The document discusses operations management and provides examples from The Hard Rock Cafe and Starbucks. It covers key topics in operations management including the production system, productivity, and critical decisions operations managers must make. Some of the critical decisions discussed are process and capacity design, quality management, and supply chain management. The document also provides examples of Boeing's global suppliers for the 787 aircraft.
The document discusses SAP's Audit Information System (AIS) which provides a standardized way for auditors to perform system and business process audits of an SAP system. AIS organizes audit activities into a reporting tree and allows auditors to run reports, review configurations, and document audit findings. It aims to improve audit quality by facilitating the standardized collection of evidence.
This document provides an overview of SAP functions including Sales and Distribution (SD), Materials Management (MM), Production Planning (PP), Financial Accounting & Asset Management (FI&AM), Controlling (CO), and how they integrate and support business processes. It describes the core functions of each like order processing in SD, procurement in MM, production planning in PP, accounting in FI&AM, and cost analysis in CO. It also shows how data and materials flow between the different modules to support business activities from order entry to production to shipping and accounting.
buildingSMART International is a nonprofit organization that develops open standards to support building information modeling (BIM) and sustainable construction. It has 13 chapters across 24 countries. The organization's vision is sustainability through sharing structured building data using open international standards. Its key standards include IFC for defining reusable building information, IDM for documenting information exchanges, and IFD for cataloging building terminology. The organization believes that governments can achieve cost savings, improved value, and lower carbon emissions by using open and shareable building asset information throughout the lifecycle of their facilities.
Manager Pro Media (MPM) is a management software solution for audiovisual production companies. It provides project management, supply chain management, sales proposal generation, human resources management, budgeting, production management, and real-time cost controlling capabilities. MPM helps production companies manage all aspects of projects from initial planning through delivery to stay on budget and schedule.
This document discusses how managed services can help support HR departments. It notes that organizations are under pressure to cut costs and improve efficiencies, and HR can help with this both for their own department and by assisting the rest of the business. Managed services can take over transactional tasks from HR to allow them to focus more on strategic work. A case study of KCOM Group is provided, where managed services from CIP helped reduce manual admin work and improve cost efficiencies by automating regular reporting and data uploads. KCOM's HR manager was pleased with the results and plans to transition more transactional tasks to managed services going forward.
HUMAN RESOURCES SOFTWARE PLATFORMS
Our concern to increase service efficiency has led us to develop, based on our long-term experience, two online platforms dedicated to HR specialists.
APTITUDE HR is an integrated platform of human resources management (HRMS - Human Resources Management System) that meets the flexibility requirements of the modern HR management models. It has a modular structure based on the field-specific processes. Tailored to the real needs of any organization,
APTITUDE HR supports the following activities:
- Organizational structure management
- Recruitment and selection management
- Competency assessment through questionnaires, multiple choice tests and assessment centres
- Staff hiring and administration
- Timesheet management and holiday planning
- Compensation management
- Performance management
- Development programme planning and implementation
- Corporate travel management
- Financial management of service contracts
- Internal control and auditing
- Operational parameters and performance indicators reporting
The application’s modules enable operational efficiency of all major activities of human resources management, and offer practical support in monitoring and automating all phases of the employee lifecycle from recruitment through to exit. The platform is 100% web based, information is centralized and functions are self-service, both for employees and managers. APTITUDE HR uses an advanced security system with role-based access control and passwords and can be hosted on the users’ own servers or delivered as SAAS (software as a service). The platform allows simultaneous management of employees across multiple companies (holding entities) and offers flexibility in managing different employment modalities. APTITUDE HR also enables integration with other applications via export/import and advanced work process customization and parameterization in compliance with the user company’s internal procedures. The application is available in both Romanian and English and, upon request, can be adapted to accommodate the most used European languages.
APTITUDE HR is readily tailored to suit the customer’s business requirements due to the high degree of adaptability and easy implementation. The platform has wide applicability regardless of industry or business volume and the application is being constantly developed to keep up with the market dynamics and the evolution of the HR management sector.
For more interesting information on this top-quality product, we invite you to visit our website at http://www.aptitude.ro . Feel free to ask any questions you may have (contact details are available on site).
The document discusses SAP's Audit Information System (AIS) which provides a standardized way for auditors to perform system and business process audits of an SAP system. AIS organizes audit activities into a reporting tree and allows auditors to run reports, review configurations, and document audit findings. It aims to improve audit quality by facilitating the standardized collection of evidence.
This document provides an overview of SAP functions including Sales and Distribution (SD), Materials Management (MM), Production Planning (PP), Financial Accounting & Asset Management (FI&AM), Controlling (CO), and how they integrate and support business processes. It describes the core functions of each like order processing in SD, procurement in MM, production planning in PP, accounting in FI&AM, and cost analysis in CO. It also shows how data and materials flow between the different modules to support business activities from order entry to production to shipping and accounting.
buildingSMART International is a nonprofit organization that develops open standards to support building information modeling (BIM) and sustainable construction. It has 13 chapters across 24 countries. The organization's vision is sustainability through sharing structured building data using open international standards. Its key standards include IFC for defining reusable building information, IDM for documenting information exchanges, and IFD for cataloging building terminology. The organization believes that governments can achieve cost savings, improved value, and lower carbon emissions by using open and shareable building asset information throughout the lifecycle of their facilities.
