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It,s from Operation and supply Management 12 th edition by RICHARD,RAVI

It,s from Operation and supply Management 12 th edition by RICHARD,RAVI

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Chap01 Chap01 Presentation Transcript

  • McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
  • Chapter 1 Introduction to the Field
    • What is Operations and Supply Management?
    • Why Study Operations Management?
    • Transformation Processes Defined
    • Differences between Services and Goods
    • The Importance of Operations Management
    • Historical Development of OM
    • Current Issues in OM
    OBJECTIVES 1-
  • What is Operations and Supply Management?
    • Operations and Supply Management (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services
    1-
  • Why Study Operations Management? Business Education Systematic Approach to Org. Processes Career Opportunities Cross-Functional Applications Operations Management 1-
  • What is a Transformation Process? Defined
    • A transformation process is defined as a user of resources to transform inputs into some desired outputs
    1-
  • Transformations
    • Physical--manufacturing
    • Locational--transportation
    • Exchange--retailing
    • Storage--warehousing
    • Physiological--health care
    • Informational--telecommunications
    1-
  • Operations and Supply Management Supply Chain Processes Sourcing Processes Manufacturing Processes Service Processes Distribution Processes Logistics Processes Logistics Processes 1-
  • What is a Service and What is a Good?
    • “ If you drop it on your foot, it won’t hurt you.” (Good or service?)
    • “ Services never include goods and goods never include services.” (True or false?)
    1-
  • The Goods-Services Continuum 1-
  • Historical Development of OM
    • JIT and TQC
    • Manufacturing Strategy Paradigm
    • Service Quality and Productivity
    • Total Quality Management and Quality Certification
    1-
  • Historical Development of OM (cont’d)
    • Business Process Reengineering
    • Six-Sigma Quality
    • Supply Chain Management
    • Electronic Commerce
    • Service Science
    1-
  • 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
    1-
  • Current Issues in OM (cont’d)
    • Managing the customers experience during the service encounter
    • Raising the awareness of operations as a significant competitive weapon
    1-
  • Question Bowl
    • A major objective of this book is to show how smart managers can do which of the following?
    • Improve efficiency by lowering costs
    • Improve effectiveness by creating value
    • Increasing value by reducing prices
    • Serving customers well
    • All of the above
    Answer: e. All of the above 1-
  • Question Bowl
    • In the Input-Transformation-Output Relationship, a typical “input” for a Department Store is which of the following?
    • Displays
    • Stocks of goods
    • Sales clerks
    • All of the above
    • None of the above
    Answer: e. None of the above (The above are considered “Resources” of a department store. The correct answer is “Shoppers”.) 1-
  • Question Bowl
    • In which of the following decades did the concept of quality control originate?
    • 1920’s
    • 1930’s
    • 1940’s
    • 1950’s
    • 1970’s
    Answer: b. 1930’s (Tools such as sampling inspection and statistical tables where first developed by Walter Shewhart, H. F. Dodge, and H. G. Romig.) 1-
  • End of Chapter 1 1-