Study Note - 1
OPERATIONS MANAGEMENT – INTRODUCTION
This Study Note includes
• 1.1 Operations Management - Introduction
• 1.2 Production Management vs. Operation Management
• 1.3 Characteristic of Modern Operation Function
• 1.4 Recent Trends in Production/Operations Management
1.1 OPERATIONS MANAGEMENT - INTRODUCTION
Operations management is the management of that part of an organization that is
responsible for producing goods and/or services. There are examples of these goods
and services all around you. Every book you read, every video you watch, every e-mail
you send, every telephone conversation you have, and every medical treatment you
receive involves the operations function of one or more organizations. So does
everything you wear, eat, travel in, sit on, and access the Internet with.
However, to have a clear idea of Operations Management, one must have an idea of
‘Operating Systems’.
An Operating System is de ned as a con guration of resources combined for the
provision of goods or services.
Retail organizations, hospitals, bus and taxi services, tailors, hotels, and dentists are all
examples of operating systems. Any operating system converts inputs, using physical
resources, to create outputs, the function of which is to satisfy customers’ wants. The
creation of goods or services involves transforming or converting inputs into outputs.
Various inputs such as capital, labor, and information are used to create goods or
services using one or more transformation processes (e.g., storing, transporting, and
cutting). To ensure that the desired output is obtained, an organization takes
measurements at various points in the transformation process (feedback) and then
compares them with previously established standards to determine whether corrective
action is needed (control).
It is important to note that goods and services often occur jointly. For example, having
the oil changed in your car is a service, but the oil that is delivered is good. Similarly,
house painting is a service, but the paint is good. The goods-service combination is a
continuum. It can range from primarily goods, with little service, to primarily service,
with few goods. Because there are relatively few pure goods or pure services,
companies usually sell product packages, a combination of goods and services. There
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are elements of both goods production and service delivery in these product packages.
This makes managing operations more interesting, and also more challenging.
OBJECTIVES OF OPERATIONS MANAGEMENT
Objectives of operations management can be categorized into (i) Customer service and
(ii) Resource utilization.
(i) Customer service
The rst objective is customer service which means the service for the satisfaction of
customer wants. Customer service is therefore a key objective of operations
management.
The Operations Management must provide something to a speci cation that can
satisfy the customer in terms of cost and timing. Thus, the primary objective can be
satis ed by providing the ‘right thing at the right price at the right time’.
These three aspects of customer service - speci cation, cost, and timing - are
described in more detail for the four functions in Table 1. They are the principal
sources of customer satisfaction and must, therefore, be the principal dimension of the
customer service objective for operation managers.
Table 1: Aspects of Customer Service
Principal customer wants
Principal function Primary consideration Other consideration
Manufacture Goods of a given, requested or Cost i.e. purchase price or cost of
acceptable speci cation obtaining goods. Timing, i.e.
delivery delay from order or request
to receipt of goods
Transport Movement of a given, requested Cost, i.e. cost of movement,
or acceptable speci cation Timing ,i.e.
(i) duration or time to move (ii) wait,
or delay from requesting to its
commencement
Supply Goods of a given, requested or Cost, that is purchase price or cost
acceptable speci cation obtaining goods. Timing, i.e.
delivery delay from order or request
to supply, to receipt of goods
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Service Treatment of a given, requested or Cost, i.e. cost of treatment Timing,
acceptable speci cation i.e.
(i) Duration or timing required for
treatment
(ii) wait, or delay from requesting to
its commencement
Generally, an organization will aim reliably and consistently to achieve certain
standards, or levels, on these dimensions, and operations managers will be
in uential in attempting to achieve these standards.
Hence, this objective will in uence the operations manager’s decisions to achieve the
required customer service.
(ii) Resource Utilization
Another major objective is to utilize resources for the satisfaction of customer wants
e ectively, i.e., customer service must be provided with the achievement of e ective
operations through e cient use of resources. Ine cient use of resources or inadequate
customer service leads to the commercial failure of an operating system.
Operations management is concerned essentially with the utilization of resources, i.e.,
obtaining maximum e ect from resources or minimizing their loss, utilization or waste.
The extent of the utilization of the resources’ potential might be expressed in terms of
the proportion of available time used or occupied, space utilization, levels of activity,
etc. Each measure indicates the extent to which the potential or capacity of such
resources is utilized. This is referred to as the objective of resource utilization.
Operations management is also concerned with the achievement of both satisfactory
customer service and resource utilization. An improvement in one will often give rise to
deterioration in the other. Often both cannot be maximized, and hence a satisfactory
performance must be achieved on both objectives. All the activities of operations
management must be tackled with these two objectives in mind, and many of the
problems will be faced by operations managers because of this con ict. Hence,
operations managers must attempt to balance these basic objectives.
Table 2 : The twin objectives of operations management
The customer service objective. The resource utilization objective.
To provide agreed/adequate levels of customer To achieve adequate levels of resource utilization
service (and hence customer satisfaction) by (or productivity) e.g., to achieve agreed levels of
providing goods or services with the right utilization of materials, machines and labour.
speci cation, at the right cost and at the right
time.