Manager Pro Media (MPM) is a management software solution for audiovisual production companies. It provides project management, supply chain management, sales proposal generation, human resources management, budgeting, production management, and real-time cost controlling capabilities. MPM helps production companies manage all aspects of projects from initial planning through delivery to stay on budget and schedule.
This document discusses how managed services can help support HR departments. It notes that organizations are under pressure to cut costs and improve efficiencies, and HR can help with this both for their own department and by assisting the rest of the business. Managed services can take over transactional tasks from HR to allow them to focus more on strategic work. A case study of KCOM Group is provided, where managed services from CIP helped reduce manual admin work and improve cost efficiencies by automating regular reporting and data uploads. KCOM's HR manager was pleased with the results and plans to transition more transactional tasks to managed services going forward.
HUMAN RESOURCES SOFTWARE PLATFORMS
Our concern to increase service efficiency has led us to develop, based on our long-term experience, two online platforms dedicated to HR specialists.
APTITUDE HR is an integrated platform of human resources management (HRMS - Human Resources Management System) that meets the flexibility requirements of the modern HR management models. It has a modular structure based on the field-specific processes. Tailored to the real needs of any organization,
APTITUDE HR supports the following activities:
- Organizational structure management
- Recruitment and selection management
- Competency assessment through questionnaires, multiple choice tests and assessment centres
- Staff hiring and administration
- Timesheet management and holiday planning
- Compensation management
- Performance management
- Development programme planning and implementation
- Corporate travel management
- Financial management of service contracts
- Internal control and auditing
- Operational parameters and performance indicators reporting
The application’s modules enable operational efficiency of all major activities of human resources management, and offer practical support in monitoring and automating all phases of the employee lifecycle from recruitment through to exit. The platform is 100% web based, information is centralized and functions are self-service, both for employees and managers. APTITUDE HR uses an advanced security system with role-based access control and passwords and can be hosted on the users’ own servers or delivered as SAAS (software as a service). The platform allows simultaneous management of employees across multiple companies (holding entities) and offers flexibility in managing different employment modalities. APTITUDE HR also enables integration with other applications via export/import and advanced work process customization and parameterization in compliance with the user company’s internal procedures. The application is available in both Romanian and English and, upon request, can be adapted to accommodate the most used European languages.
APTITUDE HR is readily tailored to suit the customer’s business requirements due to the high degree of adaptability and easy implementation. The platform has wide applicability regardless of industry or business volume and the application is being constantly developed to keep up with the market dynamics and the evolution of the HR management sector.
For more interesting information on this top-quality product, we invite you to visit our website at http://www.aptitude.ro . Feel free to ask any questions you may have (contact details are available on site).
The document discusses the evolution of procurement and strategic sourcing over time. It outlines several waves of procurement including decentralized contracting in the late 1980s, strategic sourcing in the 1990s focused on standardization and cost management, and modern procurement focused on total cost of ownership, open competition between functions, and dynamic insourcing/outsourcing. The relationship between purchasing, sourcing, procurement, and supply chain management is also briefly defined.
The document describes a business intelligence (BI) project for Grivco Group, a large Romanian conglomerate. The project involved implementing the Infor ION BI solution across 28 Grivco companies, with integration to their SunSystems financial system. Key aspects included:
- Implementing Infor ION BI with over 200 days of work for 1 pilot and 17 additional rollouts.
- Integrating the solution with their existing SunSystems financial system.
- Providing consolidated reporting and analysis across the 28 Grivco companies according to both Romanian and IFRS accounting standards.
Ff Presdentation User Conference Mumbai Automation 2008Jasbir Singh
The document discusses maintenance practices in process plants, focusing on how digital technologies can improve asset management. It describes traditional run-to-failure, preventative, and predictive maintenance approaches and their limitations. Advanced digital tools can now monitor devices online, detect abnormalities, predict failures, and recommend maintenance actions. This enables condition-based maintenance by analyzing device-level sensor and valve data as well as plant-level communication networks. The tools provide maintenance recommendations to reduce downtime and optimize asset use.
The document provides an overview of SAP's financial solutions, including SAP FI (Financial Accounting) and SAP CO (Controlling). SAP FI handles accounting transactions for external reporting purposes, including general ledger, accounts receivable/payable, and asset accounting. SAP CO provides supporting information for management decision making through cost element accounting, cost center accounting, internal orders, and product cost controlling. Key features of both modules include real-time processing and integration across the SAP system.
