11: Operations Management in Manufacturing and Service Industries
- Page ID
- 3965
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 11.1: Operations Management in Manufacturing
- This page highlights the critical role of operations management (OM) in efficiently transforming resources into goods or services. Key responsibilities of operations managers include production planning, control, and quality assurance, along with capacity planning, which involves forecasting demand and determining facility capacity.
- 11.2: Facility Layouts
- This page discusses four main types of facility layouts in production planning: process, product, cellular, and fixed position. Process layouts group similar tasks, while product layouts utilize assembly lines for high-volume production. Cellular layouts promote efficiency by organizing small teams, and fixed-position layouts are ideal for large products, allowing workers to approach the stationary item. Each layout offers distinct benefits, catering to various manufacturing needs.
- 11.3: Managing the Production Process in a Manufacturing Company
- This page discusses the role of an operations manager in a manufacturing company, highlighting their responsibilities in materials management, supplier selection, and the impact of e-purchasing on procurement. Key aspects include evaluating vendors on various criteria and the benefits of using the Internet for supplier interactions, which streamlines processes, reduces costs, and enhances communication.
- 11.4: Graphical Tools- PERT and Gantt Charts
- This page details the creation and use of PERT and Gantt charts for project scheduling in operations management, highlighting Gantt charts as user-friendly tools for visualizing project status, task dependencies, and timelines. It includes an example of teddy bear production to illustrate essential steps and emphasizes the importance of monitoring progress to meet deadlines, ensuring timely task completion and efficient resource management in production.
- 11.5: The Technology of Goods Production
- This page outlines how manufacturing companies improve efficiency using technology such as CAD, CAM, CIM, and FMS. Bob Montgomery of PowerSki overcame design challenges with CAD, which facilitated rapid iterations. This progressed to CAM systems, streamlining production. CIM further integrates various operational elements, while FMS provides flexibility for multiple product lines, resulting in cost reductions and enhanced quality.
- 11.6: Operations Management for Service Providers
- This page discusses the transition in the U.S. economy from manufacturing to services, with manufacturing jobs falling to about 9% from 30% in 1950, while the service sector now accounts for 77% of GDP. It highlights learning objectives, such as distinguishing between service and manufacturing, planning product delivery, and managing operations in service firms, with major employers including Wal-Mart, IBM, and UPS.
- 11.7: Producing for Quality
- This page discusses Total Quality Management (TQM) used by manufacturing and service companies to enhance customer satisfaction through three main principles: customer focus, employee involvement, and continuous improvement. It emphasizes the role of all employees in quality assurance and the importance of customer feedback. Continuous improvement fosters efficiency, and tools like statistical process control and benchmarking help companies monitor and improve quality based on industry standards.
- 11.8: Cases and Problems
- This page covers the production of BMW cars, opportunities in operations management, and the effects of outsourcing on U.S. job security. It includes a virtual tour of the BMW Munich plant, discusses Eastman Kodak's environmental practices, and examines mass-customization shopping at companies like Nike. Additionally, it prompts a debate on the advantages and disadvantages of outsourcing in relation to the economy and workforce.