Introduction To Production and Operations Management
Introduction To Production and Operations Management
Introduction To Production and Operations Management
Operations Management
Operations management is a set of interrelated management activities
that are carried out for the purpose of efficient and effective
conversion of inputs into outputs.
Hence, the main purpose of managing an organisation’s operations is
to ensure that stated goals are achieve in the most economical manner
possible.
Why study Operations Management
Operations Management perspectives:
Operations Management can be viewed from three perspectives.
Organisational perspective
Operations Management can be understood from the organisational
point of view by taking into consideration factors that are under the
control of the organisation and disregarding all other factors that affect
organisational performance.
Why study Operations Management
Why study Operations Management
Systems perspective
A systems view of Operations Management is more comprehensive
than the organisational view as it takes into consideration the fact that
organisations do not operate in a vacuum, hence are affected by the
environment in which they operate.
Therefore, an organisation has to coexist and interact with its
environment in order to effectively achieve its objectives.
Why study Operations Management
Why study Operations Management
Supply Chain perspective
Viewing Operations management in a supply chain perspective puts
more emphasis on the organisation’s supply side, but being cognisant
of the complexities and importance of dealing with suppliers in the
manner that achieves value addition to the organisation.
It also emphasises on the transformational processes of the buying
organisation to ensure efficiency and effectiveness.
Importantly also, it emphasises on the demand side of the organisation
by appreciating the complexity and importance of satisfying customer
requirements.
Why study Operations Management
Why study Operations Management
• Need for Operations Management
In general, Operations management is a strategic capability which
greatly impacts on business performance and profits directly.
It is therefore important to study and properly manage Operations in
order to achieve enhancement the following:
Product/Service design
Proper Operations management will create opportunities by designing
and bringing to the market new or improved products or services that
posses characteristics that are attractive to the intended customers
thereby increasing sales and revenue.
Why study Operations Management
Process design
Due to proper Operations management, processes that are involved in creation of
products and services are analysed and designed to provide convenience and
time/cost savings for both the producer and the customer, thereby increasing
revenue.
Efficiency and effectiveness
People that have studied and apply Operations management skills in organisations
will become efficient and effective.
For those in finance, making an audit of inventory turnover and provide
recommendations (the number of times inventory is sold and replaced) becomes
simple if one can asses the underlying operational reasons.
For marketers, a promise to customers on speed of delivery of a product or service
can only be genuine after considering the operational capabilities of the business.
In Human Resource, appropriate recruitment and staff management can only be
effective if skills needed for operational activities are analysed.
Why study Operations Management
Customer service
Well managed organisation operations will lead to production of optimum
quantities that reduce holding costs, and at the same time meeting
expected demand and agreed time of delivery.
Adaptability for future survival
Organisations have to stand a test of time even when they are operating in a
fast changing environment.
Operations management will ensure flexibility of organisations in meeting
customer demands.
For example, if capacity of a business’ facilities and machinery are designed
to accommodate future expansion, it is easy for such a business to cope
with a sudden rise in product or service demand, thereby leading to
customer satisfaction.
Scope of Operations Management
Being the core function of an organisation, Operations management covers a very
wide scope.
Planning
Operations management entails forecasting and planning on:
o Products and services: What should we be producing and what will be our
market?
o Make or buy: What will we be doing ourselves and what will we be outsourcing
form service providers. This decision has an impact on costs as well as quality of
products or services.
o Capacity: How much should we be producing and how much should be the
maximum production capability should our plant have.
Capacity decisions influence operating costs and the ability to respond to
customer demand.
o Location: Where should we locate our office facilities, production plant,
distribution centers, etc.
Location decisions among others, impact transportation costs, labor availability,
material costs, and access to markets.
Scope of Operations Management
Organising
Organisational structure: Which and how many departments are we going to
have and which and how many units will be in such departments. This
determines the size of the organisation (hence costs), organisation of actual
work (who will be doing what) and chain of command. It also affects career
progression and employee motivation.
Staffing
This involves hiring and laying off decisions. Staffing determines what skills
and competencies to hire (temporarily or permanent) in an organisation and
ensure proper motivational initiatives that add value to the organisation.
These decisions affect a business’ labour attractiveness and staff turnover,
which consequently affects consistency of quality and services produced.
Scope of Operations Management
Directing
This relates to the chain of command laid down by the organisational
structure. It involves issuance of work orders and providing leadership to
those responsible for assigned work to perform accordingly.