Thank you for the informative presentation. Based on what was discussed, here are a few actions I may consider:
- Evaluate which transactional HR tasks could be outsourced to a managed services provider to free up internal resources
- Research onboarding best practices and ways Ciphr's tools could help streamline our new hire onboarding process
- Look into implementing an electronic timesheet system to gain better visibility into staff work activities and productivity
- Sign up for the new online support portal for easier, self-service access to resolving common issues
- Consider the benefits of migrating more of our HR systems to the cloud for increased mobility, scalability and flexibility
Let me know if any other questions come up as I explore
The document discusses new trends in manufacturing systems design and operation, including increased flexibility, minimized vehicle generation times, optimized costs, and other factors. It also summarizes key industrial trends like globalization and new technologies that are driving these changes. Finally, it outlines several research and development efforts exploring digital manufacturing, embedded controls, wireless technologies, and other innovations that could shape future manufacturing environments and processes.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
Sirris Digitale Fabriek IV - Informatiebrug tussen productieaansturing en het...Sirris
Belang van de informatiebrug tussen productieaansturing en het algemeen bedrijfsbeheer: best practices, huidige standaardoplossingen en toekomst op dit gebied.
Mark Van Pee - Sirris Advanced Manufacturing
The document discusses Assystem's project management methodology. It summarizes that Assystem brings together clients, teams, partners and suppliers with a common plan and focus to deliver successful projects on time, on budget, and meeting quality standards. It also describes Assystem's expertise in managing large and complex projects in various industries like nuclear waste removal and the ITER fusion reactor project.
This document discusses IT governance and risk management practices. It outlines key aspects of IT governance including IT strategy committees, balanced scorecards, information security governance, and enterprise architecture. It also describes the components of a risk management program including identifying assets, analyzing risks through threat, vulnerability and impact assessments, and establishing a risk management process. The goal is to help organizations control IT from a strategic perspective, seek and manage risk, and ensure business needs are met.
This document provides guidance on benefits tracking for Gemini consultants working on project streams. It explains that delivering measurable performance improvement in the form of benefits is key to Gemini's approach and differentiates it from other consulting firms. Consultants may play various roles in benefits tracking including setting methodology, identifying benefits, developing measures and targets, tracking benefits, and reporting. The document advises consultants to clarify expectations for their role in benefits tracking by asking questions about what benefits their stream is expected to deliver and how benefits will be defined and measured.
This chapter discusses operations management. It provides an overview of key topics in OM including what OM is, the role of operations managers, productivity, and the history and evolution of OM. Some key points covered include defining OM as transforming inputs into outputs, the 10 critical decisions OM managers make, factors that influence productivity, and the growth of the services sector globally.
Operaton management chap 1 by RAJA ZEESHANZeeshan Afzal
This chapter discusses operations management. It provides an overview of key topics in OM including what OM is, the role of operations managers, productivity, and critical decisions in OM. It also reviews the history and evolution of OM concepts from figures like Taylor, Ford, and Deming. The chapter outlines differences between goods and services and trends shifting operations toward global and high-tech approaches.
The document outlines chapter 1 of an operations management textbook. It includes:
1) An introduction to operations management and the distinction between goods and services.
2) A description of the key functions of operations management including production, organizing production processes, and increasing productivity.
3) An overview of what operations managers do, including basic management functions like planning, organizing, staffing, leading, and controlling.
This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
The document discusses enterprise risk and finance solutions from Oracle. It defines enterprise risk and finance as integrating traditional accounting, financial management, risk management, compliance, and reporting on a common decision-making platform. It then describes four sales plays within enterprise risk and finance: finance modernization, risk adjusted performance management, enterprise risk and capital adequacy, and agile financial services analytics. Finally, it provides an example customer implementation for the finance modernization sales play.
SmartSugar built on SAP platform, is a comprehensive, preconfigured ERP solution with integrated cane management system. SmartSugar as an integrated solution manages every aspect of your business, including your financials, crop to sugar sale, manage by-products, control production cycles and plant maintenance.
1. The document discusses accounting concepts including what accounting is, its users and uses, ethics in accounting, the accounting equation, and how business transactions affect the accounting equation.
2. It also covers the four main financial statements that are prepared from accounting data: the income statement, retained earnings statement, balance sheet, and statement of cash flows.
3. The document uses examples, illustrations, and review questions to explain key accounting terms and concepts to accounting students.
The document discusses general definitions, scope, goals, benefits, and current and desired processes for IT asset management. Specifically, it defines IT asset management as the set of practices that support the lifecycle of IT assets from a financial, contractual and inventory perspective. It outlines that the current process involves manual data collection from different departments in various formats, which is difficult to compile. The desired outcome is an integrated enterprise solution that provides inputs for reporting, governance, financial planning, and supports the full lifecycle of assets from procurement to retirement while ensuring compliance. It concludes by posing questions to help define the proper focus, approach and stakeholder involvement for developing an improved asset management program.
