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Operations management involves utilizing resources from staff, materials, equipment, and technology. Operations managers acquire, develop, and deliver goods to clients based on client needs and the abilities of the company.

Operations management handles various strategic issues, including determining the size of manufacturing plants and project management methods and implementing the structure of information technology networks. Other operational issues include the management of inventory levels, including work-in-process levels and raw materials acquisition, quality control, materials handling, and maintenance policies.

Operations management entails studying the use of raw materials and ensuring minimal waste occurs. Operations managers utilize numerous formulas, such as the economic order quantity formula to determine when and how large of an inventory order to process and how much inventory to hold on hand.

A critical function of operations management relates to the management of inventory through the supply chain. To be an effective operations management professional, one must be able to understand the processes that are essential to what a company does and get them to flow and work together seamlessly. The coordination involved in setting up business processes in an efficient way requires a solid understanding of logistics. 

An operations management professional understands local and global trends, customer demand, and the available resources for production. Operations management approaches the acquisition of materials and the use of labor in a timely, cost-effective manner to deliver customer expectations. Inventory levels are monitored to ensure excessive quantities are on hand. Operations management is responsible for finding vendors that supply the appropriate goods at reasonable prices and have the ability to deliver the product when needed.

Another large facet of operations management involves the delivery of goods to customers. This includes ensuring products are delivered within the agreed time commitment. Operations management also typically follows up with customers to ensure the products meet quality and functionality needs. Finally, operations management takes the feedback received and distributes the relevant information to each department to use in process improvement.

Operations management is concerned with controlling the production process and business operations in the most efficient manner possible. Operations management professionals attempt to balance operating costs with revenue to maximize net operating profit.

This template will be useful for company leaders when preparing a company development strategy. Production managers can use this template when planning product releases. Project managers can detail timelines and milestones for new projects.

Logistics managers can use this template when preparing information about the supply chain of raw materials using sea and rail transport. Startup executives can use this template when preparing for a meeting with investors. Financiers and economists can use this template when preparing analytical reports on the efficient use of company resources.

Operations Management is a professional and modern template that contains six stylish and fully editable slides. If necessary, you can change all elements of the slide in accordance with your corporate requirements. This template will be useful for project managers, company leaders, startups. The Operations Management template will seamlessly complement your presentations and will be a great addition to your collection of professional presentations.

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OPERATIONS MANAGEMENT

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Presentation on theme: "OPERATIONS MANAGEMENT"— Presentation transcript:

OPERATIONS MANAGEMENT

Operations Management

operations management powerpoint presentation slides

OPERATIONS The term production and operations tend to be interchangeable today the main feature of operations is that there is an input, process, output.

operations management powerpoint presentation slides

Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 1-6 © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle.

operations management powerpoint presentation slides

Introduction to Operations Management

operations management powerpoint presentation slides

J0444 OPERATION MANAGEMENT Operasi dan Produktivitas Pert 3 Universitas Bina Nusantara.

operations management powerpoint presentation slides

FHF Operations Management Historically called “production” or “manufacturing” where the focus was on methods to operate a factory “Operations” view the.

operations management powerpoint presentation slides

Topic 1. INTRODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT.

operations management powerpoint presentation slides

© 2008 Prentice Hall, Inc.1 – 1 Operations Management Chapter 1 – Operations and Productivity PowerPoint presentation to accompany Heizer/Render Principles.

operations management powerpoint presentation slides

Operations Management Operations and Productivity Chapter 1

operations management powerpoint presentation slides

Operations Management and Quality

operations management powerpoint presentation slides

1-1 Operations Management Introduction - Chapter 1.

operations management powerpoint presentation slides

Introduction to Production & Operations Management.

operations management powerpoint presentation slides

Operations Management Operations and Productivity A-Team

operations management powerpoint presentation slides

Chapter 1 Introduction to Operations Management. Three Functions in a Business Marketing – to “sell” products Operations – to “make” products Finance.

operations management powerpoint presentation slides

Operations and Service Management Chapter 21. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 2 Operations and.

operations management powerpoint presentation slides

Chapter 11: Operations Management in Manufacturing and Service Industries Facility Layouts Managing the Production Process in a Manufacturing Company Graphical.

