introduction to operations management
DESCRIPTION
Operation management fundamentals with an introduction to social responsibility, ethics, entrepreneurship and intrapreneurship.TRANSCRIPT
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Introduction to Operations Management
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© Wiley 2010 2
Operations Management is:
The business function responsible for
planning, coordinating, and controlling
the resources needed to produce products
and services for a company
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© Wiley 2010 3
Operations Management is:
• A management function
• An organization’s core function
• In every organization whether Service or
Manufacturing, profit or Not for profit
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© Wiley 2010 4
Typical Organization Chart
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© Wiley 2010 5
What is Role of OM?
• OM Transforms inputs to outputs
– Inputs are resources such as
• People, Material, and Money
– Outputs are goods and services
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© Wiley 2010 6
OM’s Transformation Process
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Transformation Process of aTransformation Process of a Canned Canned Food ProcessorFood Processor
Inputs Processing Outputs• Cleaning Canned
vegetables• Making cans• Cutting• Cooking• Packing• Labeling
• Raw vegetables• Metal sheets • Water• Energy• Labor• Building• Equipment
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Transformation Process of a Transformation Process of a HospitaHospitall
Inputs Processing Outputs
• Doctors, nurses • Examination Healthy patients• Hospital • Surgery
• Medical Supplies • Monitoring• Equipment • Medication• Laboratories • Therapy
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OM’s Transformation Role
• To add value
– Increase product value at each stage
– Value added is the net increase between output product value
and input material value
• Provide an efficient transformation
– Efficiency – means performing activities well for least possible
cost
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ExamplesExamples of of Various Various OperationsOperations
Operations ExamplesGoods Producing Farming, mining, construction ,
manufacturing, power generationStorage/Transportation
Warehousing, trucking, mailservice, moving, taxis, buses,hotels, airlines
Exchange Retailing, wholesaling, banking,renting, leasing, library, loans
Entertainment Films, radio and television,concerts, recording
Communication Newspapers, radio and televisionnewscasts, telephone, satellites
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Types of Transformation ProcessesPhysical- manufacturingLocational- transportationExchange- retailingStorage- warehousingPhysiological- health careInformational- telecommunicationsPsychological- entertainment
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© Wiley 2010 12
OM Decisions
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The Historical Evolution of Operations Management
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Significant Events in Operations Management
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© Wiley 2010 15
Business Information Flow
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Business Business FunctionsFunctions Overlap Overlap
Operations
FinanceMarketing
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Business Functions - Bank(1 of 3)
Operations Finance/Accounting
Marketing
CheckClearing
TellerScheduling
Transactions
ProcessingSecurity
Commercial Bank© 1984-1994 T/Maker Co.
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Business Functions – Airline(2 of 3)
Operations Finance/Accounting
Marketing
GroundSupport
FlightOperations
FacilityMaintenance
Catering
Airline
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Business Functions – Manufacturer(3 of 3)
Operations Finance/Accounting
Marketing
ProductionControl
Manufacturing QualityControl
Purchasing
Manufacturing
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New Concepts and Trends in OM
Mass Customization Supply Chain ManagementOutsourcingLean manufacturingAgilityElectronic Commerce
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New Concepts and Trends(1 of 6):
Mass Customization
The rapid, low cost production of goods and services that fulfill constantly changing and increasingly unique customer desires.
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New Concepts and Trends (2 of 6):
Supply Chain Management The management of the sequence of organizations- their
facilities, functions and activities- that are involved in producing and delivering a product or service
SCM requires the application of a systems approach to managing the flow of information, materials and services from raw material suppliers through factories and warehoses to the end user (customer)
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Suppliers’ Suppliers
DirectSuppliers Producer Distributor Final
Consumer
Simple Product Supply ChainSimple Product Supply Chain
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New Concepts and Trends (3 of 6) :
Outsourcing
Buying goods or services rather than producing goods or performing services within the organization
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New Concepts and Trends (4 of 6): Lean Manufacturing
Systems that use minimal amounts of resources - less space, less inventory, fewer workers, fewer levels of management- to produce a high volume of high-quality goods with some variety
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New Concepts and Trends (5 of 6): Agility
The ability of an organization to respond quickly to demands or opportunities.
Involves maintaining a flexible system that can quickly respond to changes in either the volume of demand or changes in product/service offerings
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New Concepts and Trends (6 of 6): Electronic Commerce
The use of computer networks, primarily the internet, to buy and sell products, services, and information.
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Other Trends
Project Management (PERT, CPM)Management of Technology and
Information Systems (GPS, ERP)Quality and Process Improvements
(Six Sigma)
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Social Responsibility & Ethics
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Law and Ethics
• Ethics – A set of moral principles or values that governs the conduct of an individual or a group.
• What is lawful conduct is not always ethical conduct.– The law may permit something that would be
ethically wrong.
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What is ethical?
• Is it legal?
• Does it cause physical/psychological harm to anyone?
• Is it ok if everyone knows about it?
• Can “I” live with it for my whole life??
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Theories of Social Responsibility
Maximizing Maximizing ProfitsProfits
Moral Moral MinimumMinimum
Stakeholder Stakeholder InterestInterest
Corporate Corporate CitizenshipCitizenship
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Maximizing Profits
• A theory of social responsibility that says a corporation owes a duty to take actions that maximize profits for shareholders.
• The interests of other constituencies are not important in and of themselves.
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Moral Minimum
• A theory of social responsibility that says a corporation’s duty is to make a profit while avoiding harm to others.
• As long as business avoids or corrects the social injury it causes, it has met its duty of social responsibility.
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Moral Minimum
• The legislative and judicial branches of government have established laws that enforce the moral minimum of social responsibility on corporations.– e.g., Occupational safety laws– e.g., Consumer protection laws for product
safety
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Stakeholder Interest
• A theory of social responsibility that says a corporation must consider the effects its actions have on persons other than its stockholders.
• This theory is criticized because it is difficult to harmonize the conflicting interests of stakeholders.
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Corporate Citizenship
• A theory of responsibility that says a business has a responsibility to do good for the society.
• Business is responsible for helping to solve social problems.
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Entrepreneurship & Intrapreneurship
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Introduction to Entrepreneurship
There is tremendous interest in
entrepreneurship around the world
According to the GEM2005 study, about 330million people, or 14%of the adults in the 35
countries surveyed, areinvolved in forming
new businesses
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What is Entrepreneurship?
• Capacity to take risks
• Ability to own and organize
• Desire and capability to innovate and diversify (Stepanek, 1962)
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Who is an entrepreneur?
• Person conducting own business (Webster)
• Person who sets up business deals in order to make profits (Collins Cobuild)
• Organizer of an economic venture, one who owns, organizes, manages, and assumes the risks of the business (Chandrashekhar)
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Why Become an Entrepreneur?
There are three primary reasons that people become entrepreneurs and start their own firms
Desire to be their own boss
Financial rewards
Desire to pursue theirown ideas
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Steps in the Entrepreneurial Process(1 of 2)
Step 1 Step 2
Developing Successful Business Ideas
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Steps in the Entrepreneurial Process (2 of 2)
Step 3 Step 4
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Intrapreneurship
• Term coined by Pinchot in 1982• Term “corporate entrepreneurship” used
more today• Actually, “corporate entrepreneurship” has
two parts– Intrapreneurship – internal R&D– Corporate venturing – external funding
• Neither method best – need both– This class – some of both
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Thank You!Stay in touch:
Facebook: ProfManish Parihar
Blog: www.pariharmanish.blogspot.com
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