An illustration of operation system. Operations Management, International Journal International Journal of Production Research. International Operations Management.pdf Author: Marco. International Journal of Services and Operations Management from Inderscience Publishers focuses on operations management methods for improving productivity/quality in manufacturing and services. 1 1.1 Introduction 1.2 Historical Evolution of Production and Operations Management 1.3 Concept of Production 1.4 Production System 1.5 Production Management 1.6 Operating System INTRODUCTION TO PRODUCTION AND OPERATION. International Journal of Operations & Production Management ISSN: 0144-3577 Online from: 1980. Subject Area: Management Science & Operations. EarlyCite; Current Issue; Available Issues; Most Cited.
Viii Contents 1.14 Factors Affecting Productivity 19 1.15 International Dimensions of Productivity 20 1.16 The Environment of Operations 20 1.17 Scope of Operations Management 21 Exercise 25 References 26 2. OPERATIONS.
Operations management - Wikipedia, the free encyclopedia. Operations management is an area of management concerned with designing, and controlling the process of production and redesigning business operations in the production of goods or services. It involves the responsibility of ensuring that business operations are efficient in terms of using as few resources as needed and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms of raw materials, labor, and energy) into outputs (in the form of goods and/or services).[1] The relationship of operations management to senior management in commercial contexts can be compared to the relationship of line officers to highest- level senior officers in military science. The highest- level officers shape the strategy and revise it over time, while the line officers make tactical decisions in support of carrying out the strategy. In business as in military affairs, the boundaries between levels are not always distinct; tactical information dynamically informs strategy, and individual people often move between roles over time.
Ford Motor car assembly line: the classical example of a manufacturing production system. Post office queue. Operations management studies both manufacturing and services. According to the United States Department of Education, operations management is the field concerned with managing and directing the physical and/or technical functions of a firm or organization, particularly those relating to development, production, and manufacturing. Operations management programs typically include instruction in principles of general management, manufacturing and production systems, factory management, equipment maintenance management, production control, industrial labor relations and skilled trades supervision, strategic manufacturing policy, systems analysis, productivity analysis and cost control, and materials planning.[2][3] Management, including operations management, is like engineering in that it blends art with applied science. People skills, creativity, rational analysis, and knowledge of technology are all required for success. History[edit]The history of production and operation systems began around 5.
B. C. when Sumerian priests developed the ancient system of recording inventories, loans, taxes, and business transactions. The next major historical application of operation systems occurred in 4. B. C. It was during this time that the Egyptians started using planning, organization, and control in large projects such as the construction of the pyramids. By 1. 10. 0 B. C., labor was being specialized in China; by about 3. B. C., Xenophon described the advantages of dividing the various operations necessary for the production of shoes among different individuals in ancient Greece.[4]In the Middle Ages, kings and queens ruled over large areas of land. Loyal noblemen maintained large sections of the monarch’s territory.
This hierarchical organization in which people were divided into classes based on social position and wealth became known as the feudal system. In the feudal system, servants produced for themselves and people of higher classes by using the ruler’s land and resources. Although a large part of labor was employed in agriculture, artisans contributed to economic output and formed guilds. The guild system, operating mainly between 1.
Although guilds were regulated as to the quality of work performed, the resulting system was rather rigid, shoemakers, for example, were prohibited from tannin hides.[5]The industrial revolution was facilitated by two elements: interchangeability of parts and division of labor. Division of labor has always been a feature from the beginning of civilization, the extent to which the division is carried out varied considerably depending on period and location. Compared to the Middle Ages, the Renaissance and the Age of Discovery was characterized by a greater specialization in labor, one of the characteristics of growing European cities and trade. It was in the late eighteenth century that Eli Whitney popularized the concept of interchangeability of parts when he manufactured 1. Up to this point in history of manufacturing, each product (e. Interchangeability of parts allowed the mass production of parts independent of the final products in which they will be used. In 1. 88. 3, Frederick Winslow Taylor introduced the stopwatch method for accurately measuring the time to perform each single task of a complicated job.