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Operations management Lecture 1

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Related Papers

Michelle Acuavera

Operations refer to the part of an organization that is responsible for producing goods and/or services. Goods are physical items inclusive of raw materials, parts, subassemblies such as the engine system used in a car, and final products such as computers and machineries. Services are activities that provide a combination of time, location form, and psychological value. There are examples of these goods and services all around you. INTENDED LEARNING OUTCOMES: 1. Define the term operations management 2. Identify the three major functional areas of organizations and describe how they interrelate 3. Identify similarities and differences between production and service operations 4. Describe the operations function and the nature of the operations manager's job 5. Summarize the two major aspects of process management 6. Explain the key aspects of operations management decision making 7. Briefly describe the historical evolution of operations management 8. Characterize current trends in business that impact operations management Basic Functions of the Business Organization Organization Marketing-responsible for assessing consumer needs and wants, and selling and promoting the organization's goods or services. Operations-responsible for producing the goods or providing the services offered by the organization. Finance-responsible for securing financial resources at favorable prices and allocating those resources throughout the organization, as well as budgeting, analyzing investment proposals, and providing funds for operations.

operations management powerpoint presentation slides

Evans Akwasi Gyasi

Nagahe Takele

roberto cigolini

This paper suggests an organizational practice for strategic planning aimed at filling the gap between financial-oriented models conceived by researchers and real-life applications in field, where the need for a deep involvement of operations managers emerges as a key-issue. The proposed prac-tice is based on a model that considers strategic planning as a process triggered by the product cost structure, the product flow analysis and the supply chain. As a result, the focus of planning is shifted from the company's strategic apex to the personnel involved in operations management. After a review of the most popular approaches to strategic planning, the proposed model is introduced through a 6-step methodology and the competitive histograms are presented. Finally, the model is applied to the real-life case study of the European flexible packaging market.

Emerald Publishing

Ahmet Demir

Purpose-The purpose of this paper is to examine the relationships of capacity/layout (CL), design (D), location, (L), hygiene (H), human resource management (HRM), food quality (FQ) and ambiance (A) in operations management strategies (OMS) and the direct and indirect effects of OMS on customer satisfaction (CS) and customer behavioral intentions (CBIs) that might affect income and, therefore, be influential regarding café-restaurants in Sulaimania in Iraq. Design/methodology/approach-Data are collected through a survey questionnaire using a simple random sampling methodology from 254 customers of 46 casual café-restaurants. Methodology includes demographic analysis, factor analysis, structural equation modeling and mediation analysis. Findings-Concerning relationships between structural and infrastructural elements of OMS, only CL and H influence HRM, D and H affect A, and H influences FQ. Regarding relationships between OMS and CS and CBIs, only L, HRM, FQ and A affect CS. Concerning the relationship between CS and CBIs, CS influences CBIs. Finally, given indirect effects of OMS on CS and CBIs, HRM mediates relationships between CL-CS and H-CS; FQ and A mediate relationships between H-CS; and CS mediates relationships between L-CBIs, FQ-CBIs and HRM-CBIs. Research limitations/implications-The study that treats seven variables in OMS is limited to Sulaimania in Iraq. Thus, the findings cannot be generalized. The study might guide future studies about the way OMS elements forge CS and CBIs in café-restaurants where owners/managers develop credible strategic plans. Originality/value-The study provides a unique insight into the hospitality industry in Iraq where studies among elements of OMS are few and far between.

Piyantha Kumara

Operation Management is very important disciplined in production and service sector business to prosper. This paper discussed the three important strategic dimensions as design good services, quality management and supply chain management of the world giant digital company Microsoft Corporation. The study found that Microsoft has correctly handled the strategic areas of operation management and well manage them. Especially Microsoft used the right blend of human resources and advance technology for success especially artificial intelligence and industry 4.0. Microsoft processing strong strength areas such as the leader in the cloud business, highest global presence, a large number of product portfolios and brand equity are some strong area. To compare and contrast the 4Vs concept with Microsoft, the researcher has selected it is one of the closest competitor International Business Machines (IBM) corporation and found both of the performing very well in the industry having its individual culture and highly recognized their flagship brand due to own identity.

