SCM 303 Lecture Notes - Lecture 5: Scientific Management, Capacity Planning
Document Summary
The operations function: operations: design/development, planning/control, improvement of activities involved in the production of goods and services, not the same as manufacturing, automotive assembly, retail stores, call centers, fast food prep. Important to supply chain: source, make, deliver, return, plan. Operations history: pre-1800: family based, local firms, industrial revolution: increasing size and complexity of firms, 1911: the principles of scientific management, world war ii: industrial output was critical. Operations research (or) established: post war: focus on cost/efficiency, 1980"s: focus on quality. Design and development: process thinking up front, design processes that: Can produce quality outputs: traditional: straight line operation, process thinking: curved line operation that might require less workers. Planning and control: capacity planning, forecasting, inventory management. Day to day operations (spqrc: safety zero accidents/injuries, people morale, quality zero defects, responsiveness meeting the schedule, cost meet budget. Improvement: traditional mindset: slap band aids on problems, emergency containment measures: adding extra people, bringing in rental equipment, etc.
