1. Operations Management Professor Beril Toktay Operations Management Group College of Management Georgia Tech

2. What Will We Do Today? How is this course organized? What is Operations Management? A Historical Perspective

3. Organization of Course Class web site (can link from T-square) http://www.prism.gatech.edu/~bt71/mgt3501/course-page.htm http://www.prism.gatech.edu/~bt71/mgt3501/course-page.htm –Lecture notes, homeworks, solutions, additional articles Course text: Operations Management for Competitive Advantage, 11th Edn, by Chase, Jacobs, and Aquilano. –Used versions of old editions are OK Littlefield simulation – run a factory, compete with other teams –Sep 7: E-mail me your teams (4-5 people) and group lead –Oct 10: Buy code from Barnes & Noble and register online No registration, no credit for assignment! –Oct 16 – 23: First simulation, write-up due Oct 28 by noon. –Nov 6 – 13: Second simulation, write-up due Nov 17 by 5pm.

4. Organization of Course Grading: –2 Midterms (20% each), October 2 and November 4 –Final (40%), Dec 12, includes all material –2 Littlefield mini-case write-ups (10% each) Grade depends on team evaluation –Participation can bump you up at the end if borderline. Make-up policy –No make-up exams. –Official Gatech reason: prearrange alternate time to take exam –Excused absence (e.g health reasons) needs to be documented, grade average of other grades –Unexcused absence – 0 credit Homework: For your own practice, problems and solutions on web site

5. Organization of course No laptops No messaging On-time arrival to class: grade cutoff will drop by 0.04 for each time that at most 3 people are late to class. –e.g 30 sessions, everybody on time  30*0.04=1.2 –Cutoff is 88.8, 78.8, 68.8, 58.8 for A, B, C, D instead of 90, 80, 70, 60. –On-line bonus tracker on web page TA Yannis Bellos - office hours Tuesday 10:30 – 11:30am or by appointment My office hours: Thursday 3-4pm or by appointment. Use them!!

6. Who Am I? BS in Industrial Engineering & Math from Bosphorus University Interested in environmental issues in Operations Management MS in Industrial Engineering from Purdue University PhD in Operations Research from MIT

7. What is Operations Management? Business strategy –selecting market(s) to compete –level of investment –allocation of resources –functional area strategy marketing finance production and operations

8. What is Operations Management? OM = Designing, operating, and improving the systems that deliver the firm’s primary products and services Operations Management = Strategy Execution Time FlexibilityQuality Cost

9. Strategy Execution 1. What is our strategy? 2. How do we design our operations to support it? Product / Service Development Supply Chain Management Process Design and Management

10. What types of problems does OM address ? Example #1: Manufacturing - Supply Chain Management T3 T2 T1 OEM W C C C C C R RW.com

11. What types of problems does OM address ? Example #2: Bank Services Loans Deposits Credit Cards

12. What types of problems does OM address ? Example #3: R&D – New Product Development Phase 0Phase 1Phase 2Phase 3Phase 4Phase 5 Planning Concept Development System-level Design Detail DesignTesting and Refinement Production Ramp-Up Adapted from U&E 2002

13. Types of Decisions in OM … Strategic decisions (long-term impact) Tactical decisions (mid-term impact) Operational decisions (short-term impact)

14. Strategic Decisions … 1.How much capacity do we need? 2.How should our staff be trained? 3.Which projects should we invest in? Manufacturing Services Prod. Development Strategic questions that operations managers ask and respond to …

15. Tactical Decisions … Manufacturing Services Prod. Development Tactical questions that operations managers ask and respond to … 1.Should we have finished goods inventory or should we make-to-order? 2.What types of queues should we employ in Hartsfield? 3.Do we need to exchange preliminary information with mfg?

16. Operational Decisions … Manufacturing Services Prod. Development Operational questions that operations managers ask and respond to … 1.Which product gets priority in front of machine A? 2.Should the service system be FCFS or something else? 3.What is the critical path of the project?

17. Goal of Operations Management What is the goal of OM with respect to production/service systems? 1.Improving efficiency 2.Improving effectiveness 3.Increasing value Value = “quality” / “price” Efficiency is doing something at the lowest possible cost Effectiveness is doing appropriate things to create value for the organization Usually, these things require a tradeoff.

