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Chapter 1

This document provides an introduction to operations management. It defines operations as the part of a business responsible for producing goods or services. Operations management is defined as managing the systems or processes that create goods and services. The document outlines key concepts in operations management including the supply chain, the transformation process, the scope of operations management, and the role of the operations manager. It discusses why studying operations management is important and some common career opportunities in the field.

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Anamul Nadim
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38 views

Chapter 1

This document provides an introduction to operations management. It defines operations as the part of a business responsible for producing goods or services. Operations management is defined as managing the systems or processes that create goods and services. The document outlines key concepts in operations management including the supply chain, the transformation process, the scope of operations management, and the role of the operations manager. It discusses why studying operations management is important and some common career opportunities in the field.

Uploaded by

Anamul Nadim
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 11

Chapter 1

Introduction to Operations
Management
Operations Management
• What is operations?
– The part of a business organization that is
responsible for producing goods or services
• How can we define operations management?
– The management of systems or processes that
create goods and/or provide services

1-2
Good or Service?
Goods are physical items that include raw materials, parts,
subassemblies, and final products.
•Automobile
•Computer
•Oven
•Shampoo

Services are activities that provide some combination of time, location,


form or psychological value.
•Air travel
•Education
•Haircut
•Legal counsel

1-3
Supply Chain
Supply Chain – a sequence of activities and
organizations involved in producing and delivering
a good or service

Suppliers’ Direct Final


Producer Distributor
suppliers suppliers Customers

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The Transformation Process
Value-Added

Inputs Transformation/ Outputs


•Land Conversion •Goods
•Labor •Services
•Capital
Process
•Information

Measurement
and Feedback
Measurement Measurement
and Feedback Control and Feedback

Feedback = measurements taken at various points in the transformation process

Control = The comparison of feedback against previously established


standards to determine if corrective action is needed.
1-5
Scope of Operations Management
The scope of operations management ranges across
the organization.
The operations function includes many interrelated activities
such as:
 Forecasting
 Capacity planning
 Facilities and layout
 Scheduling
 Managing inventories
 Assuring quality
 Motivating employees
 Deciding where to locate facilities
 And more . . .
1-6
Role of the Operations Manager
The Operations Function consists of all activities directly related
to producing goods or providing services.

A primary function of the operations manager is to guide the


system by decision making.
– System Design Decisions
– System Operation Decisions

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Why Study OM?
• Every aspect of business affects or is affected by operations
• Many service jobs are closely related to operations
– Financial services
– Marketing services
– Accounting services
– Information services
• There is a significant amount of interaction and collaboration
amongst the functional areas
• It provides an excellent vehicle for understanding the world in
which we live

1-8
OM and Supply Chain
Career Opportunities
• Operations manager
• Supply chain manager
• Production analyst
• Schedule coordinator
• Production manager
• Industrial engineer
• Purchasing manager
• Inventory manager
• Quality manager

1-9
Student Slides
Decision Making
 Most operations decisions involve many alternatives that can have quite
different impacts on costs or profits
 Typical operations decisions include:
 What: What resources are needed, and in what amounts?
 When: When will each resource be needed? When should the work be
scheduled? When should materials and other supplies be ordered?
 Where: Where will the work be done?
 How: How will he product or service be designed? How will the work be
done? How will resources be allocated?
 Who: Who will do the work?

1-10
Key Issues for Operations
Managers Today
• Economic conditions
• Innovating
• Quality problems
• Risk management
• Competing in a global economy

1-11

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