Operations Management: Sustainability
and Supply Chain Management
Twelfth Edition
Chapter 1
Operations and Productivity
Copyright © 2017, 2014, 2011 Pearson Education, Inc. All Rights Reserved
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Learning Objectives (1 of 2)
1.1 Define operations management
1.2 Explain the distinction between goods and services
1.3 Explain the difference between production and
productivity
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Learning Objectives (2 of 2)
1.4 Compute single-factor productivity
1.5 Compute multifactor productivity
1.6 Identify the critical variables in enhancing productivity
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What Is Operations Management?
Production is the creation of goods and services
Operations management (OM) is the set of activities that
create value in the form of goods and services by
transforming inputs into outputs
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Organizing to Produce Goods and Services
• Essential functions:
1. Marketing – generates demand
2. Production/operations – creates the product
3. Finance/accounting – tracks how well the organization
is doing, pays bills, collects the money
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Organizational Charts (1 of 3)
Figure 1.1 Organization Charts for Two Service Organizations and One Manufacturing
Organization
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Organizational Charts (2 of 3)
Figure 1.1 [continued]
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Organizational Charts (3 of 3)
Figure 1.1 [continued]
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The Supply Chain
• A global network of organizations and activities
that supply a firm with goods and services
• Members of the supply chain collaborate to
achieve high levels of customer satisfaction,
efficiency and competitive advantage
Figure 1.2 Soft Drink Supply Chain
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Why Study OM?
1. OM is one of three major functions of any
organization; we want to study how people
organize themselves for productive
enterprise
2. We want (and need) to know how goods and
services are produced
3. We want to understand what operations
managers do
4. OM is such a costly part of an organization
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Table 1.1 Options for Increasing
Contribution
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What Operations Managers Do
Basic Management
Functions
• Planning
• Organizing
• Staffing
• Leading
• Controlling
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The Strategic Decisions (1 of 5)
1. Design of goods and services
– Defines what is required of operations
– Product design determines quality,
sustainability and human resources
2. Managing quality
– Determine the customer’s quality expectations
– Establish policies and procedures to identify
and achieve that quality
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The Strategic Decisions (2 of 5)
3. Process and capacity design
– How is a good or service produced?
– Commits management to specific technology,
quality, resources, and investment
4. Location strategy
– Nearness to customers, suppliers, and talent
– Considering costs, infrastructure, logistics, and
government
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The Strategic Decisions (3 of 5)
5. Layout strategy
– Integrate capacity needs, personnel levels,
technology, and inventory
– Determine the efficient flow of materials,
people, and information
6. Human resources and job design
– Recruit, motivate, and retain personnel with
the required talent and skills
– Integral and expensive part of the total system
design
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The Strategic Decisions (4 of 5)
7. Supply chain management
– Integrate supply chain into the firm’s strategy
– Determine what is to be purchased, from
whom, and under what conditions
8. Inventory management
– Inventory ordering and holding decisions
– Optimize considering customer satisfaction,
supplier capability, and production schedules
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The Strategic Decisions (5 of 5)
9. Scheduling
– Determine and implement intermediate- and short-
term schedules
– Utilize personnel and facilities while meeting customer
demands
10.Maintenance
– Consider facility capacity, production demands, and
personnel
– Maintain a reliable and stable process
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Where Are the OM Jobs?
• Technology/methods
• Facilities/space utilization
• Strategic issues
• Response time
• People/team development
• Customer service
• Quality
• Cost reduction
• Inventory reduction
• Productivity improvement
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Opportunities
Figure 1.3 Many Opportunities Exist for Operations Managers
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Significant Events in OM
Figure 1.4 Significant Events in Operations Management
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The Heritage of OM (1 of 2)
• Division of labor (Adam Smith 1776; Charles
Babbage 1852)
• Standardized parts (Whitney 1800)
• Scientific Management (Taylor 1881)
• Coordinated assembly line (Ford/ Sorenson
1913)
• Gantt charts (Gantt 1916)
• Motion study (Frank and Lillian Gilbreth
1922)
• Quality control (Shewhart 1924; Deming
1950)
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The Heritage of OM (2 of 2)
• Computer (Atanasoff 1938)
• CPM/PERT (DuPont 1957, Navy 1958)
• Material requirements planning (Orlicky 1960)
• Computer aided design (CAD 1970)
• Flexible manufacturing system (FMS 1975)
• Baldrige Quality Awards (1980)
• Computer integrated manufacturing (1990)
• Globalization (1992)
• Internet (1995)
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Taylor’s Principles
Management Should Take More Responsibility for:
1. Matching employees to right job
2. Providing the proper training
3. Providing proper work methods and tools
4. Establishing legitimate incentives for work to be
accomplished
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Frank and Lillian Gilbreth
• Frank (1868-1924); Lillian (1878-1972)
• Husband and wife engineering team
• Further developed work measurement methods
• Applied efficiency methods to their home and 12
children!
