Bài giảng môn Quản trị kinh doanh - Chapter 1: Introduction:why operations management

Chapter 1Introduction:Why Operations Management? Learning ObjectivesDescribe the relationships among value, profitability, cost, processes, and capabilitiesDescribe the components of valueDifferentiate between the resources that create valueDescribe the changes in the business environment and the impact they haveDescribe the external forces that affect the businessExplain the differences between service and product outputsExplain why B2B and B2C customers may define value differentlyDescribe how operations concepts will affect you in your field2Why Operations Management Is Critical to a Career in BusinessWhat is operations management? “The management of resources used to create salable products and services.”Why is it important to all business majors? Businesses have broadened employee responsibilities This creates a need for an “enterprise view” College graduates face unpredictable future opportunities3Technological progress is moving at a tremendous rateThere are many new products and services in addition to old onesRapid change is the normA New Business Environment4A New Business EnvironmentBusinesses try to break down the “silos” that used to define business functions.5The Resource/Profit Model serves as an organizational model to put operations in a business contextExhibit 1.3 The Resource/Profit ModelOverview of the Resource/Profit Model6Chapter 2 is devoted to ProfitabilityIt is the primary business objectiveIt measures the long-run productivity of the businessIt is the outcome of effective strategy and value creationChapter 3 focuses on Strategy and ValueStrategy consists of decisions about the way the firm will try to add value. How will the firm’s resources be aligned?Who are the customers? What do they want? How will value be delivered?Value is determined by the customerValue created must exceed the cost of creating it, or there will be no profitability.Value is the basis upon which customers decide to purchase and the basis on which a business competes. Foundations for SuccessChapter 4 examines ProcessesProcesses are used to organize resources so that they create valueEffective Processes give rise to capabilities, which are valued by customers7Chapter 5 examines CostCost is the amount of scarce resources (usually money) consumed to achieve an objectiveCost has a huge impact on the customer’s perception of value.Chapters 6 and 7 are focused on QualityChapter 6 examines quality and its impact on value, while Chapter 7 presents the commonly-used tools associated with quality improvement. The customer determines is a product or service is high quality.Chapter 8 looks at TimelinessTimeliness includes when and/or how fast something happensScheduling a project management are key topicsTimeliness has an impact on financial performanceTimeliness is also a part of value for customersComponents of Value8Chapter 10 examines Demand ForecastingA projection of future demand is necessary to determine resource requirements and obtain them in the correct quantities, at the correct time, and at the lowest cost.Managing Resources to Create Value Supply Chain Management is the topic of Chapter 9SCM recognizes that decisions within one business affect suppliers and customersChapter 11 covers InventoryMaterials used to produce goods and servicesRaw, WIP, Finished Goods, MRO and SuppliesChapter 13 is devoted to Lean SystemsA productive system that functions with little waste or excess, usually with lowLogistics is the topic of Chapter 12Logistics is the movement and storage of goods in a supply chain. 9Chapter 15 focuses on Constraint ManagementConstraint Management is a framework for managing the constraints of a system in a way that maximizes the system’s accomplishment of its goals.Managing Resources to Create ValueChapter 14 is devoted to CapacityCapacity is the level of productive output in a specified period of timeChapter 16 is devoted to Facilities decisions.Facilities are the land and buildings that house a businessThe decisions include location and layout decisionsThe topic of Chapter 17 is WorkforceThe employees are a critical resource contributing to value creation10Environmental forces affect the businessGlobalizationThe Internet and Other TechnologiesThe Natural EnvironmentRegional PressuresEnvironmental Forces11Product CharacteristicsTangibleEasy to measureCan be stored for later useQuality can be assessed prior to customer deliveryProduction processes are relatively unimportant to customersDefective products can be repaired or scrappedService CharacteristicsIntangibleHarder to measureCannot be stored for later useQuality cannot be checked prior to deliveryProduction processes can be very important to customersProducers of defective services must attempt to recover to retain the customerBusiness Outputs: Products and Services12Product OnlyFurniturePaintGrocery ProductsSteel MillMix of Product and ServiceRetailerComputer ManufacturerAutomobile ManufacturerRestaurantCar Rental AgencyLandscaping Firm Print ShopService OnlyAdvertising FirmBrokerageBankPrisonTanning SalonHair StylistContinuum of Product andService Providers13B2B = Business-to-BusinessB2C = Business-to-ConsumerValue differs from customer to customerExhibit 1.9 Business Output/Customer MatrixInsert Exhibit 1.6The Type of Customer Determines the Value that Must be Created by the Business14