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Chapter 21 presents the following content: Operations and service management, operations management, four stages of operations strategy, product design objectives, technology automation, material requirements planning - MRP,. | Operations and Service Management Chapter 21 Operations and Service Management Strategic success depends on efficient operations Operational concerns take on even greater importance in today’s competitive environment where consumers often want customized products and services delivered immediately Manager’s Challenge: Donnelley Operations and Service Management Management and control of production operations Define operations management How to bring operations into strategic decision making Overview of integrated operations activities Specific operations design issues How managers measure and improve productivity Topics Chapter 21 Operations Management The field of management that specializes in the physical production of goods or services and uses quantitative techniques for solving manufacturing problems Technical core = heart of the organization’s production of its product or service The Organization as an Operations Management System Products & Facilities Product . | Operations and Service Management Chapter 21 Operations and Service Management Strategic success depends on efficient operations Operational concerns take on even greater importance in today’s competitive environment where consumers often want customized products and services delivered immediately Manager’s Challenge: Donnelley Operations and Service Management Management and control of production operations Define operations management How to bring operations into strategic decision making Overview of integrated operations activities Specific operations design issues How managers measure and improve productivity Topics Chapter 21 Operations Management The field of management that specializes in the physical production of goods or services and uses quantitative techniques for solving manufacturing problems Technical core = heart of the organization’s production of its product or service The Organization as an Operations Management System Products & Facilities Product design Facilities layout Capacity planning Facilities location Structure Reporting relationships Teams Control Processes Inventory management Productivity Quality Operations Management Inputs Raw materials Human resources Land, buildings Information Technology Outputs Products Services Operations Strategy The Technical Core Feedback Manufacturing and Service Organizations Source: Based on Richard L. Daft, Organization Theory and Design (Cincinnati, OH: South-Western College Publishing, 1998), 130; and Byron J. Finch and Richard L. Luebbe, Operations Management (Fort Worth, Texas: The Dryden Press, 1995), 50. Operational Concerns for Manufacturing and Service Organizations Scheduling Must obtain materials and supplies Both must be concerned with quality and productivity Four Stages of Operations Strategy Stage 4 Initiates Competitive Advantage Advanced capabilities developed and significant input to strategic process provided Concerns: New products New services New technologies .