• Book and Movie: “Cheaper by the Dozen,” “Bells
on Their Toes”
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Henry Ford
• Born 1863; died 1947
• In 1903, created Ford Motor Company
• In 1913, first used moving assembly line to make
Model T
– Unfinished product moved by conveyor past
work station
• Paid workers very well for 1911
($5/day!)
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Contributions from
• Industrial engineering
• Statistics
• Management
• Economics
• Physical sciences
• Information technology
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Operations for Goods and Services (1 of 2)
Services – Economic activities that typically
produce an intangible product (such as education,
entertainment, lodging, government, financial, and
health services)
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Operations for Goods and Services (2 of 2)
• Manufacturers produce tangible product, services
often intangible
• Operations activities often very similar
• Distinction not always clear
• Few pure services
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Table 1.3 Differences between Goods and
Services
Characteristics of Services Characteristics of Goods
Intangible: Ride in an airline seat Tangible: The seat itself
Produced and consumed simultaneously: Beauty Product can usually be kept in inventory
salon produces a haircut that is consumed as it is (beauty care products)
produced
Unique: Your investments and medical care are unique Similar products produced (iPods)
High customer interaction: Often what the customer is Limited customer involvement in production
paying for (consulting, education)
Inconsistent product definition: Auto Insurance Product standardized (iPhone)
changes with age and type of car
Often knowledge based: Legal, education, and Standard tangible product tends to make
medical services are hard to automate automation feasible
Services dispersed: Service may occur at retail store, Product typically produced at a fixed facility
local office, house call, or via internet.
Quality may be hard to evaluate: Consulting, Many aspects of quality for tangible
education, and medical services products are easy to evaluate (strength of a
bolt)
Reselling is unusual: Musical concert or medical care Product often has some residual value
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U.S. Agriculture, Manufacturing, and
Service Employment
Figure 1.5 U.S. Agriculture, Manufacturing, and Service Employment
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Table 1.4 Organizations in Each Sector
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Service Pay
• Perception that services are low-paying
• 42% of service workers receive above average
wages
• 14 of 33 service industries pay below average
• Retail trade pays only 61% of national average
• Overall average wage is 96% of the average
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Productivity Challenge
Productivity is the ratio of outputs (goods and
services) divided by the inputs (resources such as
labor and capital)
The objective is to improve productivity!
Important Note!
Production is a measure of output only and not a
measure of efficiency
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The Economic System
Figure 1.6 The Economic System Adds Value by Transforming Inputs
to Outputs
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Productivity
Units produced
Productivity =
Input used
• Measure of process improvement
• Represents output relative to input
• Only through productivity increases can our
standard of living improve
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Productivity Calculations
Labor Productivity
Units produced
Productivity =
Labor - hours used
1,000
= = 4 units / labor - hour
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One resource input single-factor
productivity
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Multi-Factor Productivity
Output
Multifactor =
Labor + Material + Energy + Capital + Miscellaneous
• Also known as total factor productivity
• Output and inputs are often expressed in dollars
Multiple resource inputs multi-factor
productivity
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Measurement Problems
1. Quality may change while the quantity of inputs
and outputs remains constant
2. External elements may cause an increase or
decrease in productivity
3. Precise units of measure may be lacking
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Productivity Variables
1. Labor - contributes about
10% of the annual increase
2. Capital - contributes about
38% of the annual increase
3. Management - contributes
about 52% of the annual
increase
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Key Variables for Improved Labor
Productivity
1. Basic education appropriate for the labor force
2. Diet of the labor force
3. Social overhead that makes labor available
– Challenge is in maintaining and enhancing skills in the
midst of rapidly changing technology and knowledge
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Capital
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Management
• Ensures labor and capital are effectively used to
increase productivity
– Use of knowledge
– Application of technologies
• Knowledge societies
– Labor has migrated from manual work to
technical and information-processing tasks
• More effective use of technology, knowledge, and
capital
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Productivity in the Service Sector
• Productivity improvement in services is difficult
because:
1. Typically labor intensive
2. Frequently focused on unique individual
attributes or desires
3. Often an intellectual task performed by
professionals
4. Often difficult to mechanize and automate
5. Often difficult to evaluate for quality
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Current Challenges in OM
• Globalization
• Supply-chain partnering
• Sustainability
• Rapid product development
• Mass customization
• Lean operations
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Ethics, Social Responsibility, and
Sustainability (1 of 2)
Challenges facing operations managers:
• Develop and produce safe, high-quality green
products
• Train, retrain, and motivate employees in a safe
workplace
• Honor stakeholder commitments
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Ethics, Social Responsibility, and
Sustainability (2 of 2)
Stakeholders
Those with a vested interest in an organization, including
customers, distributors, suppliers, owners, lenders,
employees, and community members.
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