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An introduction to operations management and the differences between producing goods and providing services. Topics covered include the definition of operations management and supply chain, similarities and differences between production and service operations, and the importance of learning about operations management. The document also discusses the three major functional areas of organizations and how they interrelate, with a focus on the interactions between finance, marketing, and operations.
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Almarez, Munich Mayance R. BSA I-E WEEK 1 – Operations Management, Production of Goods VS Providing Services, Why learn about operations management. Define the terms operations management and supply chain. Operations management is the management of systems or processes that create goods and/or provide services. Supply Chain is the sequence of organizations—their facilities, functions, and activities—that are involved in producing and delivering a product or service. Identify similarities and differences between productions and service operations. Services are activities that provide some combination of time, location, form, or psychological value while production results in an output that we can see or touch. Manufacturing and service are often different in terms of what is done but quite similar in terms of how it is done. Consider these points of comparison: o Degree of customer contact. Many services involve a high degree of customer contact, although services such as Internet providers, utilities, and mail service do not. When there is a high degree of contact, the interaction between server and customer becomes a “moment of truth” that will be judged by the customer every time the service occurs. o Labor content of jobs. Services often have a higher degree of labor content than manufacturing jobs do, although automated services are an exception. o Uniformity of inputs. Service operations are often subject to a higher degree of variability of inputs. Each client, patient, customer, repair job,
and so on presents a somewhat unique situation that requires assessment and flexibility. Conversely, manufacturing operations often have a greater ability to control the variability of inputs, which leads to more-uniform job requirements. o Measurement of productivity. Measurement of productivity can be more difficult for service jobs due largely to the high variations of inputs. Thus, one doctor might have a higher level of routine cases to deal with, while another might have more-difficult cases. Unless a careful analysis is conducted, it may appear that the doctor with the difficult cases has a much lower productivity than the one with the routine cases. o Quality assurance. Quality assurance is usually more challenging for services due to the higher variation in input, and because delivery and consumption occur at the same time. Unlike manufacturing, which typically occurs away from the customer and allows mistakes that are identified to be corrected, services have less opportunity to avoid exposing the customer to mistakes. o Inventory. Many services tend to involve less use of inventory than manufacturing operations, so the costs of having inventory on hand are lower than they are for manufacturing. However, unlike manufactured goods, services cannot be stored. Instead, they must be provided “on demand.” o Wages. Manufacturing jobs are often well paid, and have less wage variation than service jobs, which can range from highly paid professional services to minimum-wage workers. o Ability to patent. Product designs are often easier to patent than service designs, and some services cannot be patented, making them easier for competitors to copy. There are also many similarities between managing the production of products and managing services. When there are important service considerations, these are highlighted in separate sections.
Finance is responsible for securing financial resources at favorable prices and allocating those resources throughout the organization, as well as budgeting, analyzing investment proposals, and providing funds for operations. Marketing is responsible for assessing consumer wants and needs, and selling and promoting the organization’s goods or services. Operations is responsible for producing the goods or providing the services offered by the organization. Working together successfully means that all members of the organization understand not only their own role, but they also understand the roles of others. In practice, there is significant interfacing and collaboration among the various functional areas, involving exchange of information and cooperative decision making. For example, although the three primary functions in business organizations perform different activities, many of their decisions impact the other areas of the organization. Consequently, these functions have numerous interactions Working together successfully means that all members of the organization understand not only their own role, but they also understand the roles of others. In practice, there is significant interfacing and collaboration among the various functional areas, involving exchange of information and cooperative decision making. For example, although the three primary functions in business organizations perform different activities, many of their decisions impact the other areas of the organization. Consequently, these functions have numerous interactions. Finance and operations management personnel cooperate by exchanging information and expertise in such activities as the following:
o Budgeting. Budgets must be periodically prepared to plan financial requirements. Budgets must sometimes be adjusted, and performance relative to a budget must be evaluated. o Economic analysis of investment proposals. Evaluation of alternative investments in plant and equipment requires inputs from both operations and finance people. o Provision of funds. The necessary funding of operations and the amount and timing of funding can be important and even critical when funds are tight. Careful planning can help avoid cash-flow problems. Operations also interacts with other functional areas of the organization, including legal, management information systems (MIS), accounting, personnel/human resources, and public relations.