Quản trị kinh doanh - Chapter 21: Operations and service management

Operations and Service ManagementChapter 211Operations and Service ManagementStrategic success depends on efficient operationsOperational concerns take on even greater importance in today’s competitive environment where consumers often want customized products and services delivered immediatelyManager’s Challenge: Donnelley2Operations and Service ManagementManagement and control of production operationsDefine operations managementHow to bring operations into strategic decision makingOverview of integrated operations activities Specific operations design issuesHow managers measure and improve productivityTopics Chapter 213Operations ManagementThe field of management that specializes in the physical production of goods or services and uses quantitative techniques for solving manufacturing problemsTechnical core = heart of the organization’s production of its product or service4The Organization as an Operations Management SystemProducts & FacilitiesProduct designFacilities layoutCapacity planningFacilities locationStructureReporting relationshipsTeamsControl ProcessesInventory managementProductivityQualityOperations ManagementInputsRaw materialsHuman resourcesLand, buildingsInformationTechnologyOutputsProductsServicesOperations StrategyThe Technical CoreFeedback5Manufacturing and Service OrganizationsSource: Based on Richard L. Daft, Organization Theory and Design (Cincinnati, OH: South-Western College Publishing, 1998), 130; and Byron J. Finch and Richard L. Luebbe, Operations Management (Fort Worth, Texas: The Dryden Press, 1995), 50.6Operational Concerns for Manufacturing and Service OrganizationsSchedulingMust obtain materials and suppliesBoth must be concerned with quality and productivity7Four Stages of Operations StrategyStage 4Initiates Competitive Advantage Advanced capabilities developed and significant input to strategic process provided Concerns: New products New services New technologies InternationalStage 3Organizationally Supportive Organization’s competitive strategy closely followed and supported Concerns: Advanced process technologies New plants What to make for the United StatesStage 2Industry Current Goals set according to industry practice Concerns: Capital investment Quality control Inventory management CapacityStage 1No Involvement No positive contribution to strategy formulation Concerns: Cost Labor efficiencySource: Based on R.H. Hayes and S.C. Wheelwright, Restoring Our Competitive Edge: Competing through Manufacturing (New York: Wiley, 1984).8The Integrated EnterpriseSupply chain management = managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to final consumers9The E-Supply ChainRetail ChainRetail StoreIntranet Data ExchangeCustomerExtranet Data ExchangeManufacturerExtranet Data ExchangeSupplierPartnership approach to the supply chain optimizes inventory levels and enables rapid response to customer needs10How to Win Customers?Better priceQualityPerformanceDeliveryResponsiveness to customer demand11Design for Manufacturabilityand Assembly - DFMAOften requiresRestructuring operationsCreating teams of designers, manufacturers, and assemblers to meet objectives of design 12Product Design Objectives1ProducibilityCostQualityReliability23413Service Design Objectives1ProducibilityCostQualityReliability234Timing5Ethical Dilemma: A Friend for Life?14ProcurementPurchasing supplies, services, and raw materials for use in the production process15Facilities LayoutProcess LayoutProduct LayoutCellular LayoutFixed-position Layout16Technology AutomationService TechnologyRestaurants – calculate exact cost and ingredient needs for each menu itemBanking – ATMsGas stations – pay-at-pump systemsRetailing = RFID – radio-frequency identification (high-tech barcode)17Technology AutomationFlexible Manufacturing Systems, the use of automated production lines that can be quickly adapted to produce more than one kind of productCAD/CAMCAD = computer aided designCAM = computer aided manufacturingPLM = Product-life cycle management18Facility LocationCost-benefit analysis – most common approach to selecting a site for a new locationNew location scouting software is helping managers turn facilities location into a science19Capacity PlanningDetermination and adjustment of the organization’s ability to produce products and services to match customer demand20Inventory ManagementFinished goods inventoryWork-in-process inventoryRaw materials inventory21Techniques for Inventory ManagementEconomic order quantityMaterial requirements planningJust-in-Time inventory systemsLogistics & Distribution management22Logistics and Distribution ManagementLogistics = activities required to physically move materials into the company’s operations facility and to move finished products to customersDistribution = moving finished products to customers (order fulfillment)23Material Requirements Planning - MRPDependent demand inventory planning and control systemSchedules exact materials requiredIs computer basedBased on precise estimates of future needs for production24Lean Manufacturing and ProductivityLean manufacturing = process using highly trained employees at every stage of the production process to cut waste and improve quality – employee involvement is key25Measuring ProductivityProductivity = organization’s output of products and services divided by its inputsTotal factorProductivityLaborProductivity Output Labor + Capital + Materials + Energy== Output Labor dollars26Improving ProductivityTechnological productivityEmployee productivityManagerial productivityExperiential Exercise: What Is Your Attitude Toward Productivity?27