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Robbins9 ppt19
1.
ninth edition
STEPHEN P. ROBBINS MARY COULTER Chapter Operations and Value 19 Chain Management Ā© 2007 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama
2.
LEARNING OUTLINE Follow this
Learning Outline as you read and study this chapter. What Is Operations Management and Why Is It Important? ā¢ Explain what operations management is. ā¢ Contrast manufacturing and services organizations. ā¢ Describe managersā role in improving productivity. ā¢ Discuss the strategic role of operations management. Value Chain Management ā¢ Define value chain and value chain management. ā¢ Describe the goal of value chain management. ā¢ Discuss the requirements for successful value chain management. Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā2
3.
L E A
R N I N G O U T L I N E (contād) Follow this Learning Outline as you read and study this chapter. Value Chain Management (contād) ā¢ Describe the benefits that result from value chain management. ā¢ Explain the obstacles to value chain management. Current Issues in Operations Management ā¢ Discuss technologyās role in manufacturing. ā¢ Tell some of the various quality dimensions. ā¢ Explain ISO 9000 and Six Sigma. ā¢ Describe mass customization and how operations management contributes to it. Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā3
4.
What Is Operations
Management? ā¢ Operations Management ļ The design, operation, and control of the transformation process that converts such resources as labor and raw materials into goods and services that are sold to customers. ā¢ The Importance of Operations Management ļ It encompasses both services and manufacturing. ļ It is important in effectively and efficiently managing productivity. ļ It plays a strategic role in an organizationās competitive success. Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā4
5.
Exhibit 19ā1
The Operations System Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā5
6.
Manufacturing and Services ā¢
Manufacturing Organizations ļ Use operations management in the transformation process of turning raw materials into physical goods. ā¢ Service Organizations ļ Use operations management in creating nonphysical outputs in the form of services (the activities of employees interacting with customers). Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā6
7.
Managing Productivity ā¢ Productivity
ļ The overall output of goods or services produced divided by the inputs needed to generate that output. ļ A composite of people and operations variables. ā¢ Benefits of Increased Productivity ļ Economic growth and development ļ Higher wages and profits without inflation ļ Increased competitive capability due to lower costs Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā7
8.
Exhibit 19ā2
Demingās 14 Points for Improving Productivity ā¢ Plan for the long-term future. ā¢ Raise the quality of your line ā¢ Never be complacent concerning the supervisors. quality of your product. ā¢ Drive out fear. ā¢ Establish statistical control over ā¢ Encourage departments to work your production processes and closely together rather than to require your suppliers to do so as concentrate on departmental or well. divisional distinctions. ā¢ Deal with the best and fewest ā¢ Do not adopt strictly numerical number of suppliers. goals. ā¢ Find out whether your problems are ā¢ Require your workers to do quality confined to particular parts of the work. production process or stem from the ā¢ Train your employees to understand overall process itself. statistical methods. ā¢ Train workers for the job that you ā¢ Train your employees in new skills are asking them to perform. as the need arises. ā¢ Make top managers responsible for implementing these principles. Source: W.E. Deming, āImprovement of Quality and Productivity Through Action by Management,ā National Productivity Review, Winter 1981ā1982, Ā© 2007 Prentice Hall, Inc. All rights pp. 12ā22. With permission. Copyright 1981 by Executive Enterprises, Inc., 22 West 21st St., New York, NY 10010-6904. All rights reserved. reserved. 19ā8
9.
Strategic Role of Operations
Management ā¢ The era of modern manufacturing began in the U.S over 100 years ago. ā¢ After WWII, U.S. manufacturersā focused on functional areas other than manufacturing. ā¢ By the 1970ās, foreign competitorsā integrated manufacturing technologies were producing quality goods at lower costs. ā¢ U.S manufacturers responded by investing in updated technology, restructuring organizations, and including production requirements in their strategic planning. Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā9
10.
Value Chain Management ā¢
Value ļ The performance characteristics, features and attributes, and any other aspects of goods and services for which customers are willing to give up resources (i.e., spend money). ā¢ The Value Chain ļ The entire series of organizational work activities that add value at each step beginning with the processing of raw materials and ending with the finished product in the hands of end users. Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā10
11.
Value Chain Management
(contād) ā¢ What is Value Chain Management? ļ The process of managing the entire sequence of integrated activities and information about product flows along the entire value chain. ā¢ Goal of Value Chain Management ļ To create a value chain strategy that fully integrates all members into a seamless chain that meets and exceeds customersā needs and creates the highest value for the customer. Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā11
12.
Exhibit 19ā3 Six
Requirements for Successful Value Chain Management Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā12
13.
Value Chain Management
(contād) ā¢ Requirements for Value Chain Management ļ A new business model incorporating: ļ¶ Coordination and collaboration ļ¶ Investment in information technology ļ¶ Changes in organizational processes ļ¶ Committed leadership ļ¶ Flexible jobs and adaptable, capable employees ļ¶ A supportive organizational culture and attitudes Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā13
14.