He developed the scientific study of productivity and identifying how to coordinate different tasks to eliminate wasting of time and increase the quality of work. The next generation of scientific study occurred with the development of work sampling and predetermined motion time systems (PMTS).
Work sampling is used to measure the random variable associated with the time of each task. PMTS allows the use of standard predetermined tables of the smallest body movements (e. В°), and integrating them to predict the time needed to perform a simple task. PMTS has gained substantial importance due to the fact that it can predict work measurements without actually observing the actual work. The foundation of PMTS was laid out by the research and development of Frank B.
Lillian M. Gilbreth around 1. The Gilbreths took advantage of taking motion pictures at known time intervals while operators were performing the given task. The idea of the production line has been used multiple times in history prior to Henry Ford: the Venetian Arsenal (1. Smith pin manufacturing in the Wealth of Nations (1. Brunel's Portsmouth Block Mills (1. Ransom Olds was the first to manufacture cars using the assembly line system, but Henry Ford developed the first auto assembly system where a car chassis was moved through the assembly line by a conveyor belt while workers added components to it until the car was completed. During World War II, the growth of computing power led to further development of efficient manufacturing methods and the use of advanced mathematical and statistical tools.
This was supported by the development of academic programs in industrial and systems engineering disciplines, as well as fields of operations research and management science (as multi- disciplinary fields of problem solving). While systems engineering concentrated on the broad characteristics of the relationships between inputs and outputs of generic systems, operations researchers concentrated on solving specific and focused problems. The synergy of operations research and systems engineering allowed for the realization of solving large scale and complex problems in the modern era. Recently, the development of faster and smaller computers, intelligent systems, and the World Wide Web has opened new opportunities for operations, manufacturing, production, and service systems. Malakooti (2. 01.
Empiricism (learning from experience)Analysis (scientific management)Synthesis (development of mathematical problem solving tools)Isolated Systems with Single Objective (use of Integrated and Intelligent Systems, and WWW)Integrated Complex Systems with Multiple Objectives (development of ecologically sound systems, environmentally sustainable systems, considering individual preferences)Industrial Revolution[edit]. Marshall's flax mill in Holbeck. The textile industry is the prototypical example of the English industrial revolution. Before the First industrial revolution work was mainly done through two systems: domestic system and craft guilds.
In the domestic system merchants took materials to homes where artisans performed the necessary work, craft guilds on the other hand were associations of artisans which passed work from one shop to another, for example: leather was tanned by a tanner, passed to curriers, and finally arrived at shoemakers and saddlers. The beginning of the industrial revolution is usually associated with 1. English textile industry, with the invention of flying shuttle by John Kay in 1. James Hargreaves in 1. Richard Arkwright in 1. James Watt in 1. 76. In 1. 85. 1 at the Crystal Palace Exhibition the term American system of manufacturing was used to describe the new approach that was evolving in the United States of America which was based on two central features: interchangeable parts and extensive use of mechanization to produce them.
Henry Ford was 3. Ford Motor Company in 1. The model T car was introduced in 1. Ford implemented the assembly line concept, that his vision of making a popular car affordable by every middle- class American citizen would be realized. The first factory in which Henry Ford used the concept of the assembly line was Highland Park (1. The thing is to keep everything in motion and take the work to the man and not the man to the work.
That is the real principle of our production, and conveyors are only one of many means to an end"[7]This became one the central ideas that led to mass production, one of the main elements of the Second Industrial Revolution, along with emergence of the electrical industry and petroleum industry. Operations management[edit]Although productivity benefited considerably from technological inventions and division of labour, the problem of systematic measurement of performances and the calculation of these by the use of formulas remained somewhat unexplored until Frederick Taylor. The differential piece- rate system consisted in offering two different pay rates for doing a job: a higher rate for workers with high productivity (efficiency) and who produced high quality goods (effectiveness) and a lower rate for those who fail to achieve the standard. One of the problems Taylor believed could be solved with this system, was the problem of soldiering: faster workers reducing their production rate to that of the slowest worker. In 1. 91. 1 Taylor published his "The Principles of Scientific Management",[1.