PLANEAMIENTO Y CONTROL DE OPERACIONES

ELABORADO POR GINO SEDANO ZEVALLOS

INTRODUCCIN AL PLANEAMIENTO Y CONTROL DE OPERACIONES

OUTLINEWhat Is Operations Management?Organizing to Produce Goods and Services Why Study OM?What Operations Managers Do

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OUTLINE - CONTINUEDThe Heritage of Operations ManagementOperations in the Service SectorDifferences between Goods and ServicesGrowth of ServicesService PayExciting New Trends in Operations Management

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OUTLINE - CONTINUEDThe Productivity ChallengeProductivity MeasurementProductivity VariablesProductivity and the Service Sector Ethics and Social Responsibility

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WHAT IS OPERATIONS MANAGEMENT?PRODUCTION IS THE CREATION OF GOODS AND SERVICESOperations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs

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ORGANIZING TO PRODUCE GOODS AND SERVICESEssential functions:Marketing generates demandProduction/operations creates the productFinance/accounting tracks how well the organization is doing, pays bills, collects the money

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ORGANIZATIONAL CHARTSCommercial Bank

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ORGANIZATIONAL CHARTSAirline

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ORGANIZATIONAL CHARTSManufacturing

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WHY STUDY OM?OM is one of three major functions (marketing, finance, and operations) of any organizationWe want (and need) to know how goods and services are producedWe want to understand what operations managers doOM is such a costly part of an organization

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OPTIONS FOR INCREASING CONTRIBUTION

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WHAT OPERATIONS MANAGERS DOPLANNINGORGANIZINGSTAFFINGLEADINGCONTROLLING

Basic Management Functions

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TEN CRITICAL DECISIONS

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THE CRITICAL DECISIONSDesign of goods and servicesWhat good or service should we offer?How should we design these products and services? Managing qualityHow do we define quality?Who is responsible for quality?

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THE CRITICAL DECISIONSProcess and capacity designWhat process and what capacity will these products require?What equipment and technology is necessary for these processes?Location strategyWhere should we put the facility?On what criteria should we base the location decision?

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THE CRITICAL DECISIONSLayout strategyHow should we arrange the facility?How large must the facility be to meet our plan?Human resources and job designHow do we provide a reasonable work environment?How much can we expect our employees to produce?

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THE CRITICAL DECISIONSSupply chain managementShould we make or buy this component?Who are our suppliers and who can integrate into our business model?Inventory, material requirements planning, and JITHow much inventory of each item should we have?When do we re-order?

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THE CRITICAL DECISIONSIntermediate and shortterm schedulingAre we better off keeping people on the payroll during slowdowns?Which jobs do we perform next?MaintenanceWho is responsible for maintenance?When do we do maintenance?

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WHERE ARE THE OM JOBS?

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WHERE ARE THE OM JOBS?Technology/methodsFacilities/space utilizationStrategic issuesResponse timePeople/team developmentCustomer serviceQualityCost reductionInventory reductionProductivity improvement

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THE HERITAGE OF OMDivision of labor (Adam Smith 1776; Charles Babbage 1852)Standardized parts (Whitney 1800)Scientific Management (Taylor 1881)Coordinated assembly line (Ford/ Sorenson 1913)Gantt charts (Gantt 1916)Motion study (Frank and Lillian Gilbreth 1922)Quality control (Shewhart 1924; Deming 1950)

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THE HERITAGE OF OMComputer (Atanasoff 1938)CPM/PERT (DuPont 1957)Material requirements planning (Orlicky 1960)Computer aided design (CAD 1970)Flexible manufacturing system (FMS 1975)Baldrige Quality Awards (1980)Computer integrated manufacturing (1990)Globalization (1992)Internet (1995)

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CONTRIBUTIONS FROMHuman factorsIndustrial engineeringManagement scienceBiological sciencePhysical sciencesInformation technology

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NEW CHALLENGES IN OM

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CHARACTERISTICS OF GOODSTangible productConsistent product definitionProduction usually separate from consumptionCan be inventoriedLow customer interaction

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CHARACTERISTICS OF SERVICEIntangible productProduced and consumed at same timeOften uniqueHigh customer interactionInconsistent product definitionOften knowledge-based

