-
8/17/2019 PM - Lecture 1 - Introduction
1/32
Lecture 1
Introduction and Unit Overview
31 January 2012
MATS30122 Production Management
-
8/17/2019 PM - Lecture 1 - Introduction
2/32
Preliminary Remarks
• Unit Handbook
– Available on Blackboard
– Read it: you risk losing marks if you do not!
• Unit is Interactive!
– Expect to participate in sessions!
-
8/17/2019 PM - Lecture 1 - Introduction
3/32
Learning Outcomes
• Identify the unit tutors and their roles
• Describe the forms of formative and
summativeassessment for this unit
• Outline the unit aims and structure•
Distinguish production and operations
• Define production management
•Outline the Textiles-Apparel Pipeline
• Motivate production management from afinancial perspective
-
8/17/2019 PM - Lecture 1 - Introduction
4/32
Personnel
Iain Duncan Stalker
Unit Coordinator
Lectures and Seminars
Room C51a (Sackville Street)
[email protected]
Rink Desai
Unit Tutor
Lectures and Seminars
Room C51b (Sackville Street)
[email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]
-
8/17/2019 PM - Lecture 1 - Introduction
5/32
Unit Aims
• Promote an in-depth, critical understanding of the role
ofproduction and operations management (POM) in creatingproducts
and services of value, particularly in textiles andrelated
industries
•
Examine the strategic impact of POM and assess how thePOM
contribution can systematically drive competitiveadvantage
• Provide an opportunity to explore and interrelate a rangeof
strategic, tactical and operational issues associated with
contemporary POM, including inter alia facilities
location,environmental issues, corporate social
responsibility,quality, output planning, inventory control, and
scheduling
-
8/17/2019 PM - Lecture 1 - Introduction
6/32
Learning Outcomes
-
8/17/2019 PM - Lecture 1 - Introduction
7/32
Formative Assessment
• Homework
– Seminar preparation
• Blackboard
– Short quizzes
• Summative ICA will play a formative role
-
8/17/2019 PM - Lecture 1 - Introduction
8/32
Summative Assessment
In-course Component (50%)
• Management Case Book
– Three assessed parts
– Some group work (30%)
End Examination (2 hours) (50%)
•
Two parts• Part A: Case Study
• Part B: two questions from a choice of four
-
8/17/2019 PM - Lecture 1 - Introduction
9/32
Assessment Regime
-
8/17/2019 PM - Lecture 1 - Introduction
10/32
Unit Structure
• Lectures – Tuesday 10am (Reno/C02)
– Slides will be made available on Blackboard before
eachlecture
• Seminars – According to Programme
– Seminar A: FTR (Tuesdays 11am; Reno/C02)
– Seminar B: DMFR/TDDM (Tuesdays 12noon; Reno C02)
– Seminar C: MMT (Tuesdays 2pm; Reno/G1)
– Seminar D: TST/TT(BM) (Mondays 11am; Reno/F06)
• Blackboard
– Learning materials
– Discussion boards
-
8/17/2019 PM - Lecture 1 - Introduction
11/32
(Initial) Delivery Schedule
-
8/17/2019 PM - Lecture 1 - Introduction
12/32
Participation
Formal sessions
• Engage with the learning materials
•
Join in discussions• Ask questions
Blackboard
• Discussion boards
-
8/17/2019 PM - Lecture 1 - Introduction
13/32
Feedback
Question
What constitutes feedback?
-
8/17/2019 PM - Lecture 1 - Introduction
14/32
Feedback
To You
• On every piece of work thatyou submit
– Some automatic, through Bb,
e.g. multiple choice – Some generic: comments on
the group as a whole
– Some specific: individual
• During sessions and on Bb:
– On questions, answers, etc. – Informal comments
• You can always seek furtherdetails, clarification,
etc.
From You
• On everything (almost)
• End of unit evaluation
• During the unit – You are invited to give
(constructive) feedback as
you feel appropriate
– We will ask at various stages
• In person, in group sessions,
by email, etc.