Park Sung Rin

Sergey Krylov

The paper treats theoretical aspects of the applied strategic operational analysis based on the balanced scorecard operational element developed by the author and its likely application to research strategic organization operational activity aspects. The methodology of the research is the balanced scorecard concept of Kaplan R.S., and Norton D.P. as well as the author's applied strategic analysis concept. The applied strategic operational analysis is assumed to encompass comparative assessment, variances diagnostics and forecast of the balanced scorecard operational element within the strategic operational goals. Due goods delivery, manufacturing cost and products quality compliance with customer's demand are to be analyzed. The applied strategic operational analysis commences from the comparative assessment of the outcome due goods delivery indicators and is completed with the forecast of the products quality compliance with customers' demand indicators. The results can be applied for long-, middle-and short-term managerial decisions development in the field of an operational organization activity. The applied strategic operational analysis technique comprises methods of absolute, relative and average values, comparison, grouping, graphical and table methods, correlation-regression analysis, factoring analysis, cluster analysis, as well as expert evaluation method. The conclusion is drawn that the applied strategic operational analysis is a new and sufficiently effective tool to research strategic aspects of the organization operational activity and to form an analytical support for the strategic operational management in the present-day economic environment.

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Slide 1 : This is the cover slide of IT Operations Management PowerPoint Presentation. Slide 2 : This is the Table of Content slide that lists out all the essential elements covered in the deck. Slide 3 : This slide presents Introduction to Infrastructure. Slide 4 : This slide presents Different categories of Infrastructure services. Slide 5 : This slide presents Infrastructure market size globally. Slide 6 : This slide shows key areas of infrastructure investment. You can edit this as per your requirement. Slide 7 : This slide presents key technology trends in Infrastructure. Slide 8 : This slide presents Key drivers for sustainable infrastructure management. Slide 9 : This slide presents asset management process. Slide 10 : This framework depicts an organisation's asset management responsibilities. Slide 11 : This slide presents asset management process that can aid you in meeting your investment goals. Slide 12 : This slide presents Asset Management Lifecycle(1/1) Slide 13 : This slide presents Asset Management Lifecycle(1/1) Slide 14 : This slide presents asset and condition management. Slide 15 : This slide presents asset assessment table that can be used to include all your assets as well any hazards associated with them. Slide 16 : This slide shows condition assessment for individual facilities. Slide 17 : This slide provides a glimpse of Deterioration Modelling. Slide 18 : This slide provides a glimpse of Types of Deterioration Modelling. Slide 19 : This slide shows the past and future condition of your assets and also prescriptive measures to be taken. Slide 20 : This slide presents Risk Assessment and Deterioration Modelling Slide 21 : This slide provides a glimpse of Optimization and Decision making. Slide 22 : This slide provides a glimpse of Infrastructure Optimization Slide 23 : This slide presents Asset Management Decision Journey. Slide 24 : This slide presents Value Driven Decision Making Methodology Slide 25 : This slide provides a glimpse of performance and cost functions. Slide 26 : This slide presents Asset Performance Management Slide 27 : This slide presents Performance Management Maintenance Pyramid Slide 28 : This slide presents Performance Scoring and Analytics Slide 29 : This slide presents Infrastructure Cost Table Slide 30 : This slide shows various factors that may change the cost of your infrastructure project. Slide 31 : This slide provides a glimpse of Interdependence, Resiliency, and Security. Slide 32 : This slide presents Critical Infrastructure Dependencies & Interdependencies Assessment Framework. Slide 33 : This slide presents Infrastructure Resiliency wheel. Slide 34 : This slide presents Lifecycle Adaptive Components of a Resilience Framework. Slide 35 : This slide presents 4 Dimensions of Infrastructure Security. Slide 36 : This slide presents Contract and Workflow Management. Slide 37 : This slide presents Key components of Contract Management. Slide 38 : This slide presents Contract Lifecycle Management. Slide 39 : This slide presents Workflow Management Process. Slide 40 : This slide provides a glimpse of commissioning new facilities. Slide 41 : This slide shows various levels of commissioning at different project phases. Slide 42 : THis slide presents differnet commissioning levels. Slide 43 : This slide presents capital budgeting. Slide 44 : This slide present capex summary. Slide 45 : This slide presents capital expenditure details. Slide 46 : This slide provides a glimpse of Discounted Payback Period – Valuation Summary. Slide 47 : This slide provides a glimpse of Net Present Value - Valuation Summary. Slide 48 : This slide presents Internal Rate of Return - Valuation Summary. Slide 49 : This slide presents Valuation Methods Comparison. Slide 50 : This slide presents KPI Metrics and Dashboard Slide 51 : This slide provides a glimpse of Infrastructure KPI Dashboard Showing cost reduction and procurement. Slide 52 : This slide provides a glimpse of Infrastructure KPI Dashboard showing resource allocation. Slide 53 : This slide provides a glimpse of Infrastructure KPI Dashboard showing project revenue. Slide 54 : This slide provides a glimpse of Infrastructure KPI Metrics showing square meter area Slide 55 : This slide provides a glimpse of Infrastructure KPI Metrics Showing Cost Savings. Slide 56 : This is an Icon Slide. Use it as per your needs. Slide 57 : This is an Additional Slides Slide 57 : This is an Additional Slides Slide 58 : This slide presents Infrastructure Industry Key Stats Slide 59 : This is a Comparison slide that can be used to conduct a comparative analysis. Slide 60 : This is Our Mission slide that can be used to state your mission and vision. Slide 61 : This is Idea Generation image slide to present innovative/ creative aspects. Slide 62 : This is Financial scores slide. State your financial aspects etc. here. Slide 63 : This is a Clustered Column-Line chart slide that can be used to compare different elements. Slide 64 : This is the Post it Notes slide that can be used to keep important information at one place. Slide 65 : This is a Timeline slide that can be used to present chronological sequence of events. Slide 66 : This is 30 60 90 Days Plan slide that can be used to create robust plans. Slide 67 : This is Thankyou slide for acknowledgment. You can share your contact details here.