Benefits of Value
Chain Management Improved Improved Improved Improved Procurement Procurement Logistics Logistics Benefits of Benefits of Value Change Value Change Management Management Enhanced Enhanced Improved Improved Customer Order Customer Order Product Product Management Management Development Development Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā14
15.
Exhibit 19ā4
Obstacles to Successful Value Chain Management Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā15
16.
Value Chain Management
(contād) ā¢ Obstacles to Value Chain Management ļ Organizational barriers ļ¶ Refusal or reluctance to share information ļ¶ Reluctance to shake up the status quo ļ¶ Security issues ļ Cultural attitudes ļ¶ Lack of trust and too much trust ļ¶ Fear of loss of decision-making power ļ Required capabilities ļ¶ Lacking or failing to develop the requisite value chain management skills Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā16
17.
Value Chain Management
(contād) ā¢ Obstacles to Value Chain Management (contād) ļ People ļ¶ Lacking commitment to do whatever it takes ļ¶ Refusing to be flexible in meeting the demands of a changing situation ļ¶ Not being motivated to perform at a high level ļ¶ Lack of trained managers to lead value chain initiatives Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā17
18.
Current Operations Management
Issues ā¢ Technologyās Role in Manufacturing ļ Increased automation and integration of production facilities with business systems to control costs. ļ¶ Predictive maintenance, remote diagnostics, and utility cost savings ā¢ The Concept of Quality ļ The ability of a product or service to reliably do what itās supposed to do and to satisfy customer expectations. Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā18
19.
Current Issuesā¦ (contād) ā¢
Quality Initiatives ļ Planning for quality ļ Organizing and leading for quality ļ Controlling for quality ā¢ Quality Goals ļ ISO 9000 certification ļ Six Sigma standards Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā19
20.
Exhibit 19ā5 Product
Quality Dimensions 1. PerformanceāOperating characteristics 2. FeaturesāImportant special characteristics 3. FlexibilityāMeeting operating specifications over some period of time 4. DurabilityāAmount of use before performance deteriorates 5. ConformanceāMatch with preestablished standards 6. ServiceabilityāEase and speed of repair or normal service 7. AestheticsāHow a product looks and feels 8. Perceived qualityāSubjective assessment of characteristics (product image) Sources: Adapted from J.W. Dean, Jr., and J.R. Evans, Total Quality: Management, Organization and Society (St. Paul, MN: West Publishing Company, 1994); H.V. Roberts and B.F. Sergesketter, Quality is Personal (New York: The Free Press, Ā© 2007 Prentice Hall, Inc. All rights 1993): D. Garvin, Managed Quality: The Strategic and Competitive Edge (New York: The Free Press, 1988); and M.A. Hitt, R.D. Ireland, and R.E. Hoskisson, Strategic Management, 4th ed. (Cincinnati, OH: SouthWestern, 2001), p. 211. reserved. 19ā20
21.
Exhibit 19ā5 (contād)
Service Quality Dimensions 1. TimelinessāPerformed in promised period of time 2. CourtesyāPerformed cheerfully 3. ConsistencyāGiving all customers similar experiences each time 4. ConvenienceāAccessibility to customers 5. CompletenessāFully serviced, as required 6. AccuracyāPerformed correctly each time Sources: Adapted from J.W. Dean, Jr., and J.R. Evans, Total Quality: Management, Organization and Society (St. Paul, MN: West Publishing Company, 1994); H.V. Roberts and B.F. Sergesketter, Quality is Personal (New York: The Free Press, Ā© 2007 Prentice Hall, Inc. All rights 1993): D. Garvin, Managed Quality: The Strategic and Competitive Edge (New York: The Free Press, 1988); and M.A. Hitt, R.D. Ireland, and R.E. Hoskisson, Strategic Management, 4th ed. (Cincinnati, OH: SouthWestern, 2001), p. 211. reserved. 19ā21
22.
Current Issuesā¦ (contād) ā¢
Mass Customization ļ Is a design-to-order concept that provides consumers with a product when, where, and how they want it. ļ Makes heavy use of technology (flexible manufacturing techniques) and engages in a continual dialogue with customers. ā¢ Benefits of Mass Customization ļ Creates an important relationship between the firm and the customer in providing loyalty-building value to the customer and in garnering valuable market information for the firm. Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā22
23.
Terms to Know
ā¢ operations management ā¢ manufacturing organizations ā¢ service organizations ā¢ productivity ā¢ value ā¢ value chain ā¢ value chain management ā¢ organizational processes ā¢ intellectual property ā¢ quality ā¢ ISO 9000 ā¢ Six Sigma ā¢ mass customization Ā© 2007 Prentice Hall, Inc. All rights reserved. 19ā23
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