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Understanding Differences: Goods vs. Service Manufacturing - Prof. Robin Kuykendall, Study notes of Introduction to Business Management

An overview of production management, focusing on the creation of value through operations. It discusses the differences between service and goods manufacturing, the role of production management in creating value for customers, and the challenges of service operations. It also covers various production strategies and operations planning.

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Pre 2010

Uploaded on 08/08/2009

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Introduction to Business
Chapter 7
Operations Management and Quality
LECTURE OUTLINE
I. What Does “Operations” Mean Today?
_______________________ provide tangible and intangible services; firms that make
tangible products are engaged in _________________________ (or goods production).
The term _______________ (or production) refers to all activities involved in making
products—goods and services—for customers.
II. Creating Value Through Operations
Both services and goods provide consumers with _______________, which is the
ability of a product to satisfy a human want. _______________ is created merely
through transforming raw materials into finished goods. _______________is created
when marketers make products available when consumers want them; _____________
is created when products are made available where they are convenient for consumers.
______________________________ (production management) is the systematic
direction and control of the processes that transform resources into finished services
and goods that create value for and provide benefit to customers. _______________
_______________ (or production managers) are responsible for ensuring that
operations processes create what customers need and want.
A. Differences Between Service and Goods Manufacturing Operations
Whereas goods are produced, services are performed. Four aspects of service
operations can make such operations more complicated than simple goods
production.
1. Interacting with Consumers. Manufacturing operations focus on physical
goods, whereas service operations are a combination of goods and services.
2. Services Can Be Intangible and Unstorable. _______________refers to the
untouchable value consumers receive in the form of pleasure, gratification, or
a feeling of safety; _______________refers to the idea that a service is often
wasted if it is not used.
3. Customer’s Presence in the Operations Process. Service operations often
acknowledge the customer as part of the service transaction itself.
4. Intangibles Count for Service Quality. Customers use different measures to
judge services and goods because services include intangibles, not just
physical objects.
B. Operations Processes
An ______________________________ is a set of methods and technologies
used in the production of goods and services.
1. Goods Production Processes: Make-to-Order Operation Versus Make-to-
Stock Operations. A ______________________________ makes one-of-a-
kind products, according to customer specifications. A _______________
_______________ produces standardized products in large quantities.
Revised: 9/24/2007
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Introduction to Business

Chapter 7

Operations Management and Quality

LECTURE OUTLINE

I. What Does “Operations” Mean Today? _______________________ provide tangible and intangible services; firms that make tangible products are engaged in _________________________ (or goods production). The term _______________ (or production) refers to all activities involved in making products—goods and services—for customers.

II. Creating Value Through Operations Both services and goods provide consumers with _______________, which is the ability of a product to satisfy a human want. _______________ is created merely through transforming raw materials into finished goods. _______________is created when marketers make products available when consumers want them; _____________ is created when products are made available where they are convenient for consumers. ______________________________ (production management) is the systematic direction and control of the processes that transform resources into finished services and goods that create value for and provide benefit to customers. _______________ _______________ (or production managers) are responsible for ensuring that operations processes create what customers need and want.

A. Differences Between Service and Goods Manufacturing Operations Whereas goods are produced, services are performed. Four aspects of service operations can make such operations more complicated than simple goods production.

  1. Interacting with Consumers. Manufacturing operations focus on physical goods, whereas service operations are a combination of goods and services.
  2. Services Can Be Intangible and Unstorable. _______________refers to the untouchable value consumers receive in the form of pleasure, gratification, or a feeling of safety; _______________refers to the idea that a service is often wasted if it is not used.
  3. Customer’s Presence in the Operations Process. Service operations often acknowledge the customer as part of the service transaction itself.
  4. Intangibles Count for Service Quality. Customers use different measures to judge services and goods because services include intangibles, not just physical objects.

B. Operations Processes An ______________________________ is a set of methods and technologies used in the production of goods and services.

  1. Goods Production Processes: Make-to-Order Operation Versus Make-to- Stock Operations. A ______________________________ makes one-of-a- kind products, according to customer specifications. A _______________ _______________ produces standardized products in large quantities.

Revised: 9/24/

  1. Service Production Processes: Extent of Customer Contact. In __________ ________________________, the customer must be a part of the service; in ______________________________, customers do not have to be present while the service transaction is being performed.

III. Business Strategy as the Driver of Operations Companies go about selecting the kind of production that is best for their company based on the firm’s larger business strategy.

