![Page 1: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/1.jpg)
Chapter 1: The Nature of Operations 1
Chapter 1
The Nature of Operations
![Page 2: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/2.jpg)
Chapter 1: The Nature of Operations 2
Introduction
![Page 3: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/3.jpg)
Chapter 1: The Nature of Operations 3
McDonald’s Corp
Facing increased competition Smarter and more demanding
customers Less brand loyal Switched to hamburger bun that does
not require toasting. Customers prefer taste of new bun Saves time and money
![Page 4: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/4.jpg)
Chapter 1: The Nature of Operations 4
Olympic Flame
10,000 runners 15,000 miles through 42 states in 84
days Two years of planning Must plan for no-show runners and rush
hour traffic Cost of this operation in the
neighborhood of $20 million
![Page 5: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/5.jpg)
Chapter 1: The Nature of Operations 5
Kmart Versus Wal-Mart
Both chains started in 1962 In 1987, Kmart had 2,223 stores to Wal-
Mart’s 1,198. Kmart’s sales were $25.63 billion to Wal-
Mart’s $15.96 billion By 1991, Wal-Mart’s sales exceeded
Kmarts Kmart still had more stores
![Page 6: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/6.jpg)
Chapter 1: The Nature of Operations 6
Kmart Versus Wal-Mart continued
In year ending January 1996, Wal-Mart’s sales were $93.6 billion to Kmart’s $34.6 billion.
During this time Kmart emphasized marketing and merchandising (such as national TV ad campaigns).
Wal-Mart was investing millions in its operations to lower cost.
![Page 7: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/7.jpg)
Chapter 1: The Nature of Operations 7
Kmart Versus Wal-Mart continued
Wal-Mart developed sophisticated distribution system that integrated its computer system with its distribution system.
Kmart’s employees lacked skills needed to plan and control inventory.
Period from 1987 to 1995 Kmart's market share declined from 34.5 percent to 22.7 percent.
Wal-Mart's increased from 20.1 percent to 41.6 percent
![Page 8: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/8.jpg)
Chapter 1: The Nature of Operations 8
Kmart Versus Wal-Mart continued
Fast forward to 2004 Kmart appears to have adopted a new
strategy Merge with Sears, Roebuck & Co.
Potential synergies between Kmart’s convenient locations and Sears’ strong brands
![Page 9: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/9.jpg)
Chapter 1: The Nature of Operations 9
Diversity and Importance of Operations
Improvements in operations can simultaneously lower costs and improve customer satisfaction.
Improving operations often dependent on advances in technology.
Can obtain competitive advantage by improving operations.
Diversity of operations
![Page 10: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/10.jpg)
Chapter 1: The Nature of Operations 10
Operations
Heart of every organization Operations are the tasks that create
value
![Page 11: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/11.jpg)
Chapter 1: The Nature of Operations 11
The Production System
![Page 12: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/12.jpg)
Chapter 1: The Nature of Operations 12
Systems Perspective
Inputs Transformation System
Alter Transport Store Inspect
Outputs Environment
![Page 13: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/13.jpg)
Chapter 1: The Nature of Operations 13
Inputs
Inputs include facilities, labor, capital, equipment, raw materials, and supplies.
A less obvious input is knowledge of how to transform the inputs into outputs.
![Page 14: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/14.jpg)
Chapter 1: The Nature of Operations 14
Transformation System
The part of the system that adds value to the inputs.
Four major ways Alter – physical change Transport - relocate Store - protect Inspect – better understanding
![Page 15: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/15.jpg)
Chapter 1: The Nature of Operations 15
Outputs
Two types of outputs commonly result from a production system Services (abstract or nonphysical) Products (physical goods)
![Page 16: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/16.jpg)
Chapter 1: The Nature of Operations
16
![Page 17: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/17.jpg)
Chapter 1: The Nature of Operations 17
Facilitating Good Concept
Often confusion in trying to classify organization as manufacturer or service
Facilitating good concept avoids this ambiguity
All organizations defined as service The tangible part of the service is
defined as facilitating good Pure services
![Page 18: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/18.jpg)
Chapter 1: The Nature of Operations 18
The Range From Services to Products
![Page 19: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/19.jpg)
Chapter 1: The Nature of Operations 19
Classification and Evolution of Economic Offerings
![Page 20: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/20.jpg)
Chapter 1: The Nature of Operations 20
Comparison of Alternative Economic Offerings
Economic Offering Commodities Goods Services Experiences
Value added by
Extracting Producing Delivering Staging
Form of output Fungible Tangible Intangible Memorable
Key characteristics
Natural Standardized Customized Personalized
Buyer Market User Client Guest
![Page 21: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/21.jpg)
Chapter 1: The Nature of Operations
21
![Page 22: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/22.jpg)
Chapter 1: The Nature of Operations 22
Operations Activities
Strategy Output Planning Capacity Planning Facility Location Facility Layout Aggregate Planning
Inventory Management
Materials Requirements Planning
Scheduling Quality Control
![Page 23: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/23.jpg)
Chapter 1: The Nature of Operations 23
Functional View of Organizations
Three Core Functions Operations Marketing Finance/Accounting
Other Important Functional Activities Human Resource Management Information Systems Engineering
![Page 24: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/24.jpg)
Chapter 1: The Nature of Operations 24
Chapter in Perspective
Two alternative ways for organizing work activities Functional approach, companies
organize activities on the basis of the type of work performed
Organizing activities on the basis of specific value-creating processes.
![Page 25: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/25.jpg)
Chapter 1: The Nature of Operations 25
Process View of Organizations
An Evolution
![Page 26: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/26.jpg)
Chapter 1: The Nature of Operations 26
Traditional Functional Organization
![Page 27: Chapter 1: The Nature of Operations1 Chapter 1 The Nature of Operations](https://reader035.vdocuments.net/reader035/viewer/2022062321/56649eec5503460f94bfd624/html5/thumbnails/27.jpg)
Chapter 1: The Nature of Operations 27
Value Chain Approach