Summary

Samenvatting Operational management (alle readers + paper) (17/20)

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Course
Operations management

Institution
Universiteit Antwerpen (UA)

Dit document bevat een samenvatting van de theorie van het vak Operational management. Het is een samenvatting van de powerpoints, de readers en zelf genomen notities uit de les.

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Uploaded on July 21, 2024
Number of pages 273
Written in 2023/2024
Type Summary

operational management
tew
hib
handelsingenieur
hi
toegepaste economische wetenschappen
samenvatting

Institution
Universiteit Antwerpen (UA)
Education
Handelsingenieur
Course
Operations management

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INTRODUCTION TO OM
- Reader daarvan moet je alles kennen heeft hij zelf samengesteld (alles is te
weten, OOK DE VOETNOTEN!!!)
o Zelf gemaakt, dus als je dat kent is dat voldoende
o Slides en reader dus
- Goed zijn vragen kunnen beantwoorden
- Geen samenvattingen, want nieuwe prof
- Theorie en oefeningen elk +/- 50%
o Niet grafisch rekenmachine & formularium mag (gaat hij nog opstellen)

CONTENTS

1 WHAT IS OPERATIONS MANAGEMENT
1.1 A definition

Operations management
- Gaat over een proces
o Nadenken over welke manier je als bedrijf je activiteiten gaat
organiseren
o Hoe proces voorstellen, eruit ziet, plannen, manage, opvolgen,
controleren,…
- Voor de CORE business (wat je doet als bedrijf, waarom je bestaat)
o Product maken of service leveren
o Dit zo goed mogelijk doen
o = operations (departement in bedrijf)
▪ Op de vloer bezig zijn met te doen wat het bedrijf moet doen
• Bv product/dienst maken/leveren
▪ Ondersteunt door andere departementen
• Bv financiën: opvolgen winstgevendheid, marketing:
product verkopen

, - Nodigheden
o Resources: grondstoffen, arbeid, kapitaal, informatie, klanten, markt
(INPUT)
▪ Zodat je de klant iets goed kan leveren (dienst of product)

Waar speelt het een belangrijke rol
- Alle 4 gebruiken het!
- Loodgieter: zo goed mogelijk plannen & organiseren
o Boekhouding, juist werkgrief meenemen anders ben je niet efficient
o ‘hoe organiseer ik mezelf om een goed of dienst aan te bieden aan de
klant (want dat is zijn core business)’
o 20x heen en weer rijden voor materialen kost onnodig geld en is niet
efficiënt
Belang
- All organizations rely on OM & primarily support operations function
o w/o operations = no goods/services

1.2 The history of operations management
1.2.1 Industrial revolution
Begin
- Goods produced in small shops by craftsman
o 1 person responsible for making a complete product
o Only simple tools
- Shortcomings:
o Slow & costly
o Production cost not decrease when volume increases
▪ No economies of scale
▪ => companies don’t expand, small companies emerged
New innovations
- Substituting machine power for human power
o Steam engine + standard gauging system
- Rapid growth, more jobs
- BUT: management theory & practice didn’t progressed

,1.2.2 Scientific management
Changes to the management of factories
- Started by Taylor & he believed:
o The science of management
▪ Based on observation, measurement, analysis, improvement of
work methods & economic incentives
o Management: responsible for planning, selecting & training workers,
finding best way to perform job , achieving cooperation btw
management & workers
- Goal: maximizing output
o Not popular with workers
▪ Increase output w/o increase in compensation
▪ Abuse for efficiency
o Public to halls of Congress
Henry Ford used Taylor’s method
- 20th century: automobiles hard to follow the orders
- Moving assembly line: improve efficiency & production
o Introduction of mass production of the automotive industry
▪ = large volumes of standardize goods produced by semi-skilled
workers using costly equipment
o Key concept: interchangeable parts
▪ Standardize parts so it would fit any automobile
• Not customized, used for replacements
▪ Result: decrease in assembly time & cost
- Division of labour
o = an operation divided into series of small tasks for individual workers
▪ No skill required
- RESULT: increase production rate using inexpensive labour
o Also despised by workers => low regard & must perform like robots
o Start of the human relations movement

1.2.3 The human relations movement
Importance of human element in job design
- In addition to the physical & technical aspects of work: worker motivation is
critical for improving productivity
o Shown by many studies

1.2.4 Decision models and management science
Factory movement accompanied by quentitatieve techniques
- First not widely used
- W0II changed that
o Pressure on manufacturing output & specialist worked together
o After war: models for forecasting, inventory management…
- 1960s: management science techniques highly regarded, but lost favour
o BUT: widespread of personal computers & software in workplace
resurgence the popularity

, Japan
- Refined/developed management practices to increase productivity & quality
o Very competitive + got interest from other companies
- Influence of Japan
o Quality, worker teams & customer satisfaction
o = quality revolution + interest in lean production

1.4 Good versus service/ Manufacturing vs service organizations
2 kinds of organizations: manufacture & provide service
- Difference not mutually exclusive
o Overlap btw the 2
▪ Manufactures offer service as part of their operations
▪ Service firms provide or use during service physical goods
o All organizations are some kind of blend of both extremes

Good: kan je vasthouden &geven aan iem
- Voordelen: je kan die opslaan als die niet meteen verkocht w
- Niet veel directe interactie met de klant (snel overbrengen aan klant)
- Klant wordt de eigenaar (duidelijke ownership over bv tas)
Service: niet vasthouden
- Bv reparatie wagen, loodgieter, docent
- Je krijgt die, maar niet fysiek geven
- Je kan die niet opslaan
Voorbeelden
- Gaan eten op restaurant
o Service & product
o Entertainment ober, geluid, lichten & delen dat je krijgt is product
(eten)
- Maatpak laten maken
o Je wilt een fysiek product, maar je hebt ook een dienst nodig (= grote
interactie tussen jouw en de verkoper)
o Pak kan je opslaan, maar dienst niet

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Samenvatting Operational management (alle readers + paper) (17/20)

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