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Operations Management Notes Lecture 1

The document provides an overview of operations management concepts from a lecture. It discusses four perspectives in operations management, including meeting market requirements and using available resources. It also outlines the core components of a business, including the work process, resources, and people. Key concepts covered include processes, continuous improvement approaches like Lean Service, and strategic planning.

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Shirley Soriano-Quinto
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© © All Rights Reserved
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Download as PDF, TXT or read online on Scribd
163 views

Operations Management Notes Lecture 1

The document provides an overview of operations management concepts from a lecture. It discusses four perspectives in operations management, including meeting market requirements and using available resources. It also outlines the core components of a business, including the work process, resources, and people. Key concepts covered include processes, continuous improvement approaches like Lean Service, and strategic planning.

Uploaded by

Shirley Soriano-Quinto
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Operations Management Notes - Lecture 1

Introduction to Operations Management (Trinity College Dublin University of Dublin)

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Operations Management (Lecture 1)


 Add real life examples to exam answers & assigments
 UNITO – book available to download ‘Lean Service’
 Two MCQ’s = 10%
 One hour MCQ’s = 50%
 2,000 word essay = 40% (due date 31st Jan)

 Business is simple
o Give the customer what they want – product of service
o When they want is
o At a price they are prepared to pay – market set price, even in non-profit
o Make a profit - repeatedly, again and again

 Business are Complex


o Made up of many parts, marketing, accounting, sales, manufactoring, admin,
human resources, etc

 Four Perspecives
o Market Requirements – quality, speed, flexibiltiy, cost
o Operations Reseources – meet demand of market with what we have, not too
much not too few resources
o Bottom up – can we build resoruces of the organisation to crwate new
capabilites, challenge people to make company better
o Top down – traitonal, strategic way, focuses, competitivness
 Balancing act, all 4 must be around a pivot
 Dynamic balance, always moving
 Due to customers and competitors

 Operating Model
o Business Strategy
o Functional Strategy

 Reserouces
o Equiptment
o Premises
o Money
o People
o Systems

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 The work is at the core


o What is being done – core product, focusing on fact and real data
o How – deliver value of said product
o Why –

 How to get things done


o Processes – manufacturing vs services
o hard of soft to see?

 What are the most important people to a business?


o Leaders – decision making
o Supervisor, vs shop floor, leaders at all levels, breaking the norm

 Senior Officers Expertise “C-Suite”


o Technical Expertise –
o Leadership Expertise -
o Process Expertise –
 All of them overlap to give functional ‘operations management’

 Chickens and pigs


o Values – who we are
o Vision – what we wanna be
o Mission – what we are going to achievce
o Objectoves – what we are going to do
o Operations and manufacturing – our part of the process

 Lean Service
o Creating and devopling the capabilities of people and processes – potential, max
outcome
o Diagnosis – capturing of sitatuions, issues constantly changing & moving
forward
o Medicine- proven tools, work with and for small or medium companises, basied
on building peoples capactiy and capabilites, simple and powerful, right tools at
the right time
o Benchmarking – provides an objective view of your business, identifies issues
and areas needing attention, helps prioritize areas for imporvement
o Simple approach, small and medium sized businesses
o Appropriate tools at each stage of development
o A journey to improvement – operations is not static
o Ferdow and de Meyers
o JIT – just in time
o TQM – total quality managemet

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o AFR – absolutely focused and relentless


o BPR –
 Startegic planning
o What are we going to do – how to move forward
o Plan needed to be able to deliver growth and profitability
o After its done, internal and external analysis required
o Industrial commons – commonn grazing land, all shared, well mantained,
nicreases opperturniyy to prosper
o Creating , developing, sustaining
o SWOT anaylsis, strenghts, weaknesses, oppertunities, threats
o Developing mission and objectives
o Defining strategies
o Implementing with aciton plans
o

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