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operations management

Operations Management

Feb 29, 2012

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Lesson 1 Fundamentals of Operations Management. Operations Management. Prepared by Sudarsan Jayasingh. Learning Objectives. What you will learn in this unit: Define Operations Management? The role and activities of operation management The input-transformation-output model

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Presentation Transcript

Lesson 1 Fundamentals of Operations Management Operations Management Prepared by Sudarsan Jayasingh

Learning Objectives What you will learn in this unit: • Define Operations Management? • The role and activities of operation management • The input-transformation-output model • Difference between goods and services • What is Operations strategy • Performance objectives of operations strategy • Productivity Measurement

What is Operations Management? “ Operation Management is the set of activities that create goods and services through the transformation of inputs into outputs.” (Slack, 2001)

Typical Organization Chart Source: Reid and Sanders, 2005.

Activities of Operations manager Understand the operation’s strategic objectives Developing an operation’s strategy for the organization Designing the operation’s products, services and processes Planning and controlling the operation Improving the performance of the operation.

Some Activities of Ikea Operations Manager Design elegant products which can be flat packed efficiently Storage Quality Design Store Layout Site Location

OM’s Transformation Role Source: Reid and Sanders, 2005.

The input-transformation-output model T ransformed resources Materials Information Customers Goods Transformation Input Out put and process services T ransforming resources Facilities Staff Source: Slack, 2001

Inputs Transformed resources – the resources that are treated, transformed or converted in some way. The transformed resources which operations take in are usually a mixture of materials, information and customers. Transforming resources – the resources that act upon the transformed resources. Facilities and staff are the two types of transforming resources. Facilities include building, equipment, plant and process technology etc., Staff includes all those who operate, maintain, plan and manage the operation.

The output from most operations is a mixture of goods and services PURE GOODS Tangible Can be stored Production precedes consumption Low customer contact CRUDE OIL PRODUCTION Can be transported ALUMINIUM SMELTING Quality is evident SPECIALIST MACHINE TOOL MANUFACTURER RESTAURANT COMPUTER SYSTEMS SERVICES Intangible Cannot be stored MANAGEMENT CONSULTANCY Production and consumption are simultaneous PSYCHOTHERAPY CLINIC High customer contact Cannot be transported Quality difficult to judge PURE SERVICES Source: Slack, 2001