Vision integrates and analyzes two main aspects of banking financial management: external communications for shareholders and internal communications for planning, performance measurement, control, and decision-making. It provides a holistic view of financial data for all entities with a single chart of accounts. The system delivers analytics across dimensions and attributes with drill-through reporting for finances and management information systems spanning multiple time periods.
The document discusses how information arrives to companies from various sources like paper documents, emails, social media, etc. and needs to be captured and routed to different business units and systems. It introduces Kofax's approach of capturing information at the point of origin to improve processing times, drive automation and costs savings, and enhance governance. The storyboard then shows how Kofax's capture technologies can understand and classify incoming content before routing it to destinations like ERP, CRM or document management systems to initiate automated workflows.
The document provides an overview of SAP Workflow concepts including basic terminology, the position of workflow in the SAP R/3 system, how workflow automates business processes, benefits of workflow, examples of workflow objects, events, methods and tasks. It describes the structure of a workflow definition including conditional processes, parallel processes, and loops. It also discusses templates, the universal inbox interface, and system components including definitions, item manager, and integrated inbox.
The document discusses the evolution of procurement and strategic sourcing over time. It outlines several waves of procurement including decentralized contracting in the late 1980s, strategic sourcing in the 1990s focused on standardization and cost management, and modern procurement focused on total cost of ownership, open competition between functions, and dynamic insourcing/outsourcing. The relationship between purchasing, sourcing, procurement, and supply chain management is also briefly defined.
The document describes a business intelligence (BI) project for Grivco Group, a large Romanian conglomerate. The project involved implementing the Infor ION BI solution across 28 Grivco companies, with integration to their SunSystems financial system. Key aspects included:
- Implementing Infor ION BI with over 200 days of work for 1 pilot and 17 additional rollouts.
- Integrating the solution with their existing SunSystems financial system.
- Providing consolidated reporting and analysis across the 28 Grivco companies according to both Romanian and IFRS accounting standards.
Ff Presdentation User Conference Mumbai Automation 2008Jasbir Singh
The document discusses maintenance practices in process plants, focusing on how digital technologies can improve asset management. It describes traditional run-to-failure, preventative, and predictive maintenance approaches and their limitations. Advanced digital tools can now monitor devices online, detect abnormalities, predict failures, and recommend maintenance actions. This enables condition-based maintenance by analyzing device-level sensor and valve data as well as plant-level communication networks. The tools provide maintenance recommendations to reduce downtime and optimize asset use.
The document provides an overview of SAP's financial solutions, including SAP FI (Financial Accounting) and SAP CO (Controlling). SAP FI handles accounting transactions for external reporting purposes, including general ledger, accounts receivable/payable, and asset accounting. SAP CO provides supporting information for management decision making through cost element accounting, cost center accounting, internal orders, and product cost controlling. Key features of both modules include real-time processing and integration across the SAP system.
Thank you for the informative presentation. Based on what was discussed, here are a few actions I may consider:
- Evaluate which transactional HR tasks could be outsourced to a managed services provider to free up internal resources
- Research onboarding best practices and ways Ciphr's tools could help streamline our new hire onboarding process
- Look into implementing an electronic timesheet system to gain better visibility into staff work activities and productivity
- Sign up for the new online support portal for easier, self-service access to resolving common issues
- Consider the benefits of migrating more of our HR systems to the cloud for increased mobility, scalability and flexibility
Let me know if any other questions come up as I explore
The document discusses new trends in manufacturing systems design and operation, including increased flexibility, minimized vehicle generation times, optimized costs, and other factors. It also summarizes key industrial trends like globalization and new technologies that are driving these changes. Finally, it outlines several research and development efforts exploring digital manufacturing, embedded controls, wireless technologies, and other innovations that could shape future manufacturing environments and processes.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
Sirris Digitale Fabriek IV - Informatiebrug tussen productieaansturing en het...Sirris
Belang van de informatiebrug tussen productieaansturing en het algemeen bedrijfsbeheer: best practices, huidige standaardoplossingen en toekomst op dit gebied.
Mark Van Pee - Sirris Advanced Manufacturing
The document discusses Assystem's project management methodology. It summarizes that Assystem brings together clients, teams, partners and suppliers with a common plan and focus to deliver successful projects on time, on budget, and meeting quality standards. It also describes Assystem's expertise in managing large and complex projects in various industries like nuclear waste removal and the ITER fusion reactor project.
This document discusses IT governance and risk management practices. It outlines key aspects of IT governance including IT strategy committees, balanced scorecards, information security governance, and enterprise architecture. It also describes the components of a risk management program including identifying assets, analyzing risks through threat, vulnerability and impact assessments, and establishing a risk management process. The goal is to help organizations control IT from a strategic perspective, seek and manage risk, and ensure business needs are met.