A. The Many Faces of Production Operations Every company identifies a strategy that it can use for winning customer orders; such strategies often include quality, lower prices, flexibility, and dependability.

  1. Business Strategy Determines Operations Capabilities. _______________ _______________ refers to the activity or process that production must do especially well, with high proficiency.
  2. Expanding into Additional Capabilities. Over time, excellent firms learn how to achieve more than just one competence.

IV. Operations Planning Managers from many departments contribute to the firm’s decisions about operations management; this is a process of logical steps upon which the success of the firm depends. The overall business plan guides operations planning, as do qualitative and quantitative forecasts.

A. Capacity Planning The amount of a product that a company can produce under normal working conditions is its _______________. A firm’s capacity depends on how many people it employs and the number and size of its facilities.

B. Location Planning Facility location affects production costs and flexibility. Depending on the site of its facility, a company may either be capable of producing a low-cost product or may find itself at an extreme cost disadvantage.

C. Layout Planning _______________determines whether firms can respond quickly and efficiently to customer requests for additional or different products or finds itself unable to match competitors’ speed and convenience.

  1. Process Layouts. In a ____________________, equipment is grouped according to function; this type of layout works especially well in make-to- order shops.
  2. Product Layouts. In a ____________________, equipment is set up to produce goods in a fixed sequence and is arranged according to its production requirements. It is efficient for large-volume make-to-stock operations that mass-produce products quickly, often using an ___________ _______________.

______________________________—checking to ensure that production decisions are being implemented—is a key and ongoing facet of operations.

  1. Lean Production Systems: Just-in-Time Operations. ___________________ _______________ are designed for smooth production flows that avoid inefficiencies, eliminate unnecessary inventories, and continuously improve production processes. ______________________________ (JIT), a type of lean system, brings together all needed materials at the precise moment they are required for each productions stage, not before, thus, creating fast and efficient response to customer orders.
  2. Quality Control. ______________________________ means taking action to ensure that operations produce products that meet specific quality standards.

VII. Quality Improvement and Total Quality Management It is not enough to control quality by inspecting products and monitoring service operations as they occur. Businesses must also consider building quality into products and services.

A. Managing for Quality ______________________________ (TQM) includes all of the activities necessary for getting quality goods and services into the marketplace; this process involves all parts of the business, including customers, suppliers, and employees. To bring all the interests of the stakeholders together, TQM involves planning, organizing, directing, and controlling.

  1. Quality Ownership: Taking Responsibility for Quality. With TQM, employees and suppliers ultimately accept __________________________—the idea that quality belongs to each person who creates it while performing a job.

B. Tools for Total Quality Management Hundreds of tools have proven useful for quality improvement, ranging from statistical analysis of production data, to satisfaction surveys of customers, to ______________________________—a process by which a company analyzes a competitor's products to identify desirable improvements.

  1. ______________________________ refers to the evaluation of all work activities, material flows, and paperwork to determine the value that they add for customers.
  2. ______________________________ are groups of employees from various work areas who meet regularly to define, analyze, and solve common production problems.
  3. Getting Closer to the Customer. Customers are the driving force for all business activity; the most successful firms keep close to their customers and know what they want in the products they consume.
  4. _______________ is a certification program attesting to the fact that a firm or laboratory has met the quality-management requirements set by the International Organization for Standardization. _______________ program certifies improvements in environmental performance. It requires a firm to

develop an environmental management system: a plan documenting how the company ahs acted to improve its performance in using resources in managing pollution.

  1. ______________________________ is a process which focuses on productivity and quality and entails rethinking each by starting over from scratch. Reengineering involves the redesign of business processes to achieve improvements in cost, quality, service, and speed.

VIII. Adding Value Through Supply Chains A _______________ (or value chain) for any product is the flow of information, materials, and services that starts with raw-materials suppliers and continues through other stages in the operations process until the product reaches the end customer.

A. The Supply Chain Strategy ______________________________ is based on the idea that members of the chain, working as a coordinated unit, will gain competitive advantage.

  1. Supply Chain Management. ______________________________ looks at the supply chain as a whole in order to improve the overall flow through a system composed of companies working together.
  2. Reengineering Supply Chains for Better Results. The results often include lower costs, faster service, and the coordination of flows of information and materials.

B. Outsourcing and Global Supply Chains _______________ is the strategy of paying suppliers and distributors to perform certain business processes or to provide needed materials or services. Global outsourcing creates new operations jobs for supply chain management and, sometimes, the need for more or different types of employee training.