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Chapter 14

Chapter 14. Operations and Value Chain Management. L E A R N I N G O U T C O M E S After reading this chapter, I will be able to:. Define operations management and the transformation process. Describe three reasons operations management is important to all managers.

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Chapter 14

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  1. Chapter 14 Operations and Value Chain Management PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  2. L E A R N I N G O U T C O M E SAfter reading this chapter, I will be able to: • Define operations management and the transformation process. • Describe three reasons operations management is important to all managers. • Differentiate between a service and a manufacturing organization. • Define value chain management. • Explain the organizational and managerial requirements for value chain management. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  3. L E A R N I N G O U T C O M E S (cont’d)After reading this chapter, I will be able to: • Identify the benefits and obstacles to value change management. • Discuss technology’s role in operations management. • Explain what is meant by the term just-in-time management. • Describe what is meant by the term quality control. • Explain the concept of project management. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  4. The Importance Of Operations Management • Operations management defined • The study and application of the transformation process • OM is important because it: • Encompasses processes in all organizations—services as well as manufacturing. • Is important in effectively and efficiently managing productivity. • Plays a strategic role in an organization’s competitive success. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  5. Transformation and Organizations • Transformation process • The process through which an organization creates value by turning inputs (people, capital, equipment, materials) into outputs (goods or services) • Manufacturing organization • Organizations that produce physical goods • Service organization • An organization that produces nonphysical outputs such as educational, medical or transportation services Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  6. The Transformation Process EXHIBIT 14.1 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  7. Productivity defined The overall output of goods and services produced divided by the inputs needed to generate that output. Benefits of high productivity Fosters economic growth and development Increases individual wages without inflation Lowers costs and makes firms more competitive Productivity Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  8. Value and the Value Chain • Value • The performance characteristics, features and attributes, or any other aspects of goods and services for which customers are willing to give up resources. • Value chain • The entire series of organizational work activities that add value at each step beginning with the processing or raw materials and ending with a finished product in the hands of end users. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  9. Value Chain Management versus Supply Chain Management • Value chain management • A method of improving the process of creating and transferring documents by automating the flow of information • Supply chain management • Management of the facilities, functions, and activities involved in producing and delivering a product or service, from suppliers to customers. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  10. The Goals Of Value Chain Management • Creating customer-defined value by: • Providing a unique combination that truly meets customer needs and at a price that can’t be matched by competitors. • Having a sequence of participants work together as a team, each adding a component of value to the overall process.It’s all about providing value, not bargains, to the customer Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  11. Value Chain Management • Business model • A strategic design for how a company intends to profit from its broad array of strategies, processes, and activities. • Value chain management requirements • Coordination and collaboration • Technology investment • Organizational processes • Leadership • Employees/human resources management • Employees Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  12. Six Requirements for Successful Value Chain Management EXHIBIT 14.2 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  13. Effect of Value Chain Management on Organizational Processes • Better demand forecasting is necessary and possible because of closer ties with customers and suppliers. • Selected functions may need to be done collaboratively with partners in the value chain. • New measures are needed for evaluating the performance of activities along the value chain. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  14. Benefits Improved customer service Cost savings Accelerated delivery times Improved quality Inventory reduction Improved logistics management Increased sales Increased market share Obstacles Organizational barriers Cultural attitudes Required capabilities People Implementing Value Chain Management Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  15. Value Chain Benefits Value chain survey respondents indicated the following are a “major benefit” from sharing information with partners: Percentage of Percentage of Percentage Companies in Companies in of Excellent or Very Poor All Good Chains Chains Companies Increased sales 41% 14% 26% Cost savings 62% 22% 40% Increased market share 32% 12% 20% Inventory reductions 51% 18% 35% Improved quality 60% 28% 39% Accelerated delivery times 54% 27% 40% Improved logistics management 43% 15% 27% Improved customer service 66% 22% 44% EXHIBIT 14.3 Copyright © 2004 Prentice Hall, Inc. All rights reserved. Source: G. Taninecz, “Forging the Chain,” Industry Week, May 15, 2000, p.44.

  16. Obstacles to Successful Value Chain Management EXHIBIT 14.4 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  17. Contemporary Operations Management Issues • Technology • How an organization will transform its inputs into outputs. • Just-in-time (JIT) inventory systems • How to develop systems in which inventory items arrive when needed in the production process instead of being stored in stock. • Continuous improvement and quality control • How to ensure that what is currently produced meets preestablished standards. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  18. Quality and Operations Management • Quality control • Monitoring quality—weight, strength, consistency, color, taste, reliability, finish, or any one of myriad characteristics—to ensure that it meets some preestablished standard. • Continuous improvement • A comprehensive, customer-focused program to continuously improve the quality of the organization’s processes, products and services. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  19. Managing Projects • Project • One-time-only set of activities with a definite beginning and ending point in time • Project management • Task of getting the activities done on time, within budget, and according to specifications Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  20. Popular Scheduling Tools • Gantt chart • A planning tool that shows in bar graph form when tasks are supposed to be done and compares that with the actual progress on each task. • Load chart • As modified version of a Gantt Chart, the load chart lists either whole departments or specific resources. • This information allows managers to plan and control for capacity utilization in the scheduling of individual work stations. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  21. A Sample Gantt Chart EXHIBIT 14.5 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  22. A Sample Load Chart EXHIBIT 14.6 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  23. PERT • Program evaluation and review technique (PERT) network analysis • A flowchart-like diagram that depicts the sequence of activities needed to complete a project and the time or costs associated with each activity Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  24. PERT Components • Events • End points that represent the completion of major activities • Activities • Actions that take place • Slack time • The time difference between the critical path and all other paths • Critical path • The longest or most time-consuming sequence of events and activities required to complete a project in the shortest amount of time Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  25. Developing PERT Charts • Identify every significant activity that must be achieved for a project to be completed. • Ascertain the precedence order in which these events must be completed and create a diagram reflecting the ordering of activities. • Compute a weighted average time estimate (expected time) for completing each activity. • Insert start and finish times into the diagram and inspect to determine the critical path. EXHIBIT 14.7 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  26. Major Activities in Building a Custom Home TIME PREDECESSOREVENT DESCRPTION (WEEKS) ACTIVITY A Approve design and get permits 3 None B Perform excavation/lot clearing 1 A C Pour footers 1 B D Erect foundation walls 2 C E Frame house 4 D F Install windows 0.5 E G Shingle roof 0.5 E H Install brick front and siding 4 F,G I Install electrical, plumbing, and heating and A/C rough-ins 6 E J Install insulation 0.25 I K Install sheetrock 2 J L Finish and sand sheetrock 7 K M Install interior trim 2 L N Paint house (interior and exterior) 2 H, M O Install all cabinets 0.5 N P Install flooring 1 N Q Final touch-up and turn over house to homeowner 1 O, P EXHIBIT 14.8 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

  27. A PERT Network for Building a Custom Home Critical Path EXHIBIT 14.9 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

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