UD OM PROGRAM PRESENTATION.ppt

OPERATIONS MANAGEMENT MAJOR AT UD : 

OPERATIONS MANAGEMENT MAJOR AT UD SANJAY AHIRE, Ph.D. Professor of Operations Management Department of MIS, OM, and Decision Sciences University of Dayton, 300 College Park Dayton, OH 45469-2130 Tel: (937) 229-2989 Fax: (937) 229-1030 E-Mail: ahire@udayton.edu

OUTLINE : 

October 23, 2001 OM Program 2 OUTLINE What is OM? Why is it relevant to Business? Why should you major in OM? What are Unique Features of the OM Major? What are the course requirements? What professional supports are available? Who are the faculty/student contacts?

CORE BUSINESS FUNCTIONS : 

October 23, 2001 OM Program 3 CORE BUSINESS FUNCTIONS OPERATIONS FINANCE MARKETING

FINANCE, MARKETING, AND OPERATIONS : 

October 23, 2001 OM Program 4 FINANCE, MARKETING, AND OPERATIONS Finance: Obtain and manage financial resources of a firm efficiently and effectively. Marketing: Identify customer needs and promote sales of a firm’s products and services. Operations: Design, produce, and supply goods and services to customers efficiently and effectively.

OM DEFINED : 

October 23, 2001 OM Program 5 OM DEFINED Operations Management (OM) entails: Designing “operations strategy” to support business and marketing strategy; Designing , implementing, managing, and improving “products and core business transformation processes” to realize the specific operations strategy; For “any organization”.

CVP ANALYSIS: OM IMPACT ON BUSINESS PERFORMANCE : 

October 23, 2001 OM Program 6 CVP ANALYSIS: OM IMPACT ON BUSINESS PERFORMANCE The Cost-Volume-Profit Model PROFIT = REVENUE – VARIABLE COST – FIXED COST P = S*Q – V*Q - F P = Profit (pretax); S = Selling Price Per Unit Q = Output (sales) Volume V = Unit Variable Cost; F = Total Fixed Costs

OM IMPACT ON REVENUE : 

October 23, 2001 OM Program 7 OM IMPACT ON REVENUE Effective product design helps to identify the right products. Efficient OM helps yield better value for the product to customers through better product and process design, quality assurance during creation process, and overall better resource utilization.

OM IMPACT ON REVENUE (cont…) : 

October 23, 2001 OM Program 8 OM IMPACT ON REVENUE (cont…) Efficient OM systems enable the firm to compete along time (delivery speed and on-time delivery promise), product variety, and volume variety. These capabilities enhance market share due to the firm’s capacity to offer wider range of products/services to suit varying customer needs.

OM IMPACT ON VARIABLE COST : 

October 23, 2001 OM Program 9 OM IMPACT ON VARIABLE COST OM techniques attack direct costs through efficient design of products and processes, and use of resources such as material, people, and time. Examples of OM techniques include Assembly Line Balancing, Streamlining of Services.

OM IMPACT ON FIXED COST : 

October 23, 2001 OM Program 10 OM IMPACT ON FIXED COST OM techniques attack fixed costs through integrated decisions regarding facility locations, capacity analysis, control of overheads such as maintenance. OM concepts of systems design, resource management, process management, and operations scheduling help streamline supporting functions and make them more efficient (e.g., effective advertising).

OM DEFINES MARKET LEADERS : 

October 23, 2001 OM Program 11 OM DEFINES MARKET LEADERS SOUTHWEST AIRLINES Low-cost, no-frills service marketing strategy. OM system tailored to meeting the low-cost goal. WALMART Always sell for less marketing strategy. OM capabilities aimed at efficient operations focused on lowering product retail prices. DELL COMPUTERS Mass customization marketing strategy. Production and supply chain designed for agile and fast turnarounds.

OM DEFINES MARKET LEADERS : 

October 23, 2001 OM Program 12 OM DEFINES MARKET LEADERS DISNEY WORLD Total amusement experience marketing strategy OM system based on attention to detail and based on a comprehensive system of supply chain management, scheduling, product and process design, and maintenance. FEDERAL EXPRESS / UPS Always on-time and speedy shipment delivery strategy. Marvelous use of operations scheduling, distribution and supply chain management, and information technology. TOYOTA Maximum reliability, easy maintenance cars in each class. Production systems including product design, processes, supply chain management focused on the goal.

PRIMARY OM CAREERS / JOBS : 

October 23, 2001 OM Program 13 PRIMARY OM CAREERS / JOBS Operations Planning & Control Purchasing Distribution & Supply Chain Mgmt Customer Service Support Operations Process Consulting Quality Management Project Management OM CAREERS

SECTORS WITH OM CAREERS : 

October 23, 2001 OM Program 14 SECTORS WITH OM CAREERS Manufacturing Retail & Department Stores Transportation & Mail Financial Institutions Healthcare Organizations Consulting Firms Governmental Agencies OM CAREERS Construction Amusement & Entertainment Restaurants & Hotels

WHY OM CAN ALSO BE A VALUABLE DOUBLE-MAJOR : 

October 23, 2001 OM Program 15 WHY OM CAN ALSO BE A VALUABLE DOUBLE-MAJOR ACCOUNTING How can an accountant develop accurate cost standards and track performance without knowing “what” and “how” of operations? MARKETING How can marketing managers manage their marketing & ad campaigns and new product launches effectively without the knowledge of resource management and project management tools?

