Lecture Notes for Operations Management, 2nd Edition

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1-1Chapter 1–Teaching PlanIntroductionto OperationsManagementSpecific Learning objectivesLO1-1:Identifythe drivers of customer utilityLO1-2:Explaininefficiencies and determine if a firm is on the efficient frontierLO1-3:Explainthe three system inhibitorsLO1-4:Explainwhat work inoperationsmanagement looks likeLO1-5: Articulate the key operational decisions a firm needs to make to match supply with demandWhat Students Learn in this ChapterThis chapteris the beginning of the book, and most likely the corresponding session is the first session inthe student’s first exposure tooperationsmanagement.The goal of the session is for students to gainsome appreciation of the type of operational decisions that a business has to make and to provide themsome idea of what it will take to make these decisions well.To achieve this goal, we like to start with a perspective the student is familiar with. In mostundergraduate settings, students will have little or no work experience. So, rather than starting with theperspective of the business, we find it more engaging to start with the perspective of the consumer.Faculty and students alike, all of us have been in the role of the customer in consumer-facing industries,such as restaurants, travel, healthcare, entertainment, or education.We suggest to use the example ofrestaurants. Even if students have work experience, a common experience/example is helpful fordiscussion and all of us have been in some form of restaurant.The book chapter takes the example of “where do you want to go for lunch today?” to establish thedifferent dimensions driving customer utility. Once we understand what consumers value, we can starttalking about the dimensions of operational performance. Students will see that there are multipledimensions of operational performance. Some operations focus on responsiveness, some on quality,some on efficiency, etc. Unlike the case of finance, where we all agree that more profits are better thanless profits, students will appreciate that there exist trade-offs among the operational dimensions ofperformance. Subway is operationally not better or worse than a five star restaurant. It simply has adifferent strategy.The presence of trade-off then sets up the efficient frontier framework. Some firms are better atmultiple things, others are worse. Typically, students have services that they like a lot (e.g. Starbucks or

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