-
8/17/2019 PM - Lecture 1 - Introduction
15/32
Recommend Reading
Unit Textbook
• Slack et al (2010) Operations Management (6th
Edition) [available online through library website]
Additional Reading
• Jones (2006), The Apparel Industry (2nd Edition)
• Daft et al (2010) Management
• A good quality broadsheet; Financial Times
• Trade Publications and Journals
Consult Reading Lists
-
8/17/2019 PM - Lecture 1 - Introduction
16/32
What is Production?
Working Definition
The coordination and application of resources tocreate artefacts
or services (or both* ) of value
*Known as a product-service bundle
-
8/17/2019 PM - Lecture 1 - Introduction
17/32
Product vs. Service
Artefact/Product
• Tangible
• Storable (often)
• Owned by consumer
• Examples
– Steel
– Hand tool
– ...
Service
• Intangible
• Transient
• Consumer participation
• Examples
– Haircut
– Personal Training
– ...
NB There are very few pure
products or services
-
8/17/2019 PM - Lecture 1 - Introduction
18/32
Process Perspective
• Physical, durable output
• Output can be inventoried
• Low customer contact• Long response time
• Capital intensive
• Quality easily measured
• Intangible, perishable output
• Output cannot be inventoried
• High customer contact• Short response time
• Labour intensive
• Quality not easily measured
More like amanufacturing
process
More like aserviceprocess
-
8/17/2019 PM - Lecture 1 - Introduction
19/32
Product or Service?
Car Service
Jet Engine
Laptop
Higher
Education
Bespoke
Suit
Dental Care
Off-the-peg
Clothing
A pint of
beer
-
8/17/2019 PM - Lecture 1 - Introduction
20/32
Of Value?
-
8/17/2019 PM - Lecture 1 - Introduction
21/32
Production vs. Operations
Production
The coordination and application of resources to
create artefacts or services of value
Operations
The fulfilment of customer requests through the production
and delivery of artefacts or services
- paraphrasing Slack et al (2010)
-
8/17/2019 PM - Lecture 1 - Introduction
22/32
Production Management
Production Management
The activity of managing the resources that
create products or services of value
Operations Management
“The activity of managing the resources which produce and
deliver products and services.”
Slack et al (2010, p.4)
-
8/17/2019 PM - Lecture 1 - Introduction
23/32
Production Management Process
Design
Plan andControlImprove
-
8/17/2019 PM - Lecture 1 - Introduction
24/32
Production Management Activities
• Production planning and control
• Inventory management
• Plant layout and flow
•
Process design• Product design
• Quality control
• Maintenance management
• Location of facilities
• Operational Strategy
-
8/17/2019 PM - Lecture 1 - Introduction
25/32
Why Manage Production?
• Meet Demands
• Improve Productivity
– More efficient use of resources
• Improve Quality
• ...
•
Maximise ROI – Return on Working Capital
The name of the game in business is
Return on Investment
-
8/17/2019 PM - Lecture 1 - Introduction
26/32
Cash Conversion Cycle
Cash
Materials
WIP
Stock
Debtors
We will look at the
Working Capital Cycle
-
8/17/2019 PM - Lecture 1 - Introduction
27/32
-
8/17/2019 PM - Lecture 1 - Introduction
28/32
Traditional Textile-Apparel Pipeline
-
8/17/2019 PM - Lecture 1 - Introduction
29/32
Four Groups Approach
-
8/17/2019 PM - Lecture 1 - Introduction
30/32
Current Trends
-
8/17/2019 PM - Lecture 1 - Introduction
31/32
SAMITE Framework
Psychology
Product
Value
PropositionService
Physiology
Revenue
FinanceCost Structure
Shape
CompositionTechnique
Process (T)
ConstructionMaterial
Process (B)
OrganisationInfrastructure
Brand Value
Company IDDesigner
Values
Customer IDLocus
Expression
Product/Service IDCharacter
Market
ContextIntention
Stalker, Desai and Studd (2011)
-
8/17/2019 PM - Lecture 1 - Introduction
32/32
In Conclusion
• Identify the unit tutors and their roles
• Describe the forms of formative and
summativeassessment for this unit
• Outline the unit aims and structure•
Distinguish production and operations
• Define production management
•
Outline the Textiles-Apparel Pipeline• Motivate production
management from a
financial perspective
