TU-C2020 Operations Management. Timo Seppälä

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1 TU-C2020 Operations Management Timo Seppälä

2 Operations management Operations management is an activity of managing the resources which create and deliver services and products Slack et al., 2012 Inputs Transformation Outputs Operations strategy, location of facilities, operations design, operations processes, resource allocation, capacity management, inventory management, logistics and supply chain management, quality management, leadership in operations Multidisciplinary: from systems theory to behavioral sciences

3 Operations in theory The core of operations is production; all the activities in operations can be understood as production Production means the conversion of inputs (typically, materials and services) into outputs (typically products and services) Economic process Uses different type of resources (internal and external) Creates a commodity suitable for exchange (vs. Propriatories) Operational process (e.g. selling, planning, manufacturing, purchasing, storing, packaging, shipping, servicing) Production covers all economic activities other than consumption. Every commercial activity has some form of production (infrastructure and/or products)

4 Alternatives for Operations Strategy EXTERNALLY SUPPORTIVE Pursue a manufacturing based competitive advantage Anticipate the potential of new manufacturing practices Manufacturing involved in major marketing and and engineering decisions Long range program to acquire capabilities in advance of needs INTERNALLY SUPPORTIVE Provide credible support to business strategy Investments for consistency with the business strategy Manufacturing strategy is formulated and pursued Long term trends and development addressed systematically Source: Hayes & Wheelwright

5 Alternatives for Operations Strategy EXTERNALLY NEUTRAL Achieve parity with competitors Industry practice followed Investment horizon covers one business cycle Capital investment primary means to catch competition INTERNALLY NEUTRAL Minimise manufacturing s negative potential Role of outside resources dominant Internal, detailed management control systems for monitoring Reactive mode Source: Hayes & Wheelwright

6 Operations management is global Source: Kalm, M. & Seppälä, T. (2012). Will production relocate from Asia to Finland? Case Bicycle, ETLA Discussion Papers No. 1287

7 Kalm, M. & Seppälä, T. (2012). Will production relocate from Asia to Finland? Case Bicycle, ETLA Discussion Papers No Kuva: Helkama

8 Picture: Helkama Value Added by Participant Source: Kalm, M. & Seppälä, T. (2012). Will production relocate from Asia to Finland? Case Bicycle, ETLA Discussion Papers No

9 Value Added by Geography Picture: Helkama Lähde: Kalm, M. & Seppälä, T. (2012). Will production relocate from Asia to Finland? Case Bicycle, ETLA Discussion Papers No

10 Product Life Cycle Management Sales & Marketing Planning Concept Development Product Development Process System Level Design Detail Design Testing & Refinement Production Ramp-up Plan / Source / Make / Deliver / Enable After Sales Service Concept Generation Product Development Process Concept Screening Preliminary Design Evaluation and Improvement Prototyping and Final Design Source: Slack, 2011 p. 72

11 Product Life Cycle Management Source: Gereffi, G., Humphrey, J. & Sturgeon, T. (2005). The Governance of global value chains. Review of International Political Economy. Vol. 12, Issue 1, p

12 Visibility through Enterprise resource planning (ERP) Three time horizons of Plan Long term Providing strategic resources and capacity to meet long-term demand Choice of strategic locations depending on the markets Development and utilization of production process technology Long term planning with supply Medium term Matching supply with demand Medium term planning with supply Short term Scheduling of resources Tracking resource usage & status and labor utilization Tracking customer/production orders and materials usage Managing exceptions Short term scheduling with supply 12

13 Capacity Replacing forecasts with knowledge and probabilities Orders Knowledge Forecast Current date Time in future -> Make-to-knowledge

14 Capacity Demand management and master production scheduling: the basic principle Orders Forecasts MTS ATO MTO ETO Current date Time into the future -> Consume forecasts by orders!

15 Master Production Schedule MPS is a planned production schedule MPS is stated in items (end item, sub-items and options) in order to figure out the materials and capacity needs Used as a vehicle for communication with sales sales can make accurate order promising against MPS MPS is updated as time goes on, this is called rolling through time 15

16 Material Requirements Planning (MRP) Material Requirements Planning (MRP) has the managerial objective of providing the right part at the right time to meet the schedules for completed products MRP provides a formal plan for each part number raw materials, components, and finished products

17 Two main managerial problems related to capacity planning and management 1. Matching capacity with the plans Either to provide sufficient capacity to execute the plans or to adjust plans to match capacity constraints 2. Trade-off between time and capacity utilization Fast throughput typically requires underutilization of some capacity in the system High priority scheduling results in fast throughput for the high priority jobs but with the expense of longer throughput times for lower 17 priority jobs and underutilization of some capacity

18 Capacity planning and management Week number Capacity to match maximum demand Outsource Week number Capacity to match average demand Week number Capacity is adjusted to demand Capacity Week number Outsourcing of peaks OR Outsourcing the base load Capacity Week number Complimentary products 18 Source : Marja Blomqvist

19 Infinite and finite capacity planning Providing sufficient capacity to execute plans represents infinite approaches to capacity planning Adjusting manufacturing plans to match capacity constraints represents finite approaches to capacity planning 19

20 (Roles &) Types of Inventories (and Costs) Buffer (Safety) inventory Precaution for unpredictable demand increase/availability challenge Cycle inventory Batch production, between work phases (WIP) De-coupling inventory Between operations with different cycle times Anticipation inventory Build ahead in anticipation of predictable demand peak (e.g. seasonal ) Pipeline Inventory Goods in transit, not available immediately

21 Purchasing and Supply Management Purchasing has become a strategic function and external spend accounts for a substantial part of company turnover Key focus of purchasing is on cost reduction yet value creation is becoming increasingly important Total cost thinking and differentiating purchasing strategy according to supply risk and importance of purchase are key capabilities of purchasing and supply management function

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