The document provides an introduction to operations management. It discusses that OM involves managing a production system that converts inputs to outputs. It lists common entry-level OM jobs and historical milestones. Factors affecting today's OM include global competition, quality challenges, new technologies, and social issues. Operations are composed of inputs, conversion processes, and outputs. Decision making in OM includes strategic, operating, and control decisions. The system is controlled through feedback on inputs, conversions and outputs.
Deze presentatie maakte onderdeel uit van een productie met als thema Het Nieuwe Normaal en werd verzorgd bij TrainMark in Alkmaar op 15 mei 2013.
Het eerste deel richt zich op het 'Oude Leren'. hierbij is veel aandacht voor het Wat en Hoe (bijv. de techniek van powerpoint).
Het tweede deel richt zich op het 'Nieuwe Leren' waar de essentie van leren centraal staat: Vanuit inspiratie de aandacht en acceptatie verhogen om je te ontwikkelen.
Nieuwsgierig geworden naar het verhaal achter de slides? Neem dan gerust contact op met Vizier HRD Consultancy (0645634155 of marnix@vizierhrd.nl)
Research Data Guidance: Turning policy into practicejiscdatapool
Presentation showing how the JISC DataPool Project at the University of Southampton is building a platform to guide researchers' data management practices in support of the university's recent research data management policy. Prepared for a JISC Managing Research Data (#jiscmrd) programme workshop held in Nottingham on 24-25 October 2012.
Building a business case and institutional policy on a 10Y research data mana...jiscdatapool
This presentation draws heavily on a report from the Institutional Data Management Blueprint (IDMB) Project, which began the work on research data management (RDM) at the University of Southampton now being taken on by DataPool. In this talk we want to connect the development of roadmaps with the business case and policy for making progress with research data management at an institutional level. Taking the IDMB example with others, this seems like a logical sequence, but in practice this is not always the case. At Southampton we have a roadmap and an official institutional research data policy, but the business case is still to be approved. Other institutions appear to have begun with a policy. Here we will focus on the roadmap and business case rather than policy.
To architect or engineer? Lessons from DataPool on building RDM repositoriesjiscdatapool
There cannot be many mature products where development meetings have not been interrupted with a rueful declaration that to make further progress “you wouldn’t start from here”. This encapsulates one key difference between the architect and engineer, the latter prepared to work with the set of tools provided, the other preferring to start with a blank sheet of paper or an open space. In building research data repositories using two different softwares, Microsoft Sharepoint and EPrints, the DataPool Project is working somewhere between these extremes. Which approach will prove to be the more resilient for research data management (RDM)? In this talk we will look at the relevant factors.
Presentatie die ik heb gegeven bij Performance Solutions in Hoofddorp. Toppics: Verandering van leren; hoe pas je mobile learning toe?; Wat is High Impact Learning
1. Chapter 1
Introduction to Operations
Management
2. Introduction
Operations management is the management
of an organization’s productive resources or its
production system.
A production system takes inputs and converts
them into outputs.
The conversion process is the predominant
activity of a production system.
The primary concern of an operations
manager is the activities of the conversion
process.
3. Entry-Level Jobs in OM
Purchasing planner/buyer
Production (or operations) supervisor
Production (or operations) scheduler/controller
Production (or operations) analyst
Inventory analyst
Quality specialist
4. Historical Milestones in OM
The Industrial Revolution
Post-Civil War Period
Scientific Management
Human Relations and Behaviorism
Operations Research
The Service Revolution
5. Today's Factors Affecting OM
Global Competition
Quality, Customer Service, and Cost
Challenges
Rapid Expansion of Advanced Technologies
Continued Growth of the Service Sector
Scarcity of Operations Resources
Social-Responsibility Issues
6. Operations as a System
Production System
Conversion
Inputs Outputs
Subsystem
Control
Subsystem
7. Inputs of an Operations System
External
Legal, Economic, Social, Technological
Market
Competition, Customer Desires, Product Info.
Primary Resources
Materials, Personnel, Capital, Utilities
9. Outputs of an Operations
System
Direct
Products
Services
Indirect
Waste
Pollution
Technological Advances
10. Decision Making in OM
Strategic Decisions
Operating Decisions
Control Decisions
11. Strategic Decisions
These decisions are of strategic importance
and have long-term significance for the
organization.
Examples include deciding:
the design for a new product’s production process
where to locate a new factory
whether to launch a new-product development
plan
12. Operating Decisions
These decisions are necessary if the ongoing
production of goods and services is to satisfy
market demands and provide profits.
Examples include deciding:
how much finished-goods inventory to carry
the amount of overtime to use next week
the details for purchasing raw material next month
13. Control Decisions
These decisions concern the day-to-day
activities of workers, quality of products and
services, production and overhead costs, and
machine maintenance.
Examples include deciding:
laborcost standards for a new product
frequency of preventive maintenance
new quality control acceptance criteria
14. What Controls the Operations
System?
Information about the outputs, the
conversions, and the inputs is fed back to
management.
This information is matched with
management’s expectations
When there is a difference, management must
take corrective action to maintain control of
the system