18. Value Added of Operations Management Adverse Financial Impact of Supply Chain Disruptions Study of 800 publicly traded firms over a 10-year period In the year leading up to disruption 107 percent drop in operating income 114 percent drop in return on sales 93 percent drop in return on assets 7 percent lower sales growth 11 percent growth in cost 14 percent growth in inventories 33 – 40% lower stock returns relative to industry benchmark in period starting 1 year before and 2 years after the disruption Share price volatility is 13.5% higher in the year after the disruption Hendricks and Singhal, “The Effect of Supply Chain Disruptions on Long-term Shareholder Value, Profitability, and Share Price Volatility

19. Value Added of Operations Management Reasons: –31% internal (equipment breakdown, manufacturing problems, quality problems, inaccurate inventory records, poor forecasting, capacity or labor shortages) –14.5% supplier failures –12.8% customers Part shortages: Underperformance by 25% Median decrease in operating income of 31% Hendricks and Singhal, “The Effect of Supply Chain Disruptions on Long-term Shareholder Value, Profitability, and Share Price Volatility

20. What are Operations Management Jobs Like? You can get an interesting job!! Supply Chain Manager Quality Manager Project Manager Operations Consultant Plant Manager Procurement Manager The OM Area at Tech is ranked in the top 10 in the US and employers take it seriously!

21. A Historical Perspective

22. The First Industrial Revolution (c. 1850) Textile manufacturing innovations “Flying shuttle” and “Spinning Jenny” J. Watt: The steam engine Substituting labor with machines A. Smith: Free markets – division of labor Free markets would enhance “quest” for profit Specialization could increase productivity small scale production

23. The American System of Manufacturing Vertical Integration Consolidating different operations under one roof Interchangeable parts Mass-produce parts to tight tolerance & assemble 1801 contract for 10,000 muskets for the government Unskilled workers

24. 1832: 36 enterprises in 10 states with > 250 workers Reliance on water power & local distribution system Transportation innovations Railroads are built in western world Communication innovations The telegraph is established Big retailers come to power Sears & Roebuck’s sales soar to $38M in 10 years Mass Production: the first vehicles arrive… Henry Ford starts producing Model T The Second Industrial Revolution (c. 1910) large scale production

25. Principles of Scientific Management Book published in 1911 by Fredrick Taylor Time and Motion studies How much time do workers need to do a task? Incentive systems What is the best payment scheme? Study how systems can be efficient Developed a set of principles that serve efficiency. Planning versus doing. 1910-1920: The Scientific Method (Taylorism) Efficiency is the key!

26. Application of Taylor’s methods The DuPont Powder company More importance to the human element Studies at the Western Electric Hawthorne plant to understand ergonomics: the human element in manufacturing Investment in management education Between 1914 and 1940 B-schools grew a lot 1920’s - 1930’s: Taylorism Spreads

27. Operations Research tools are “born” G.B. Dantzig devises simplex algorithm Effort to study complex systems The importance of teamwork is introduced Mathematical analysis becomes the norm Scientific methods are applied throughout the organization Mathematics solidify the scientific method Simulation based models, computer usage, scheduling 1940’s - 1960’s: The Golden Era in the U.S.

28. 1970’s: Computers and MRP take over Production Schedule Forecasted Demand Bill of materials Inventory status MRP (Materials Requirement Planning) MRP automated production… But, someone has to tell the computers what to analyze!

29. 1980’s: The Japanese Challenge American manufacturing led until the late 70’s, but then… The methods introduced by Japanese manufacturing firms outperformed the US … TQC: Total Quality Control JIT: Just-In-Time Higher quality Less cost

30. 1990’s: The U.S. rises to the challenge Entrepreneurship and the ability to change and re-invent themselves allowed American firms to move into new areas. U.S. firms improve productivity and quality. U.S. firms focus on emerging technologies, R&D. Growth of the service industry. Examples in OM….

31. Conclusion and Summary … 1.Operations Management is about executing the firm’s strategy. 2.Operations is a core function in every business – manufacturing or service oriented. 3.Key Components of OM: Products, Processes, SCM. 4.OM is important to everybody in the organization. 5.OM involves strategic, tactical, and operational decisions. 6.The efficiency–effectiveness–value tradeoff.

32. Flow of the Course Aggregate planning Forecasting & inventory management Material requirements planning Supply chain management Effectiveness (meeting the demand) Setting the direction Corporate strategy Operations strategy Quality management & Statistical process control Efficiency (managing internal processes well) Process management process analysis (no variability) waiting line mgt (variability) Lean operations Product design

33. Preparation for Next Class Dell Southwest Walmart Toyota Amazon What’s their strategy? How do they execute it?