1. PowerPoint Presentation to Accompany Management, 9/e John R. Schermerhorn, Jr. Prepared by: Jim LoPresti University of Colorado, Boulder Published by: John Wiley & Sons, Inc. Chapter 19: Operations Management and Services

2. Management 9/e - Chapter 192 Planning Ahead — Chapter 19 Study Questions  What are the essentials of services and operations management?  How do organizations manage customer service and product quality?  How can work processes be designed for productivity?

3. Management 9/e - Chapter 193 Study Question 1: What are the essentials of services and operations management?  Operations management Managing productive systems that transform resources into finished products, goods, and services for customers. Typical operations management decisions include:  Resource acquisition  Inventories  Facilities  Workflows and technologies  Product quality

4. Management 9/e - Chapter 194 Study Question 1: What are the essentials of services and operations management?  Productivity Quantitative measure of the efficiency with which inputs are transformed into outputs. Productivity = Output / Input.  Competitive advantage A core competency that clearly sets an organization apart from competitors and gives it an advantage over them in the marketplace.

5. Management 9/e - Chapter 195 Study Question 1: What are the essentials of services and operations management?  Companies may achieve competitive advantage in many ways, including:  Product innovations  Customer service  Speed to market  Manufacturing flexibility  Product/service quality

6. Management 9/e - Chapter 196 Study Question 1: What are the essentials of services and operations management?  Technology The combination of knowledge, skills, equipment, computers, and work methods used to transform resource inputs into organization outputs.  Manufacturing technology.  Service technologies.

7. Management 9/e - Chapter 197 Study Question 1: What are the essentials of services and operations management?  Core manufacturing technologies: Small-batch production.  A variety of custom products are tailor-made to order. Mass production.  A large number of uniform products are made in an assembly-line system. Continuous-process production.  A few products are made by continuously feeding raw materials through a highly automated production system with largely computerized controls.

8. Management 9/e - Chapter 198 Study Question 1: What are the essentials of services and operations management?  Manufacturing technology trends Robotics Flexible manufacturing systems Mass customization Cellular layouts Computer-integrated manufacturing Lean production Design for disassembly Remanufacturing

9. Management 9/e - Chapter 199 Study Question 1: What are the essentials of services and operations management?  Core service technologies: Intensive technology  Focuses the efforts of many people with special expertise on the needs of patients or clients. Mediating technology  Links together parties seeking a mutually beneficial exchange of values. Long-linked technology  Functions like mass production, where a client is passed from point to point for various aspects of service delivery.

10. Management 9/e - Chapter 1910 Study Question 1: What are the essentials of services and operations management?  Value chain Sequence of step-by-step activities resulting in finished goods or services with customer value.  Supply chain management Supply chain management is the strategic management of all operations relating to an organization’s resource suppliers.

11. Management 9/e - Chapter 1911 Figure 19.1 Elements in an organization’s value chain.

12. Management 9/e - Chapter 1912 Study Question 1: What are the essentials of services and operations management?  Inventory control Goal is to ensure that inventory is just the right size to meet performance needs, thus minimizing the cost. Methods of inventory control:  Economic order quantity  Just-in-time scheduling

13. Management 9/e - Chapter 1913 Study Question 1: What are the essentials of services and operations management?  Inventory control Economic order quantity  Inventory replenished with fixed quantity order when inventory falls to predetermined level. Just-in-time scheduling  Materials arrive at workstation or facility ‘just-in-time’ for use.  Virtually eliminates carrying costs of inventories.

14. Management 9/e - Chapter 1914 Figure 19.2 Inventory control by economic order quantity (EOQ).

15. Management 9/e - Chapter 1915 Study Question 1: What are the essentials of services and operations management?  Break-even analysis  Determination of the point at which sales revenues are sufficient to cover costs. Break-Even Point = Fixed Costs / (Price – Variable Costs) Used in evaluating:  New products  New program initiatives

16. Management 9/e - Chapter 1916 Figure 19.3 Graphical approach to break-even analysis.

17. Management 9/e - Chapter 1917 Study Question 2: How do organizations manage customer service and product quality?  ISO (International Standards Organization) certification Adopted by many countries as quality benchmark. Companies undergo rigorous audit to determine if ISO requirements are met. Focus is on customer service and product quality.

18. Management 9/e - Chapter 1918 Study Question 2: What is a customer-driven organization?  Customer relationship management – Establishes and maintains high standards of customer service in order to strategically build lasting relationships with and add value to customers. External customers purchase the organization’s goods or utilize its services. Internal customers are the persons and groups within an organization who depend on the results of others' work to do their own jobs.

19. Management 9/e - Chapter 1919 Study Question 2: How do organizations manage customer service and product quality?  Customer Relationship Management (CRM) Uses latest technologies for intensive customer communication and collection of data regarding customer needs and desires. Establishes and maintains high standards of customer service.

20. Management 9/e - Chapter 1920 Figure 19.4 The importance of external and internal customers.

21. Management 9/e - Chapter 1921 Study Question 2: How do organizations manage customer service and product quality?  Total quality management (TQM) Quality principles are an integral part of organization’s strategic objectives.  Applying them to all aspects of operations.  Committing to continuous improvement.  Striving to meet customers’ needs by doing things right the first time.

22. Management 9/e - Chapter 1922 Study Question 2: How do organizations manage customer service and product quality?  Quality and Continuous Improvement W. Edwards Deming emphasized:  Constant innovation.  Use of Statistical methods.  Training in the fundamentals of quality assurance. Continuous improvement Quality circles

23. Management 9/e - Chapter 1923 Study Question 2: How do organizations manage customer service and product quality?  Continuous improvement Constant search for new ways to improve current performance. Reduce cycle time between order receipt and delivery.  Quality circle Small group of workers who meet to improve quality Assumes responsibility for quality Taps into members’ creativity

24. Management 9/e - Chapter 1924 Study Question 2: How do organizations manage customer service and product quality?  Statistical quality control Uses rigorous statistical analysis for checking processes, materials, products, and services to ensure that they meet high standards.  Takes random work samples  Measures quality in samples  Determines acceptability  Unacceptable quality results in corrective action  “Six Sigma” common example of SQC

25. Management 9/e - Chapter 1925 Figure 19.5 Sample control chart showing upper and lower control limits.

26. Management 9/e - Chapter 1926 Study Question 3: How can work processes be designed for productivity?  Process reengineering Systematic and complete analysis of work processes. Design of new and better work processes.  Work process “A related group of tasks that create a result of value for the customer.” (Michael Hammer)  Workflow Movement of work from one point to another in the manufacturing or service delivery process.

27. Management 9/e - Chapter 1927 Study Question 3: How can work processes be designed for productivity?  Process value analysis Core processes are identified and evaluated for their performance contributions.  Each step in workflow is examined  Step is eliminated if not found to be important, useful, and contributing to the value added

28. Management 9/e - Chapter 1928 Study Question 3: How can work processes be designed for productivity?  Steps in reengineering core processes: Identify core processes. Map core processes in respect to workflows. Evaluate all tasks for core processes. Search for ways to eliminate unnecessary tasks or work. Search for ways to eliminate delays, errors, and misunderstandings. Search for efficiencies in how work is shared and transferred among people and departments.

29. Management 9/e - Chapter 1929 Figure 19. 6 How reengineering can streamline work processes.

30. COPYRIGHT Copyright 2008 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written permission of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.