This document provides guidance on benefits tracking for Gemini consultants working on project streams. It explains that delivering measurable performance improvement in the form of benefits is key to Gemini's approach and differentiates it from other consulting firms. Consultants may play various roles in benefits tracking including setting methodology, identifying benefits, developing measures and targets, tracking benefits, and reporting. The document advises consultants to clarify expectations for their role in benefits tracking by asking questions about what benefits their stream is expected to deliver and how benefits will be defined and measured.
This chapter discusses operations management. It provides an overview of key topics in OM including what OM is, the role of operations managers, productivity, and the history and evolution of OM. Some key points covered include defining OM as transforming inputs into outputs, the 10 critical decisions OM managers make, factors that influence productivity, and the growth of the services sector globally.
Operaton management chap 1 by RAJA ZEESHANZeeshan Afzal
This chapter discusses operations management. It provides an overview of key topics in OM including what OM is, the role of operations managers, productivity, and critical decisions in OM. It also reviews the history and evolution of OM concepts from figures like Taylor, Ford, and Deming. The chapter outlines differences between goods and services and trends shifting operations toward global and high-tech approaches.
The document outlines chapter 1 of an operations management textbook. It includes:
1) An introduction to operations management and the distinction between goods and services.
2) A description of the key functions of operations management including production, organizing production processes, and increasing productivity.
3) An overview of what operations managers do, including basic management functions like planning, organizing, staffing, leading, and controlling.
This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
The document discusses enterprise risk and finance solutions from Oracle. It defines enterprise risk and finance as integrating traditional accounting, financial management, risk management, compliance, and reporting on a common decision-making platform. It then describes four sales plays within enterprise risk and finance: finance modernization, risk adjusted performance management, enterprise risk and capital adequacy, and agile financial services analytics. Finally, it provides an example customer implementation for the finance modernization sales play.
SmartSugar built on SAP platform, is a comprehensive, preconfigured ERP solution with integrated cane management system. SmartSugar as an integrated solution manages every aspect of your business, including your financials, crop to sugar sale, manage by-products, control production cycles and plant maintenance.
1. The document discusses accounting concepts including what accounting is, its users and uses, ethics in accounting, the accounting equation, and how business transactions affect the accounting equation.
2. It also covers the four main financial statements that are prepared from accounting data: the income statement, retained earnings statement, balance sheet, and statement of cash flows.
3. The document uses examples, illustrations, and review questions to explain key accounting terms and concepts to accounting students.
The document discusses general definitions, scope, goals, benefits, and current and desired processes for IT asset management. Specifically, it defines IT asset management as the set of practices that support the lifecycle of IT assets from a financial, contractual and inventory perspective. It outlines that the current process involves manual data collection from different departments in various formats, which is difficult to compile. The desired outcome is an integrated enterprise solution that provides inputs for reporting, governance, financial planning, and supports the full lifecycle of assets from procurement to retirement while ensuring compliance. It concludes by posing questions to help define the proper focus, approach and stakeholder involvement for developing an improved asset management program.
Vision integrates and analyzes two main aspects of banking financial management: external communications for shareholders and internal communications for planning, performance measurement, control, and decision-making. It provides a holistic view of financial data for all entities with a single chart of accounts. The system delivers analytics across dimensions and attributes with drill-through reporting for finances and management information systems spanning multiple time periods.
The document discusses how information arrives to companies from various sources like paper documents, emails, social media, etc. and needs to be captured and routed to different business units and systems. It introduces Kofax's approach of capturing information at the point of origin to improve processing times, drive automation and costs savings, and enhance governance. The storyboard then shows how Kofax's capture technologies can understand and classify incoming content before routing it to destinations like ERP, CRM or document management systems to initiate automated workflows.
The document provides an overview of SAP Workflow concepts including basic terminology, the position of workflow in the SAP R/3 system, how workflow automates business processes, benefits of workflow, examples of workflow objects, events, methods and tasks. It describes the structure of a workflow definition including conditional processes, parallel processes, and loops. It also discusses templates, the universal inbox interface, and system components including definitions, item manager, and integrated inbox.
Oil and Gas 75 Workshop Ana Paula Brambila Sep 2012alipaiva
IBM Maximo for Oil & Gas helps oil and gas companies manage their assets, work, and safety processes. It addresses specialized needs like failure codes and regulatory compliance. It manages the entire asset lifecycle from acquisition to preventative maintenance. Installation requires the latest Maximo version and works on standard Maximo environments and operating systems.
1. Operations management provides a systematic way of looking at organizational processes and presents interesting career opportunities. It deals with planning, designing, and operating production systems to achieve organizational goals.
2. The concepts and tools of operations management, such as forecasting, optimization models, queueing analysis, and simulation, are widely used to manage various business functions.
3. Operations management has become increasingly important as a consultancy service, representing 31% of the world's largest consulting firms' revenues. Understanding operations management principles can help improve productivity and competitiveness.