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SCOPE OF OPERATION MANAGEMENT
Operations Management concerns with the conversion of inputs into outputs, using
physical resources, so as to provide the desired utilities to the customer while meeting
the other organizational objectives of e ectiveness, e ciency and adoptability. It
distinguishes itself from other functions such as personnel, marketing, nance, etc. by
its primary concern for ‘conversion by using physical resources’. Following are the
activities, which are listed under Production and Operations Management functions:
1. Location of facilities.
2. Plant layouts and Material Handling.
3. Product Design.
4. Process Design.
5. Production Planning and Control.
6. Quality Control.
7. Materials Management.
8. Maintenance Management
CHARACTERISTIC OF MODERN OPERATIONS FUNCTION
The production management of today presents certain characteristics which make it
look totally di erent from what it was during the past. Speci cally, today’s production
system is characterised by at least four features.
1. Manufacturing as Competitive Advantage
In the past production was considered to be like any other function in the organisation.
When demand was high and production capacities were inadequate, the concern was
to somehow muster all inputs and use them to produce goods which would be
grabbed by market. But today’s scenario is contrasting. Plants have excess capacities,
competition is mounting and rms look and gain competitive advantage to survive and
succeed. Interestingly, production system o ers vast scope to gain competitive edge
and rms intend to exploit the potential. Total Quality Management (TQM), Time-Based
Competition, Business Process Re-engineering (BPRE), Just-in-Time (JIT), Focused
Factory, Flexible Manufacturing Systems (FMS), Computer Integrated Manufacturing
(CIM), and The Virtual Corporation are but only some techniques which the companies
are employing to gain competitive advantage.
2. Services Orientation
As was stated earlier, service sector is gaining greater relevance these days. The
production system, therefore, needs to be organised keeping in mind the peculiar
requirements of the service component. The entire manufacturing needs to be geared
to serve (i) intangible and perishable nature of the services, (ii) constant interaction with
clients or customers, (iii) small volumes of production to serve local markets, and (iv)
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need to locate facilities to serve local markets. There is increased presence of
professionals on the production, instead of technicians and engineers.
3. Disappearance of Smokestacks
Protective labour legislation, environmental movement and gradual emergence of
knowledge based organisations have brought total transformation in the production
system. Today’s factories are aesthetically designed and built, environment friendly - in
fact, they are homes away from homes. Going to factory everyday is no more
excruciating experience, it is like holidaying at a scenic spot. A visit to ABB, L & T or
Smith Kline and Beecham should convince the reader about the transformation that
has taken place in the wealth creation system.
4. Small has Become Beautiful
It was E.F. Schumacher who, in his famous book Small is Beautiful, opposed giant
organisations and increased specialisation. He advocated, instead, intermediate
technology based on smaller working units, community ownership, and regional
workplaces utilising local labour and resources. For him, small was beautiful.
Businessmen, all over the world, did not believe in Schumacher’s philosophy. Inspired
by economies of scale, industrialists went In for huge organisations and mass
production systems.
RECENT TRENDS IN PRODUCTION/OPERATIONS MANAGEMENT
Recent trends in production/operations management relate to global competition and
the impact it has on manufacturing rms. Some of the recent trends are :
1. Global Market Place : Globalisation of business has compelled many manufacturing
rms to have operations in many countries where they have certain economic
advantage. This has resulted in a steep increase in the level of competition among
manufacturing rms throughout the world.
2. Production/Operations Strategy: More and more rms are recognising the
importance of production/ operations strategy for the overall success of their business
and the necessity for relating it to their overall business strategy.
3. Total Quality Management (TQM) : TQM approach has been adopted by many rms
to achieve customer satisfaction by a never-ending quest for improving the quality of
goods and services.
4. Flexibility : The ability to adapt quickly to changes in volume of demand, in the
product mix demanded, and in product design or in delivery schedules, has become a
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major competitive strategy and a competitive advantage to the rms. This is
sometimes called as agile manufacturing.
5. Time Reduction : Reduction of manufacturing cycle time and speed to market for a
new product provide competitive edge to a rm over other rms. When companies can
provide products at the same price and quality, quicker delivery (short lead times)
provide one rm competitive edge over the other.
6. Technology : Advances in technology have led to a vast array of new products, new
processes and new materials and components. Automation, computerisation,
information and communication technologies have revolutionised the way companies
operate. Technological changes in products and processes can have great impact on
competitiveness and quality, if the advanced technology is carefully integrated into the
existing system.
7. Worker Involvement : The recent trend is to assign responsibility for decision making
and problem solving to the lower levels in the organisation. This is known as employee
involvement and empowerment. Examples of worker involvement are quality circles
and use of work teams or quality improvement teams.
8. Re-engineering : This involves drastic measures or break-through improvements to
improve the performance of a rm. It involves the concept of clean-slate approach or
starting from scratch in redesigning the business processes.
9. Environmental Issues : Today’s production managers are concerned more and more
with pollution control and waste disposal which are key issues in protection of
environment and social responsibility. There is increasing emphasis on reducing waste,
recycling waste, using less-toxic chemicals and using biodegradable materials for
packaging.
10. Corporate Downsizing (or Right Sizing) : Downsizing or right sizing has been forced
on rms to shed their obesity. This has become necessary due to competition, lowering
productivity, need for improved pro t and for higher dividend payment to shareholders.
11. Supply-Chain Management : Management of supply-chain, from suppliers to nal
customers reduces the cost of transportation, warehousing and distribution throughout
the supply chain.
12. Lean Production: Production systems have become lean production systems which
use minimal amounts of resources to produce a high volume of high quality goods with
some variety. These systems use exible manufacturing systems and multi-skilled
workforce to have advantages of both mass production and job production (or craft
production).
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