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GOODS VERSUS SERVICES

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GOODS AND SERVICES

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MANUFACTURING AND SERVICE EMPLOYMENT

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NEW TRENDS IN OM

Local or national focusReliable worldwide communication and transportation networksGlobal focus, moving production offshoreBatch (large) shipmentsShort product life cycles and cost of capital put pressure on reducing inventoryJust-in-time performanceLow-bid purchasingSupply chain competition requires that suppliers be engaged in a focus on the end customerSupply chain partners, collaboration, alliances, outsourcing

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NEW TRENDS IN OM

Lengthy product developmentShorter life cycles, Internet, rapid international communication, computer-aided design, and international collaborationRapid product development, alliances, collaborative designsStandardized productsAffluence and worldwide markets; increasingly flexible production processesMass customization with added emphasis on qualityJob specializationChanging socioculture milieu; increasingly a knowledge and information societyEmpowered employees, teams, and lean production

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NEW TRENDS IN OM

Low-cost focusEnvironmental issues, ISO 14000, increasing disposal costsEnvironmentally sensitive production, green manufacturing, recycled materials, remanufacturingEthics not at forefrontBusinesses operate more openly; public and global review of ethics; opposition to child labor, bribery, pollutionHigh ethical standards and social responsibility expected

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NEW TRENDS IN OMGlobal focusJust-in-time performanceSupply chain partneringRapid product developmentMass customizationEmpowered employeesEnvironmentally sensitive productionEthics

PRODUCTIVITY CHALLENGEProductivity is the ratio of outputs (goods and services) divided by the inputs (resources such as labor and capital)The objective is to improve productivity!Important Note!Production is a measure of output only and not a measure of efficiency

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THE ECONOMIC SYSTEM

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IMPROVING PRODUCTIVITY AT STARBUCKSA team of 10 analysts continually look for ways to shave time. Some improvements:

Stop requiring signatures on credit card purchases under $25Saved 8 seconds per transactionChange the size of the ice scoopSaved 14 seconds per drinkNew espresso machinesSaved 12 seconds per shot

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IMPROVING PRODUCTIVITY AT STARBUCKSA team of 10 analysts continually look for ways to shave time. Some improvements:

Stop requiring signatures on credit card purchases under $25Saved 8 seconds per transactionChange the size of the ice scoopSaved 14 seconds per drinkNew espresso machinesSaved 12 seconds per shot

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Measure of process improvementRepresents output relative to inputOnly through productivity increases can our standard of living improve

PRODUCTIVITY

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PRODUCTIVITY CALCULATIONSLabor ProductivityOne resource input single-factor productivity

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MULTI-FACTOR PRODUCTIVITY Productivity =Also known as total factor productivityOutput and inputs are often expressed in dollars

Multiple resource inputs multi-factor productivity

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COLLINS TITLE PRODUCTIVITY

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COLLINS TITLE PRODUCTIVITY

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COLLINS TITLE PRODUCTIVITY= .25 titles/labor-hr

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COLLINS TITLE PRODUCTIVITY

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COLLINS TITLE PRODUCTIVITY

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COLLINS TITLE PRODUCTIVITY

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COLLINS TITLE PRODUCTIVITY= .0077 titles/dollar

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COLLINS TITLE PRODUCTIVITY= .0077 titles/dollar= .0097 titles/dollar

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MEASUREMENT PROBLEMSQuality may change while the quantity of inputs and outputs remains constant

External elements may cause an increase or decrease in productivityPrecise units of measure may be lacking

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PRODUCTIVITY VARIABLESLabor - contributes about 10% of the annual increase

Capital - contributes about 38% of the annual increase

Management - contributes about 52% of the annual increase

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KEY VARIABLES FOR IMPROVED LABOR PRODUCTIVITY

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SERVICE PRODUCTIVITYTypically labor intensive

Frequently focused on unique individual attributes or desiresOften an intellectual task performed by professionalsOften difficult to mechanizeOften difficult to evaluate for quality

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ETHICS AND SOCIAL RESPONSIBILITYChallenges facing operations managers:Developing and producing safe, quality productsMaintaining a clean environmentProviding a safe workplaceHonoring community commitments

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