Controlling
This ensures that everything pertaining to the organisation occurs in
conformity with the plans laid down. It ensures that at intervals,
predetermined plans are compared with the actual performance.
This has a very direct impact on costs, as well as the quality of products and
services produced.
Budgeting
Operations management also involves financial planning so that costs of
running the business should no exceed the revenue earned from spending
on organisational activities.
This has a direct bearing on profitability of the business.
Operations Management and decision making
Decision-making is the process of choosing a course of action from among
alternatives to achieve a desired goal. It is one of the important aspects in
operations management.
oCharacteristics of decision making process:
Decision making is a selection process. The best alternative is selected out
of many available alternatives.
Decision-making is a goal-oriented process. Decisions are made to achieve
some goal or objective.
Decision making is the end process. It is preceded by detailed discussion
and selection of alternatives.
Decision making is a human and rational process involving the application
or intellectual abilities. It involves deep thinking and foreseeing things.
Decision making is a dynamic process. An individual takes a number of
decisions each day.
Operations Management and decision making
Terry GR Lays’ decision making sequence:
Determining the problem.
Acquiring general background information and different view points
about the problem.
State what appears to be the best course of action.
Investigate alternative solutions.
Evaluate the alternative solutions.
Select the best alternative and implement.
Institute follow up and modify the decision the possible necessary
and if possible.
Operations Management and decision making
In managing operations, it is vital to make sure that a proper decision
making process has been followed in the pursuit of coming up with a
good and right decision, whilst avoiding wrong and bad decisions.
A wrong decision can not be avoided because you make the best
decision out of the wrong information available (it is a mistake every
manager is bound to make). A bad decision however is made after
knowing all the correct facts on the high chances of the decision not
bearing fruits (for example launching a product after experts have
warned you of its faulty characteristics).
Operations Management and decision making
oTypes of decisions in Operations Management
Operations management make strategic as well operational decisions.
Strategic decisions
These are decisions that have a long term effect as well as affecting the
entire business.
Because they influence a larger part of the system, it is extremely
undesirable and difficult to undo them when implemented.
They also require more resources, skills as well as judgement.
It is therefore important for operations managers to be very certain on the
implementation of these decisions.
These decisions must be made by top level managers in collaboration with
each other for them to have a harmonising effect across the entire
organisation.
Operations Management and decision making
Below are examples of strategic decisions that operations are supposed to
make:
Product selection and design- what product to offer. This has a long term
effect as well as greatly impact on the overall performance on the market
against competitors. In essence, this decision will define the business’
survival.
Process selection and planning- choosing optimal process and detailing the
processes of resource conversion required.
Facilities location- location of production systems or facilities (warehouses,
distribution centers, offices, etc.).
Facilities layout and materials handling- this is the orderly and logical
designing of activity centers in order to facilitate materials flow, reduce
handling costs, and minimize delays.
Capacity planning- acquisition of productive resources. (capacity:
maximum available amount of output of the conversion process over some
specified time span)
Operations Management and decision making
Operational decisions
These decisions deal with short term planning and control of problems.
Mostly, they are routine decisions related with general functioning of
the organisational operations.
They do not require much evaluation and analysis and can be carried
quickly.
Ample powers to carryout these decisions should be delegated to
middle and lower ranks.
Operations Management and decision making
Production scheduling and control- determine optimal schedule and
sequence of operations, economic batch quantity, machine
assignment, etc. Production control is a follow up of the production
plans laid down by top management.
Inventory planning and control- determining optimal inventory levels
at raw material, WIP and finished goods.
Quality control and assurance- ensuring that whatever product/
service that is produced satisfies the quality requirements of the
customer.
Work design- design of work methods, systems and procedures (e.g.
Job enlargement), design of work incentives
Maintenance and replacement- optimal policies for repetitive,
scheduled and breakdown maintenance of machines, replacement
decisions
Historical evolution of Operations Management
Systems of production have been in existence since ancient times.
This is evidenced by historical features that we see for example the
great wall of china built by Chinese emperors (220-206 BC) that
stretches to 21,196km, Egyptian pyramids (around 600 BC), ships built
by the Spanish and roman empires, roads and aqueducts, etc.
Although these ancient works are public works, they provide proof of
the human ability to organise themselves and materials for
production.
