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OM BP

Operations management involves managing goods, services, transformation processes, production processes, and quality. Key aspects include supply chain management, capacity management, aggregate production planning, material requirements planning, and quality control. Statistical process control and quality circles are approaches to quality management.

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10 views8 pages

OM BP

Operations management involves managing goods, services, transformation processes, production processes, and quality. Key aspects include supply chain management, capacity management, aggregate production planning, material requirements planning, and quality control. Statistical process control and quality circles are approaches to quality management.

Uploaded by

jashdoctor7
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Opera ons Management:

Goods and services in OM:


Goods
Tangible products
Produc on processes
Inventory mgt
Supply chain mgt
Quality control
Services
Intangible offerings
Service delivery processes
Capacity mgt
Customer rela onship mgt
Service quality assurance
Employee mgt

Transforma on process:
Types:
Material processing
Informa on processing
Customer processing
Types of transforma onal change:
Physical

 Structural
 Process
 Behavioral
Informa onal
Possession
Loca on
Storage
Physiological and chemical
Categories of transforma on process:
Material
Informa on
Energy
Waste mgt
Human resources

Types of produc on process:


Job shop
Batch produc on
Mass produc on
Con nuous produc on

Types of product design:


Original product design
System design
Adap ve product design
Engineering design
Interface design
Process design
Characteris cs:
Func on or performance
Appearance or aesthe cs
Reliability
Maintainability
Availability
Simplifica on
Standardiza on
Specifica on
Safety

Factors affec ng plant loca on:


Nearness to raw material
Nearness to market
Availability of work force
Availability of fuel and power
Transporta on facility
Communica on facility
Clima c condi ons
Government policy
Characteris cs of land
Waste disposal
Community a tude
Security
Cultural facili es
Methods to select facility loca ons:
Factor ra ng method
Center of gravity method
Break-even analysis
Loca on scoring matrix
Geographic informa on systems
Weighted factor ra ng method
Load-distance method

Objec ves of aggregate produc on planning:


Mee ng demand
Op mizing resource u liza on
Minimizing costs
Maintaining stable workforce levels
Managing inventory levels
Minimizing backlogs and lead mes
Adap ng to changing market condi ons
Promo ng strategic alignment
Strategies of APP:
Chase demand strategy
Level produc on strategy
Hybrid strategy
Subcontrac ng strategy
Backlog strategy
Inventory adjustment strategy

Process of master produc on scheduling:


Understand and define your products
Set your lead me targets
Assess public demand and decide upon the required rate of produc on
Make sure that available resources align with produc on rate
Iden fy Produc on Shor alls and Troubleshoot These Problem Areas

Use Quan ta ve and Qualita ve Data to Cra Your MPS

Check, Assess and Adapt Your MPS During the Produc on Opera on

Inputs and outputs of material requirements planning:


Inputs:
MPS
Bill of materials
Inventory records
Lead mes
Produc on structure informa on
Outputs:
MRP
Planned orders
Order releases
Rescheduling no ces
Inventory status updates
CRP
Process of MRP:
Iden fying requirements to meet demand
Checking inventory and alloca ng resources
Scheduling produc on
Iden fying issues and making recommenda ons

Inputs and outputs of CRP:


Inputs:
MPS
Bills of materials
Rou ng
Standard mes
Inventory levels
Outputs:
Resource requirements

 Labor
 Machines and equipment
 Materials
Capacity shor alls and surpluses
Produc on planning adjustments

 Scheduling changes
 Capacity expansion
 Inventory mgt
Process of CRP:
Demand predic on
Capacity assessment

 Labor
 Machines
 Materials
 Facili es
Produc on scheduling
Resource distribu on
Real- me monitoring and adjustments

Reasons of quality control:


Improved produc on efficiency
Cost op miza on
Winning customer trust
Accelera ng business growth
Be ering the work envi.
Improved compliance
Greater supply chain efficiency

Sta s cal quality control:


1. Acceptance sampling

 Opera ng characteris cs curve (OC)


Consumer’s risk
Producer’s risk
Acceptable quality level
Lot tolerance percent defec ve
 Average outgoing quality curve (AOQ)
2. Process control

Benefits of quality circles:


Effect on individual characteris cs
Effect on individuals rela on with others
Effect on workers and their a tudes

1. ISO 9000 — Quality management and Quality assurance standards


2. ISO 9001 — Quality systems: Quality in design
3. ISO 9002 — Quality systems: Produc on and Installa on
4. ISO 9003 — Quality systems: Final inspec on and test
5. ISO 9004 — Quality management and systems

ISO 14001—Specifica on of Environmental Management Systems


ISO 14004—Guideline Standard
ISO 14010 through ISO 14015—Environmental Audi ng and Related Ac vi es
ISO 14020 through ISO 14024—Environmental Labelling
ISO 14031 through ISO 14032—Environmental Performance Evalua on
ISO 14040 through ISO 14043—Life Cycle Assessment
ISO 14050—Terms and Defini ons

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