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OM 4601 Introduction to Operations Management

OM 4601 Introduction to Operations Management

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OM 4601 Introduction to Operations Management

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  1. OM 4601Introduction to Operations Management Class Introduction, Summary and Intro to Operations

  2. Today’s Schedule • Introduce Myself • Introduce Yourself • Syllabus and Class Structure • Operations Intro and Video • Kristens with Operations Strategy

  3. Introducing Myself • Joseph Sarkis • Ph.D. from SUNY Buffalo • Was in Texas now in Massachusetts • Professor Operations Management • Research Interests include Business and Environment, MCDM, Operations Strategy, Advanced Manufacturing Technology • Homepage:

  4. Introducing Yourself • Name • A Brief Background • Schooling • Work Experience • Concentration • General Interests • Fill out Information Sheet (if you haven’t done so)

  5. Syllabus and Class Structure • Reading and Case Material • P/OM Chase and Aquilano (2001) • Reading Packets in Bookstore. • 6 HBS cases, 1 HBS readings • Reserve readings. • One article.

  6. Syllabus and Class Structure • Objective • To provide a introductory view into techniques and methodologies for managing productive resources or an organization. • A mix of qualitative and quantitative discussion and presentation.

  7. Syllabus and Class Structure • Grading and Assignments • 1 Team Case Write-ups - 25% • 1 Team Company Evaluation - 30% • 1 Midterm Exam - 25% • Class Preparation and Participation - 20% • Attendance in Class is required • Absences will be detrimental to your standing in this class.

  8. Syllabus and Class Structure • Teams and Team Projects • Group Work is large percentage of grade • Select by Second Half of Class hand in sheet with names. • Leftovers assigned by me. • Cases will be assigned after I have group names. • End of Semester...there are peer evaluations.

  9. Syllabus and Class Structure • Cases • Help to learn from each other and “real” world • Expect that you be prepared each week to discuss case • Random calls will be made • Be considerate to your fellow students (especially when you strongly disagree) • Try to discuss cases as a group outside of class (not just for assigned case write-ups).

  10. Syllabus and Class Structure • Case Write-ups • Need to hand in a 1-2 page executive summary of your case analysis for every class with case • Have a how to do cases reading for OM case analysis. • Size of detailed writeup should be (at most) 8 single spaced pages and any appendices. • To help in your case writeups and discussion I will provide you with some leading questions.

  11. Syllabus and Class Structure • Case Presentations • For those assigned with the days detailed case a case presentation is required (if more than 4 groups, no case presentation, can be informal). • Summarize major issues • Your Recommendations • Try to keep it to under 10 transparencies.

  12. Syllabus and Class Structure • Participation • You need to show up for class • You should be involved in discussion, this is an important way to learn • Talking for the sake of talking without much contribution to the case is not a good way to get participation credit • Insightful comments are encouraged. • Part of participation credit is from executive summary. Hand in at beginning of class. Credit/No Credit for exec summaries are given.

  13. Syllabus and Course Structure • Company Evaluation • On the final day of class • 10-15 page report on a company evaluation. • presentation on your findings/recommendations • Need to contact companies • Write letter for permission/introduction • Do a little research on Company • Tour Company/Interview People • Write thank you letter • Be prepared call back for more info if needed. • I’ll be your consultant

  14. Syllabus and Course Structure • Company Evaluation • See listing of questions in Syllabus • Having questions developed beforehand with an outline of your report may be beneficial in making your time at the company efficient and effective.

  15. Syllabus and Course Structure • Individual Assignments and Executive Summaries • students need to hand in “executive summary” of each case • exec summary should include: • a brief synopsis of the case, • the major issues involved, • and your recommendations. • All Exec Summaries are due at beginning of class!

  16. Introduction to Operations What is Operations Management? Operations management (OM)is defined as the design, operation, and improvement of the systemsthat create and deliver the firm’s primary products and services.

  17. What is a Production System?Defined Aproduction systemis defined as a user of resources to transform inputs into some desired outputs. Goods and Services are outputs. What are the inputs, outputs, transformation process of Kristen’s? Feedback mechanisms? Is Kristen’s a service or good output?

  18. Introduction to Operations • Video – What are some of the major topics of Operations Management? • How much different is services than manufacturing?

  19. Operations Strategy Strategy Process Customer Needs Corporate Strategy Operations Strategy Decisions on Processes and Infrastructure

  20. Steps in Developing a Manufacturing Strategy • 1. Segment the market according to the product group. • 2. Identify product requirements, demand patterns, and profit margins of each group. • 3. Determine order qualifiers and winners for each group. • 4. Convert order winners into specific performance requirements.

  21. Order Qualifiers and Winners • Order qualifiers? • They are the basic criteria that permit the firms products to be considered as candidates for purchase by customers. • Order winners? • They are the criteria that differentiates the products and services of one firm from another.

  22. Few Major Products, Higher Volume High Volume, High Standard- ization Low Volume, One of a Kind Multiple Products, Low Volume Flexibility (High) Unit Cost (High) I. Job Shop Commercial Printer French Restaurant II. Batch Heavy Equipment Coffee Shop III. Assembly Line Automobile Assembly Burger King IV. Continuous Flow Sugar Refinery Flexibility (Low) Unit Cost (Low) Exhibit 5.10

  23. Cost Flexibility Delivery Quality Tradeoffs of Performance Metrics