The production of goods for sale, in the modern sense, and in the
factory systems that are in existence can be traced from how it began
and how such systems of production keep on changing.
Historical evolution of Operations Management
• The Industrial Revolution
The Industrial Revolution was basically a transition on methods and
systems of manufacturing.
It began in the 1770s in England and spread to the rest of Europe and
to the United States during the 19th century.
Prior to the Industrial Revolution period, goods were produced in small
shops by craftsmen and their apprentices.
Under the craft production system, it was common for one person to
be responsible for making a product in its entirety, such as a horse-
drawn wagon or a piece of furniture, from start to finish.
It required high skills yet simple tools to produce and the products
were usually unique each time they are produced.
Historical evolution of Operations Management
There were criticism from other scholars and the general public that the
concepts propounded by Taylor were manipulative and benefited the
employer more than the employee.
Both Taylor and Ford were despised by many workers, because they held
workers in such low regard, expecting them to perform like robots.
This gave birth to the human relations movement.
Historical evolution of Operations Management
• The Human Relations Movement
This movement unlike with the scientific management, shifts attention
from the technical aspects of work design, to the human aspects in
job design.
Elton Mayo conducted Hawthorne studies from 1927-1932 at the
Western Electric Hawthorne Works in Chicago, where he examined
‘’productivity and work conditions.”
Mayo wanted to find out what effect fatigue and monotony had on job
productivity and how to control them through such variables as rest
breaks, work hours, temperatures, room lighting and humidity.
His studies revealed that in addition to the physical and technical
aspects of work, worker motivation is critical for improving
productivity.
Historical evolution of Operations Management
This led to many other theories that explain workers as social beings in need
of attention and social interaction.
During the 1940s, Abraham Maslow developed motivational theories, which
Frederick Hertzberg refined in the 1950s.
Douglas McGregor added Theory X and Theory Y in the 1960s.
The Theory X approach resulted in an adversarial environment, whereas the
Theory Y approach resulted in empowered workers and a more cooperative
spirit.
In the 1970s, William Ouchi added Theory Z, which combined the Japanese
approach to gain employee loyalty, with such features as lifetime
employment, employee problem solving, and consensus building, and the
traditional western approach that features short-term employment,
specialists, and individual decision making and responsibility.
Historical evolution of Operations Management
• The influence of Japanese manufacturers
The Japanese can be credited with spawning the "quality revolution" that
occurred in industrialized countries, and with generating widespread interest
in time-based management (just-in-time production).
The Japanese developed or refined management practices that increased the
productivity of their operations and the quality of their products. This made
them very competitive, sparking interest in their approaches by companies
outside Japan.
Their approaches emphasized on quality and continual improvement,
worker teams and empowerment, and achieving customer satisfaction. The
influence of the Japanese in operations is evident by the adoption of
Japanese terms and methods in the management of business operations.
Competitiveness and productivity
• Competitiveness
In business, the name of the game is competition. Those who understand
how to play the game will succeed, those who don’t are doomed to failure.
It should be noted that this game is not just a company against other
companies. In companies that have multiple factories or divisions producing
the same item or service, factories or divisions sometimes find themselves
competing with each other.
When a competitor (another company or sister factory or division) can turn
out products better, cheaper, and faster; that spells real trouble for the
factory or division that is performing at a lower level.
Consequences can be lay offs or shutdown if managers cannot turn things
round.
The bottom line is better quality, higher productivity, lower costs, and the
ability to quickly respond to customer needs.
It is therefore incumbent for businesses to develop solid strategies for
dealing with these important issues in business.
Competitiveness and productivity
Competitiveness is a measure of how effectively an organization meets the
needs of customers relative to others that offer similar goods or services.
It is an important factor in determining whether a company prospers, barely
gets by, or fails.
There are a number of ways in which business organisations compete with
each other:
Price is the amount a customer must pay for the product or service. If all
other factors are equal, customers will choose the product or service that
has the lowest price.
Organizations that compete on price may settle for lower profit margins.
It is more healthier for a business competing on price to focus on lowering
costs of producing goods or services than settling for lower profit margins.
Competitiveness and productivity
Quality refers to materials and workmanship, as well as design.
Usually, it relates to a buyer's perceptions of how well the product or
service will serve its intended purpose. Other businesses choose to
compete by offering products that customers will eventually consider
having better characteristics than those of competitors.
