unsure of its quality or
delivery status?”
• Finance • “Most of our capital budgeting requests
are from operations, and most of our
cost savings, too.”

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 Evolution of Operations and
Supply Chain Management
• Craft production
• process of handcrafting products or services for
individual customers
• Division of labor
• dividing a job into a series of small tasks each
performed by a different worker
• Interchangeable parts
• standardization of parts initially as replacement parts;
enabled mass production

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 Evolution of Operations and
Supply Chain Management
• Scientific management
• systematic analysis of work methods
• Mass production
• high-volume production of a standardized product for
a mass market
• Lean production
• adaptation of mass production that prizes quality and
flexibility

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 Historical Events in
Operations Management
Era Events/Concepts Dates Originator
Steam engine 1769 James Watt
Industrial Division of labor 1776 Adam Smith
Revolution Interchangeable 1790 Eli Whitney
parts
Principles of
Frederick W.
scientific 1911 Taylor
management
Scientific Time and motion Frank and Lillian
1911
Manageme studies Gilbreth
nt Activity scheduling
1912 Henry Gantt
chart
Moving assembly 1913 Henry Ford
line

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 Historical Events in
Operations Management
Era Events/Concept Dates Originator
s
Hawthorne studies 1930 Elton Mayo
1940s Abraham Maslow
Human Frederick
Motivation 1950s
Relations Herzberg
theories
Douglas
1960s
McGregor
Linear
1947 George Dantzig
programming
Digital computer 1951 Remington Rand
Simulation,
waiting
Operations line theory, Operations
1950s
Research research groups
decision
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theory, PERT/CPM
 Historical Events in
Operations Management
Events/Concep Date Originator
Era
ts s
Taiichi Ohno
JIT (just-in-time) 1970s
(Toyota)
TQM (total W. Edwards
quality 1980s Deming,
Quality
management) Joseph Juran
Revolutio Strategy and Wickham Skinner,
n 1980s
operations Robert Hayes
Michael Hammer,
Reengineering 1990s
James Champy
Six Sigma 1990s GE, Motorola

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 Historical Events in
Operations Management
Date
Era Events/Concepts Originator
s
Internet Internet, WWW, ERP, 1990s ARPANET, Tim
Revolution supply chain Berners-Lee
management SAP,
i2 Technologies,
ORACLE, Dell
E-commerce 2000s Amazon, Yahoo,
eBay, Google,
and others
Globalizati WTO, European 1990s China, India,
on Union, Global supply 2000s emerging
chains, Outsourcing, economies
Service Science
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 Historical Events in
Operations Management
Date
Era Events/Concepts Originator
s
Green Global warming, An Today Numerous
Revolution Inconvenient Truth, scientists,
Kyoto statesmen and
governments

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 Evolution of Operations and Supply
Chain Management
• Supply chain management
– management of the flow of information, products, and services across a
network of customers, enterprises, and supply chain partners

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 Globalization
• Why “go global”?
– favorable cost
– access to international markets
– response to changes in demand
– reliable sources of supply
– latest trends and technologies
• Increased globalization
– results from the Internet and falling trade barriers

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Hourly Compensation

1-18
GDP per Capita

1-19
 Trade in Goods, % of GDP

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 Productivity and Competitiveness
• Competitiveness
• degree to which a nation can produce goods and
services that meet the test of international markets
• Productivity
• ratio of output to input
• Output
• sales made, products produced, customers served,
meals delivered, or calls answered
• Input
• labor hours, investment in equipment, material usage,
or square footage

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 Measures of Productivity

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 Osborne Industries

C6*C8

C7*C
9
C5/C6

C5/C
7
C5/C13
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 Productivity Growth

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 Percent Change in Input and Output

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 Strategy and Operations
• How the mission of a company is accomplished
• Provides direction for achieving a mission
• Unites the organization
• Provides consistency in decisions
• Keeps organization moving in the right direction

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 Strategy Formulation

1. Defining a primary task

• What is the firm in the business of doing?
2. Assessing core competencies
• What does the firm do better than anyone else?
3. Determining order winners and order qualifiers
• What qualifies an item to be considered for
purchase?
• What wins the order?
4. Positioning the firm
• How will the firm compete?
5. Deploying the strategy

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 Strategic Planning

Mission
and Vision

Voice of the
of the Vo ic e
Busine er
ss Corporate Custom
Strategy

Marketing Operations Financial

Strategy Strategy Strategy

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 Order Winners
and Order Qualifiers

Source: Adapted from Nigel Slack, Stuart Chambers, Robert

Johnston, and Alan Betts, Operations and Process
Management, Prentice Hall, 2006, p. 47

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 Positioning the Firm
• Cost
• Speed
• Quality
• Flexibility

1-30
 Positioning the Firm: Cost
• Waste elimination
• relentlessly pursuing the removal of all waste
• Examination of cost structure
• looking at the entire cost structure for reduction potential
• Lean production
• providing low costs through disciplined operations

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 Positioning the Firm: Speed
• Fast moves, Fast adaptations, Tight linkages
• Internet
• Customers expect immediate responses
• Service organizations
• always competed on speed (McDonald’s, LensCrafters,
and Federal Express)
• Manufacturers
• time-based competition: build-to-order production and
efficient supply chains
• Fashion industry
• two-week design-to-rack lead time of Spanish retailer, Zara

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 Positioning the Firm: Quality

• Minimizing defect rates or conforming to design

specifications
• Ritz-Carlton - one customer at a time
• Service system designed to “move heaven and earth”
to satisfy customer
• Employees empowered to satisfy a guest’s wish
• Teams set objectives and devise quality action plans
• Each hotel has a quality leader

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 Positioning the Firm: Flexibility
• Ability to adjust to changes in product mix,
production volume, or design
• Mass customization: the mass production of
customized parts
• National Bicycle Industrial Company
• offers 11,231,862 variations
• delivers within two weeks at costs only 10% above
standard models

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 Policy Deployment
• Policy deployment
• translates corporate strategy into measurable
objectives
• Hoshins
• action plans generated from the policy
deployment process

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 Policy Deployment

Derivation of an Action Plan Using Policy Deployment

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 Balanced Scorecard
• Balanced scorecard
• measuring more than financial performance
1.finances
2.customers
3.processes
4.learning and growing
• Key performance indicators
• set of measures to help managers evaluate
performance in critical areas

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 Balanced Scorecard Worksheet

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 Balanced Scorecard

Radar Chart Dashboard

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 Operations Strategy

Services Process
and
Products
Technolog
y
Human
Resource Quality
Capacity
s

Facilities Sourcing Operatin

g
Systems

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 Organization of This Text:
Part I – Operations Management
1. Operations and Supply Chain Management
Introduction
2. Quality and Quality Management
3. Process Capability and Statistical Process Control
4. Designing Products
5. Designing Services
6. Processes and Technology
7. Capacity and Facilities Planning
8. Human Resources in Operations Management
9. Managing Projects

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 Organization of This Text:
Part II – Supply Chain Management
10. Strategic Supply Chain Management and Design
11. Supply Chain Procurement and Distribution
Globalization
12. Forecasting
13. Role of Inventory Management
14. Aggregate Sales and Operations Planning
15. Resource Planning Systems
16. Lean System Methods
17. Scheduling

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 Learning Objectives of this Course
• Gain an appreciation of strategic importance of
operations and supply chain management in a global
business environment
• Understand how operations relates to other business
functions
• Develop a working knowledge of concepts and
methods related to designing and managing
operations and supply chains
• Develop a skill set for continuous improvement

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 Copyright 2011 John Wiley & Sons, Inc.
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