Beruflich Dokumente
Kultur Dokumente
Chapter 1
OBJECTIVES
Operations Management Why Study Operations Management? Transformation Processes Defined Operations as a Service The Importance of Operations Management Historical Development of OM Current Issues in OM
Business Education
Operations Management
Career Opportunities
Cross-Functional Applications
TRANSFORMATION PROCESS
Feedback
Transformations
Physical--manufacturing
Locational--transportation
Exchange--retailing
Storage--warehousing
Physiological--health care
Informational--telecommunications
Services never include goods and goods never include services. (True or false?)
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Operations
Marketing
Plant Manager
Operations Manager
Director
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Core Services Defined Core services are basic things that customers want from products they purchase
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Flexibility
Operations Managemen t
Speed
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Value-Added Services Defined Value-added services differentiate the organization from competitors and build relationships that bind customers to the firm in a positive way
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Information
Operations Management
Sales Support
Field Support
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must exist with other functional areas of the organization Operations account for 60-80% of the direct expenses that burden a firms profit.
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Historical Development of OM
JIT
and TQC
Manufacturing
Service Total
Strategy Paradigm
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Process Reengineering
Supply
Electronic
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Historical Events in OM
Industrial Revolution
Steam engine Division of labor Interchangeable parts 1769 James Watt 1776 Adam Smith 1790 Eli Whitney
Scientific Management
Principles Time and motion studies Activity scheduling chart Moving assembly line 1911 1911 1912 1913 Frederick W. Taylor Frank & Lillian Gilbreth Henry Gant Henry Ford
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Historical Events in OM
Human Relations
Hawthorne studies Motivation theories 1930 1940s 1950s 1960s Elton Mayo Abraham Maslow Frederick Hertzberg Douglas McGregor
Management Science
Linear programming Digital computer Simulation, PERT/CPM, Waiting line theory MRP 1947 George Dantzig 1951 Remington Rand 1950s Operations research groups 1960s Joseph Orlicky, IBM
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Historical Events in OM
Quality Revolution
JIT TQM Strategy and operations Reengineering World Trade Organization 1970s Taiichi Ohno, Toyota 1980s W. Edwards Deming, Joseph Juran, et. al. Skinner, Hayes 1990s Hammer, Champy 1990s Numerous countries and companies
Globalization
European Union and other trade agreements EDI, EFT, CIM 1970s IBM and others 1980s
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Historical Events in OM
Information Age/ Internet Revolution
Internet, WWW, ERP Supply chain management, E-commerce 1990s ARPANET, Tim Berners-Lee, SAP, i2 Technologies, ORACLE, PeopleSoft, Amazon, Yahoo, eBay, and others
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Current Issues in OM
Coordinate the relationships between mutually supportive but separate organizations. Optimizing global supplier, production, and distribution networks. Increased co-production of goods and services
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Raising
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Question Bowl
A major objective of this book is to show how smart managers can do which of the following? a. Improve efficiency by lowering costs b. Improve effectiveness by creating value c. Increasing value by reducing prices d. Serving customers well e. All of the above
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Question Bowl
In the Input-Transformation-Output Relationship, a typical input for a Department Store is which of the following? a. Displays b. Stocks of goods c. Sales clerks d. All of the above e. None of the above
Answer: e. None of the above (The above are considered Resources of a department store. The correct answer is Shoppers.)
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Question Bowl
In which of the following decades did the concept of quality control originate? a. 1920s b. 1930s c. 1940s Answer: b. 1930s (Tools such d. 1950s as sampling inspection and e. 1970s
statistical tables where first developed by Walter Shewhart, H. F. Dodge, and H. G. Romig.)
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