Product or service differentiation refers to any special features (e.g.,
ease of use, convenient location) that cause a product or service to be
perceived by the buyer as more suitable than a competitor's product
or service.
Flexibility is the ability to respond to changes. The better a company
or department is at responding to changes, the greater its
competitive advantage over another company that is not as
responsive. The changes might relate to increases or decreases in
volume demanded, or to changes in the design of goods or services.
Competitiveness and productivity
Time refers to a number of different aspects of an organization's
operations.
o Another is how quickly new products or services are developed and brought
to the market.
o How quickly a product or service is delivered to a customer. This can be
facilitated by faster movement of information backward through the supply
chain.
o Another is the rate at which improvements in products or processes are
made.
Service might involve after-sale activities that are perceived by
customers as value added; such as setup, warranty work, technical
support, or extra attention while work is in progress, such as courtesy
calls and keeping the customer informed.
Competitiveness and productivity
The key to successfully competing is to determine what customers
want and then directing efforts toward meeting (or even exceeding)
customer expectations.
There are two basic issues that must be addressed.
What do the customers want? (Which items on the preceding list of
the ways business organizations compete are important to
customers?)
What is the best way to satisfy those wants?
Competitiveness and productivity
Order qualifiers and order winners
In developing strategies that are to achieve competitive advantage, a
business needs to identify which elements are order qualifiers and
which ones are order winners.
This concept was developed by Terry Hills (1993).
Hills states that order qualifiers are those characteristics that the
company must comply with to be considered as a possible supplier.
Having a good performance in these characteristics, however, is not
enough to win the orders, and exceeding the threshold limit for these
factors influences nothing or very little in the customer final decision.
These characteristics are considered by potential customers as
minimum standards of acceptability to be considered as a potential for
purchase.
Competitiveness and productivity
On the other hand, order winners are characteristics of an
organization's goods or services that cause them to be perceived as
better than the competition.
These characteristics are those that make up the company
differentiation in comparison to the competitors and allow businesses
that hold them to win business. The higher a business scores in these
factors, the higher the chances of winning the order.
Both groups of criteria are essential to the business success.
Therefore, suppliers must guarantee meeting the qualifying criteria in
order to get into and stay in a market place, while performance in the
order winning criteria is the key to win the battle for customers’
preference.
Competitiveness and productivity
Whilst in the drive to achieve competitive advantage over others in the
industry, it is important that ethical behaviour on the part of the
organisation as well as its employees is always regarded.
Managers have to be vigilant and ensure that all rules and regulations
that govern the industry are being followed.
Also, it is important that focus is not only emphasised on the internal
organisational activities. Focus has to be broadened by considering the
entire supply chain and environment in which the business is
operating.
Competitiveness and productivity
Organizations fail, or perform poorly, for a variety of reasons. Being aware of
those reasons can help managers avoid making similar mistakes. Among the
chief reasons for failure are the following:
Putting too much emphasis on short-term financial performance at the
expense of long term goals through research and development.
Failing to take advantage of strengths and opportunities, and/or failing to
recognize competitive threats.
Neglecting operations.
Placing too much emphasis on product and service design and not enough
on process design and improvement.
Neglecting investments in capital and human resources.
Failing to establish good internal communications and cooperation among
different functional areas.
Failing to consider customer wants and needs.
Competitiveness and productivity
• Productivity
It is a quantitative relationship between what we produce and what we
have spent to produce.
Productivity measures the effective and efficient
use of resources, hence it is an objective measure of efficiency on
resource utilization usually expressed as a ratio of output to input
(output/input).
Since it is a measure of efficiency, higher productivity means lower
costs of production as well as higher profitability and better
competitive advantage.
Higher or improved productivity means that more is produced with the
same expenditure of resources, or even with lesser expenditure on
factors of production e.g. land, materials, machine, time or labor.
Competitiveness and productivity
oComputing productivity
Productivity denotes relationship between output and one or all
associated inputs.
Partial-factor or single factor productivity
With partial-factor calculation, a single aspect of inputs is isolated in
order to determine productivity ratio.
The formula then, for partial-factor productivity would be the ratio
of total output to a single input.
Example: output/labor, output/materials, output/energy, etc..
If a machine produces 120 bottles in 4 hours.
Its productivity will be: 120 bottles/4 hours = 30 bottles per hour.
Competitiveness and productivity