The document discusses the eDiscovery market and opportunities for emerging eDiscovery vendors. It notes that the market is shifting from a reactive, case-driven model to a more proactive approach focused on enterprise compliance. For emerging vendors to succeed, they need scalable technology and the ability to integrate with broader content management and information governance initiatives. The document also analyzes acquisition trends that see global software firms acquiring specialized eDiscovery vendors to fill gaps and gain expertise in this growing market segment.
In today’s service economy cutting cost and making processes more efficient is the key. The OpenERP for Carpet Industry is going to reduce various costs and make processes efficient providing High ROI made in OpenERP.
Technology Review is a periodical publication of Comarch that presents current industry trends and addresses hot topics regarding the telecommunications market.
Featured articles:
- Case Study: Grupo TVCable have obtained new flexible back office systems assuring smooth order-to-bill process support
- Transformation… what does this mean???
- How to avoid embarrassing challenges in projects – a vendor view
- Service Quality and Customer Experience – where customers meet the network
- How to transform your BSS to achieve the perfect customer experience
- Telework – an unexploited niche for telecom operators?
Improving corporate management performance english version__osvaldoINNOVO USACH
The document discusses strategies for strengthening sales planning and commercial strategies for medical and healthcare industries in Latin America. It addresses key topics such as highlighting business management, putting business management into action, and integrating management functions in a company. Specifically, it discusses the importance of setting clear objectives, identifying alternative actions, building an excellent organization, and maintaining competitiveness through leadership, quality, and effective service. It also covers the salesman mindset, product portfolio management, customer focus, and pricing strategies. The overall aim is to provide a management framework to balance functions and improve financial and commercial performance.
OAUGNJ 2013, Product Spotlight: Oracle Financial Close ManagementRJ Linehan
Oracle Financial Close Management (FCM) helps finance organizations improve the efficiency, timeliness, transparency, and reliability of their financial close and compliance processes. It provides a centralized web-based solution to support all tasks of the financial close such as ledger and sub-ledger close, data loading and mapping, financial consolidation, account reconciliation, and internal and external reporting. Key features include task scheduling and dashboards to monitor close progress, security-driven views tailored for users' roles, and automation capabilities. FCM aims to address challenges faced by finance organizations like lack of visibility, reduced time to complete processing, and expanding regulatory requirements.
Similar to Handout dls csb-produma_24_may2012 (20)
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
1. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 1 of 12
Introduction to Operations The Hard Rock Cafe
Management
First opened in 1971
Now – 129 restaurants in over 40 countries
Rock music memorabilia
Creates value in the form of good food
Prof. Ramon H. Enriquez and entertainment
3,500+ custom meals per day in Orlando
How does an item get on the menu?
Role of the Operations Manager
1-1 1-2
What Is Operations Organizing to Produce
Management? Goods and Services
Essential functions:
Production is the creation of
goods and services 1. Marketing – generates demand
Operations management (OM) is 2. Production/operations – creates
/
the product
the set of activities that create
value in the form of goods and 3. Finance/accounting – tracks how
services by transforming inputs well the organization is doing,
pays bills, collects the money
into outputs
1-3 1-4
Organizational Charts Organizational Charts
Commercial Bank Airline
Operations Finance/ Marketing
Operations Finance Marketing accounting
Ground support Traffic
Teller Investments Loans equipment Accounting administration
Scheduling Secu ty
Security Co
Commercial
e ca Maintenance Payables Reservations
Check Clearing Real estate Industrial Receivables Schedules
Ground Operations
Collection General Ledger Tariffs (pricing)
Financial Facility
Transaction maintenance Finance Sales
Accounting Personal
processing Catering Cash control Advertising
Facilities Mortgage International
Flight Operations
design/layout exchange
Auditing Crew scheduling
Vault operations Flying
Trust Department Communications
Maintenance
Dispatching
Security
Figure 1.1(A)
Management science Figure 1.1(B)
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2. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 2 of 12
Organizational Charts
Manufacturing
Why Study OM?
1. OM is one of three major functions of
Operations Finance/ Marketing any organization, we want to study
Facilities
Construction; maintenance
accounting Sales
promotion
how people organize themselves for
Disbursements/
Production and inventory control credits Advertising productive enterprise
Scheduling; materials control Receivables Sales
Payables
Quality assurance and control
Supply-chain management
General ledger Market
research
2.