WHY OM CAN ALSO BE A VALUABLE DOUBLE-MAJOR : 

October 23, 2001 OM Program 16 WHY OM CAN ALSO BE A VALUABLE DOUBLE-MAJOR FINANCE Financial analysis and portfolio management requires knowledge of resource allocation tools. Mergers and acquisitions (M&A) require operations compatibility analyses before the decisions and marrying of operations systems and cultures after M&A. HUMAN RESOURCE MANAGEMENT How can HR Managers be effective in recruiting, training, evaluating, and rewarding personnel if they don’t know “what” and “how” of work, operations, and processes?

WHY OM CAN ALSO BE A VALUABLE DOUBLE-MAJOR : 

October 23, 2001 OM Program 17 WHY OM CAN ALSO BE A VALUABLE DOUBLE-MAJOR MIS How can an MIS professional effectively design, develop, and manage an information system without an understanding of basic operations and processes, and without using resource management and project management tools? ENTREPRENEURSHIP Can small businesses afford to waste their scarce resources by designing and implementing ill-conceived operations strategies, and inefficiently designing and managing their core operations?

UD OM PROGRAM MISSION : 

October 23, 2001 OM Program 18 UD OM PROGRAM MISSION To graduate students with state-of-the-art operations management knowledge for specific operations management careers in manufacturing and service firms. Operations spanning production of goods and services, logistics and supply chain management, quality management, and business process improvement.

OM PROGRAM CORE COURSES(16 credit hours) : 

October 23, 2001 OM Program 19 OM PROGRAM CORE COURSES(16 credit hours) OPS 350: Business Process Management. DSC 375: Management Science OPS 401: Operations Planning and Control. OPS/MKT 480: Supply Chain Management Strategies. OPS 495: Capstone OPS Project.

TWO-COURSE (6 credit hours) OM ELECTIVE TRACKS : 

October 23, 2001 OM Program 20 TWO-COURSE (6 credit hours) OM ELECTIVE TRACKS Manufacturing OM. Supply Chain Management. Quality Management. Business Process Management. Electronic OM. Small Business OM. Operations Accounting.

UNIQUE PROGRAM FEATURES : 

October 23, 2001 OM Program 21 UNIQUE PROGRAM FEATURES Coverage of state-of-the-art courses. Pedagogical balance of technical-analytical and organizational-behavioral perspectives. Flexible program with inter-disciplinary delivery of tracks (e.g., supply chain mgmt). Hands-on experiences throughout the courses with capstone industry project. Student professional development through student club activities (e.g., APICS). Easy to double-major with other majors.

OM PROGRAM ROLLOUT : 

October 23, 2001 OM Program 22 OM PROGRAM ROLLOUT Program Launch Meeting (August 13, 2001). OM Advisory Council formed (Fall 2001). OM Open House (October 23, 2001). First cohort of OM students (Fall 2001). First cohort of OM Minors graduate (Fall 2002). First cohort of OM Majors graduate (Winter 2003).

PROFESSIONAL DEVELOPMENT OPPORTUNITIES : 

October 23, 2001 OM Program 23 PROFESSIONAL DEVELOPMENT OPPORTUNITIES APICS: The Educational Resource Society; UD Student Chapter restarted in Fall 2001; Faculty Advisor: Professor Robert Amsden (229-2217: AN 104). (www.apics.org) ASQ: American Society for Quality (www.asq.org). INFORMS: Institute for Operations Research and Management Science (www.informs.org).

OM ADVISORY COUNCIL : 

October 23, 2001 OM Program 24 OM ADVISORY COUNCIL Scott Becker, Director of South American Operations: P&G / IAMS. Timothy Collins, VP Quality: Miami Valley Hospital. Daniel Enneking, VP Global Sourcing: NCR.

CURRENT OM ADVISORY COUNCIL MEMBERS (cont…) : 

October 23, 2001 OM Program 25 CURRENT OM ADVISORY COUNCIL MEMBERS (cont…) Christopher Flint, Plant Engineer Superintendent: GM. Jayden Hoff, Inventory & Consignment Manager: Delphi Harrison. George and Jeanette Hummel: Inter-State Quality Consulting.

CURRENT OM ADVISORY COUNCIL MEMBERS (cont…) : 

October 23, 2001 OM Program 26 CURRENT OM ADVISORY COUNCIL MEMBERS (cont…) Vic Mohile, Product Engineering Manager: Delphi Chassis. James Rawlins, Executive VP Logistics: Elder Beerman. Daniel Stevens, Corporate Supply Management: Mead. Don Overman, President: Overman & Associates.

INTERESTED IN OM MAJOR/MINOR ??? : 

October 23, 2001 OM Program 27 INTERESTED IN OM MAJOR/MINOR ??? Visit www.sba.udayton.edu/MOD. Contact Dr. Ahire (229-2989: AN 105), Dr. Wells (229-2938: AN 111), or Dr. Amsden (229-2217: AN 104). Collect the OM Brochure and other resource information from them. Contact UD APICS Student Chapter (Sarah Obergefell or other OM students). Listing to be put on Web-site.

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October 23, 2001 OM Program 28 THE END