Chapter Eighteen Operations Management
Chapter Eighteen Operations Management
Chapter Objectives(1 of 2) Describe the role of the transformation process in operations management Explain what factors determine organizational productivity Discuss what re-engineering of work processes involves Describe how adding a"manufacturing focus"to organizational strategy affects an organization Identify the four key decisions that provide the long-term strategic direction for operations planning
Chapter Objectives (1 of 2) Describe the role of the transformation process in operations management Explain what factors determine organizational productivity Discuss what re-engineering of work processes involves Describe how adding a “manufacturing focus” to organizational strategy affects an organization Identify the four key decisions that provide the long-term strategic direction for operations planning
Chapter Objectives(2 of 2 Describe the three decisions that make up tactical operations planning Identify the three approaches to maintenance control Explain the contingency factors that affect the implementation of TQM Discuss the advantages and potential problems of just-in-time (JIT)inventory systems Explain how flexible manufacturing systems could give an organization a competitive advantage Describe how speed can be a competitive advantage
Chapter Objectives (2 of 2) Describe the three decisions that make up tactical operations planning Identify the three approaches to maintenance control Explain the contingency factors that affect the implementation of TQM Discuss the advantages and potential problems of just-in-time (JIT) inventory systems Explain how flexible manufacturing systems could give an organization a competitive advantage Describe how speed can be a competitive advantage
The operations System Inputs Outputs People Goods Technology Services Capital Transformation Equipment Materia process Information Figure 19-1
The Operations System Inputs • People • Technology • Capital • Equipment • Material • Information Transformation process Outputs • Goods • Services Figure 19-1
Deming,'s 14 Points for Improving Management's Productivit 1. Plan for the long-term future not for next month or next year 2. Never be complacent concerning the quality of your product 3. Establish statistical control over your production processes and require your suppliers to do so as well 4. Deal with the fewest number of suppliers-the best ones, of course 5. Find out whether your problems are confined to particular parts of the production process or stem from the overall process itself Table 19-1a
Deming’s 14 Points for Improving Management’s Productivity 1. Plan for the long-term future, not for next month or next year. 2. Never be complacent concerning the quality of your product. 3. Establish statistical control over your production processes and require your suppliers to do so as well. 4. Deal with the fewest number of suppliers - the best ones, of course. 5. Find out whether your problems are confined to particular parts of the production process or stem from the overall process itself. Table 19-1a