2 We want (and need) to know how
W t( d d) t k h
Manufacturing
Funds Management goods and services are produced
Tooling; fabrication; assembly Money market
International
Design
Product development and design
exchange 3. We want to understand what
Capital requirements
Detailed product specifications
Industrial engineering Stock issue
operations managers do
Efficient use of machines, space, Bond issue
and personnel and recall 4. OM is such a costly part of an
Process analysis
Development and installation of
production tools and equipment Figure 1.1(C)
organization
1-7 1-8
Options for Increasing What Operations
Contribution Managers Do
Finance/
Marketing Accounting OM
Option Option Option Basic Management Functions
Increase Reduce Reduce
Sales Finance Production Planning
Current Revenue 50% Costs 50% Costs 20%
Sales $100,000 $150,000 $100,000 $100,000 Organizing
Cost of Goods – 80,000 – 120,000 – 80,000 – 64,000
Gross Margin 20,000 30,000 20,000 36,000 Staffing
Finance Costs – 6,000 – 6,000 – 3,000 – 6,000
Subtotal 14,000 24,000 17,000 30,000 Leading
Taxes at 25% – 3,500 – 6,000 – 4,250 – 7,500
Contribution $ 10,500 $ 18,000 $ 12,750 $ 22,500 Controlling
Table 1.1
1-9 1 - 10
Ten Critical Decisions The Critical Decisions
1. Design of goods and services
2. Managing quality
1. Design of goods and services
3. Process and capacity What good or service should we
design
4. Location strategy offer?
5.
5 Layout strategy How should we design these
6. Human resources and
job design products and services?
7. Supply-chain
management 2. Managing quality
8. Inventory, MRP, JIT
How do we define quality?
9. Scheduling
10. Maintenance Who is responsible for quality?
Table 1.2 Table 1.2 (cont.)
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3. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 3 of 12
The Critical Decisions The Critical Decisions
3. Process and capacity design 5. Layout strategy
How should we arrange the facility?
What process and what capacity will
these products require? How large must the facility be to meet
our plan?
What equipment and technology is
q p gy
necessary for these processes? 6. Human resources and job design
4. Location strategy How do we provide a reasonable
work environment?
Where should we put the facility?
How much can we expect our
On what criteria should we base the employees to produce?
location decision?
Table 1.2 (cont.) Table 1.2 (cont.)
1 - 13 1 - 14
The Critical Decisions The Critical Decisions
7. Supply-chain management 9. Intermediate and short–term
Should we make or buy this scheduling
component? Are we better off keeping people on
Who should be our suppliers and how the payroll during slowdowns?
can we integrate them into our strategy? Which jobs do we perform next?
8. Inventory, material requirements 10. Maintenance
planning, and JIT
How do we build reliability into our
How much inventory of each item processes?
should we have?
Who is responsible for maintenance?
When do we re-order?
Table 1.2 (cont.) Table 1.2 (cont.)
1 - 15 1 - 16
Significant Events in OM New Challenges in OM
From To
Local or national focus Global focus
Batch shipments Just-in-time
Low bid purchasing Supply-chain
partnering
t i
Lengthy product Rapid product
development development,
alliances
Standard products Mass
customization
Job specialization Empowered
Figure 1.3 employees, teams
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4. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 4 of 12
Characteristics of Goods Characteristics of Service
Tangible product Intangible product
Consistent product Produced and
definition consumed at same time
Production usually Often unique
separate from High customer
consumption interaction
Can be inventoried Inconsistent product
Low customer definition
interaction Often knowledge-based
Frequently dispersed
1 - 31 1 - 32
Industry and Services as Goods and Services
Percentage of GDP Automobile
Computer
90 −
Services Manufacturing Installed carpeting
80 −
70 − Fast-food meal
60 − Restaurant meal/auto repair
50 − Hospital care
40 − Advertising agency/
30 − investment management
20 − Consulting service/
10 − teaching
0− Counseling
Germany
US
Canada
UK
Australia
China
Czech Rep
France
Hong Kong
South Africa
Japan
Mexico
Russian Fed
Spain
100% 75 50 25 0 25 50 75 100%
| | | | | | | | |
Percent of Product that is a Good Percent of Product that is a Service
1 - 33 1 - 34
Manufacturing and Service Productivity Challenge
Employment
120 –
Productivity is the ratio of outputs (goods
100 – and services) divided by the inputs
Employment (millions)
(resources such as labor and capital)
80 – Service
60 – The objective is to improve productivity!
40 –
Manufacturing Important Note!
20 –
Production is a measure of output
0– | | | | | | | only and not a measure of efficiency
1950 1970 1990 2010 (est)
1960 1980 2000
Figure 1.4 (A)
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5. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 5 of 12
The Production System Improving Productivity at
Starbucks
Inputs Transformation Outputs
A team of 10 analysts
Labor, Goods continually look for ways
capital, Conversion Process and
management services to shave time. Some
improvements:
Stop requiring signatures Saved 8 seconds
on credit card purchases per transaction
under $25
Change the size of the ice Saved 14 seconds
Feedback loop scoop per drink
Figure 1.6 New espresso machines Saved 12 seconds
per shot
1 - 46 1 - 47
Improving Productivity at Productivity
Starbucks
A team of 10 analysts Units produced
continually look for ways Productivity =
to shave time. Some
Input used
improvements:
Operations improvements have
helped Starbucks increase yearly
Measure of process improvement
Stop requiring signatures Saved 8 seconds
on credit card purchases outlet by $200,000 to
revenue per per transaction Represents output relative to input
under $25 $940,000 in six years.