Similarities-Service/Manufacturers • All use technology • Both have quality, productivity, & response issues • All must forecast demand • Each will have capacity, layout, and location issues • All have customers and suppliers • All have scheduling and staffing issues

Historical Development of OM • Industrial revolution Late 1700s • Scientific management Early 1900’s • Human relations movement 1930s to 1960s • Management science Mid-1900s • Computer age 1970s • Just-in-Time Systems (JIT) 1980s • Total quality management (TQM) 1980’s • Reengineering 1990s • Flexibility 1990s • Time-Based Competition 1990s • Supply chain Management 1990’s • Global Competition 1990s • Environmental Issues 1990s • Electronic Commerce Late 1990s

Today’s OM Environment • Customers demand better quality, faster deliveries, and lower costs • Increased cross-functional decision making • Recognized need to better manage information using ERP and CRM systems

INPUT TRANSFORMED RESOURCES OPERATIONS STRATEGY MATERIALS INFROMATION CUSTOMERS IMPROVEMENT DESIGN PLANNING AND CONTROL FACILITIES STAFF INPUT TRASNFORMED RESOURCES The activities of operations management ENVIRONMENT GOODS AND SERVICES INPUT OUTPUT ENVIRONMENT

Highlights • OM is function that manages the resources that add value • Its role is to transform inputs into products or services • Key differences between mfg. and service companies are tangibility of product and degree of customer contact • Historical milestones range from 1700s Industrial Revolution to the modern Electronic Commerce age • OM must understand and implement major process changes like JIT, TQM, supply chain management, and environmental changes • OM works closely with all other business functions

Operations Strategy • Operations strategy is the total patterns of decisions and actions which set the role, objectives and activities of the operation so that they contribute to, and support, the organisation’s business strategy

Operations Strategy – Designing the Operations Function

Corporate Strategy (Gain competitive advantage by) providing customers access to quality goods, when and where needed, at competitive prices Operations Structure Operations Strategy EDI – Short cycle times – Fast transportation system – Low inventory levels – Focused locations – Communication between – retail stores The Wal-Mart Strategy and Operations Structure

Competitive Advantage Competitive advantage is term as the extra edge that a firm has over their industry peers (Reid and Sanders, 2005). The capability of a firm in managing their operation can be transform into their competitive advantage if there can identify and tap into their intangible resources.

Competitive Priorities- The Edge • Four Important Operations Questions: Will you compete on – Cost? Quality? Time? Flexibility? • All of the above? Some? Tradeoffs? Source: Reid and Sanders, 2005.

Competitive Priorities- The Edge0r Performance Objectives • Quality • Time (Speed and Dependability) • Flexibility • Cost

Lower prices (or higher profits) Cost Faster customer response On-time deliveries Depend-ability Speed Quality Flexibility Error-free products and services Wider variety More customisation More innovation Cope with volume fluctuations

Are There Priority Tradeoffs? • Which priorities are “Order Qualifiers”? e.g. Must have excellent quality since everyone expects it • Which priorities are “Order Winners”? e.g. Dell competes on all four priorities Southwest Airlines competes on cost McDonald’s competes on consistency FedEx competes on speed Custom tailors compete on flexibility • Can you have both high quality and low cost? e.g. Yes, Coke and Pepsi are good examples • Can you offer design flexibility and short delivery? e.g. Yes, modular housing manufacturers do it

Productivity is a measure of how efficiently inputs are converted to outputs Productivity = output/input Total Productivity Measure Total Productivity = $sales/inputs $ Partial Productivity Measure Partial Productivity = cars/employee Multifactor Productivity Measure Multi-factor Productivity = sales/total $costs Measuring Productivity Source: Reid and Sanders, 2005.

Business Strategy is a long range plan. Functions develop supporting plans Strategy must address mission, environment, and core competencies Business strategy provides a guide for designing operations strategy Operations strategy must consider which competitive priorities are essential to meet business objectives Competitive priorities are cost, quality, time, and flexibility Productivity measures how effectively a firm is using resources Productivity is computed as a ratio of outputs divided by inputs Highlights

References • Reid R.D., and Sanders N. R., (2005) Operations Management, 2nd Edition, Wiley Publication. • Slacks Nigel and Lewis Mike, (2002) Operations Management, Prentice Hall.

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