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3. DIFFERENCES BETWEEN MANUFACTURING AND SERVICE ORGANIZATIONS
Organizations can be divided into two broad categories: manufacturing organizations and service
organizations
Manufacturing organizations(pure):
-Produce physical, tangible goods that can be stored in inventory before they are needed, longer
response time, and capital intensive
-Customers have no direct contact with the operation. Customer contact occurs through distributors and
retailers.) Low customer contact)
Service organizations(Pure):
-Produce intangible products that cannot be produced ahead of time, cannot be inventoried, short response
time and labor intensive
-Customers are typically present during the creation of the service (High customer contact(
-back room or behind the scenes: segments in service organizations that has a low customer contact.
Example: When you are travelling by a plan, you are not involved has a law customer contact in the
process of loading luggage onto the airplane
The differences between manufacturing and service organizations are not as clear-cut as they might
appear, and there is much overlap between them.
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4. OPERATIONS MANAGEMENT DECISIONS
All organizations make decisions and follow a similar path which is:
Strategic decisions Tactical decisions
Strategic decisions: Decisions that set the direction for the entire company; they are broad in scope and
long-term in nature, and its less frequent
Tactical decisions: Decisions that are specific and short-term in nature and are bound by strategic decisions.
Focus on specific day-to-day issues like resource needs, schedules, & quantities to produce, and its more frequent.
-Tactical decisions provide feedback to strategic decisions, which can be modified accordingly
*Tactical and Strategic decisions must align*
5. Historical Development of OM (Just read it carefully) listed according to time, from Past to Now
a. Industrial revolution: Changed production by using machine power instead of human power.
b. Scientific management: Brought some concepts such as: Analysis and measurements of technical aspects of
work design and development of moving assembly lines and mass production. (Frederick W. Taylor)
c. Human relation movement: Focused on understanding human element in the job design such as Motivation,
job satisfaction, etc.
d. Management science: Focused on the development of QUANTITATIVE techniques to solve operations problems.
e. Computer age: Enabled processing of large amounts of data and allowed widespread use of quantitative procedures.
f. Environmental issues: considered issues such as: waste reduction, the need for recycling, and product reuse.
g. Just-in-time systems (JIT): designed to achieve high-volume production with minimal inventories.
h. Total Quality Management (TQM): focused on eliminating causes of production defects.
i. Reengineering: required redesigning a company's processes for greater efficiency and cost reduction.
j. Global competition: designed operations to compete in the global market.
k. Flexibility: offered Customization on a mass scale.
l. Time-based competition: Based on time, such as speed of delivery.
m. Supply Chain Management (SCM): Reduce cost of entire system.
n. Electronic commerce: Use of the Internet for business.
o. Outsourcing and flattening of the world: the convergence of technology has enabled outsourcing of virtually any
job imaginable from anywhere around the globe, therefore "flattening" the world.
6. TODAY's OM ENVIRONMENT
Todays OM environment is very different from what it was just a few years ago. Customers demand better quality,
greater speed, and lower costs.
In order to succeed companies implementing lean system concepts which is: A concept that takes a total system
approach to creating efficient operations and pull together best practice concepts such as: just-in-time (JIT), total
quality management (TQM), supply chain management (SCM), and enterprise resource planning (ERP)
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Enterprise resource planning (ERP): Large, sophisticated software systems used for identifying and planning the
enterprise-wide resources needed to coordinate all activities involved in producing and delivering products.
Customer relationship management (CRM): Software solutions that enable the firm to collect customer specific
data.
Another characteristic of todays OM environment is the increased use of cross-functional decision making.
Cross-functional decision making: The coordinated interaction and decision making that occur among the different
functions of the organization
-Many corporate CEOs today have come through the ranks of operations.
-All business functions need information from operations management in order to perform their tasks.
8. OM ACROSS THE ORGANIZATION (the relationship between operations and other business functions)
-The three main functions: operations, marketing, and finance must interact to achieve the goals of the organization
-They must also follow the strategic direction developed at the top level of the organization.
Interact means flow of information See the following FIGURE (1)
(1) (2)
(Organizational chart showing flow of information) (Information flow)
Many of the decisions made by operations managers are dependent on information from the other functions. At the
same time, other functions cannot be carried out properly without information from operations. Figure (2)
Examples:-
Marketing is not fully able to meet customer needs if they do not understand what operations can produce.
Finance cannot judge the need for capital investments if they do not understand operations concepts and needs
Information systems (IS) enables the information flow throughout the organization
Human Resources must understand job requirements and worker skills
Accounting needs to consider inventory management, capacity information, and labor standards