Change the size of the ice has improved by 27%,
Productivity Saved 14 seconds Only through productivity increases
scoop or about 4.5% per year.
per drink can our standard of living improve
New espresso machines Saved 12 seconds
per shot
1 - 48 1 - 49
Productivity Calculations Multi-Factor Productivity
Labor Productivity Output
Productivity =
Units produced
Labor + Material + Energy
Productivity = + Capital + Miscellaneous
Labor-hours used
Also known as total factor productivity
1,000 Output and inputs are often expressed
= = 4 units/labor-hour in dollars
250
One resource input single-factor productivity Multiple resource inputs multi-factor productivity
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6. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 6 of 12
Measurement Problems Productivity Variables
1. Quality may change while the 1. Labor - contributes
quantity of inputs and outputs about 10% of the
remains constant annual increase
2. External elements may cause an
2 E t l l t 2.
2 Capital - contributes
increase or decrease in about 38% of the
productivity annual increase
Precise units of measure may be 3. Management -
lacking contributes about 52%
of the annual increase
1 - 60 1 - 61
Key Variables for Improved Service Productivity
Labor Productivity
1. Typically labor intensive
1. Basic education appropriate for the
labor force 2. Frequently focused on unique
individual attributes or desires
2. Diet of the labor force
3. Often an intellectual task performed by
3
3. Social overhead that makes labor professionals
available
4. Often difficult to mechanize
Challenge is in maintaining and
5. Often difficult to evaluate for quality
enhancing skills in the midst of rapidly
changing technology and knowledge
1 - 62 1 - 65
Ethics and The Global Environment
Social Responsibility and Operations Strategy
Challenges facing
operations managers:
Developing and producing safe,
safe
quality products
Maintaining a clean environment
Prof. Ramon H. Enriquez
Providing a safe workplace
Honoring stakeholder commitments
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7. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 7 of 12
Some Boeing Suppliers (787) Some Boeing Suppliers (787)
Firm Country Component Firm Country Component
Latecoere France Passenger doors Cobham UK Fuel pumps and valves
Labinel France Wiring Rolls-Royce UK Engines
Dassault France Design and Smiths Aerospace UK Central computer
PLM software system
y
Messier-Bugatti France Electric brakes BAE SYSTEMS UK Electronics
Thales France Electrical power Alenia Aeronautics Italy Upper center
conversion system fuselage &
and integrated horizontal stabilizer
standby flight display Toray Industries Japan Carbon fiber for
Messier-Dowty France Landing gear structure wing and tail units
Diehl Germany Interior lighting
1 - 68 1 - 69
Some Boeing Suppliers (787) Some Boeing Suppliers (787)
Firm Country Component Firm Country Component
Fuji Heavy Japan Center wing box Korean Aviation South Wingtips
Industries Korea
Kawasaki Heavy Japan Forward fuselage, Saab Sweden Cargo access doors
Industries fixed section of wing,
landing
l di gear well ll
Teijin Seiki Japan Hydraulic actuators
Mitsubishi Heavy Japan Wing box
Industries
Chengdu Aircraft China Rudder
Group
Hafei Aviation China Parts
1 - 70 1 - 71
Global Strategies Growth of World Trade
Boeing – sales and production are 35 –
worldwide 30 – Collapse of the
Berlin Wall
Benetton – moves inventory to stores 25 –
around the world faster than its
ent
20 –
Perce
competition by building flexibility into 15 –
design, production, and distribution
10 –
Sony – purchases components from 5–
suppliers in Thailand, Malaysia, and
0 –| | | | | | | | | | |
around the world 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 (est*)
Year
Figure 2.1
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8. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 8 of 12
Some Multinational Reasons to Globalize
Corporations
% Sales % Assets
Outside Outside Reasons to Globalize
Home Home Home % Foreign Tangible 1. Reduce costs (labor, taxes, tariffs, etc.)
Company Country Country Country Workforce
Reasons 2. Improve supply chain
p
Citicorp USA 34 46 NA
3. Provide better goods and services
3 P id b tt d d i
Colgate- USA 72 63 NA
Palmolive 4. Understand markets
Dow USA 60 50 NA Intangible 5. Learn to improve operations
Chemical
Reasons 6. Attract and retain global talent
Gillette USA 62 53 NA
Honda Japan 63 36 NA
IBM USA 57 47 51
1 - 75 1 - 77
Cultural and Ethical Issues
Developing Missions and
Cultures can be quite different Strategies
Attitudes can be quite different
towards Mission statements tell an
Punctuality Thievery organization where it is going
Lunch breaks Bribery
The Strategy tells the
Environment Child labor organization how to get there
Intellectual
property
1 - 84 1 - 90
Mission Arnold Palmer Hospital
Mission - where are
Arnold Palmer Hospital for
you going?
Children provides state-of-the-art,
Organization’s family centered healthcare
y
purpose for being focused on restoring the joy of
Answers ‘What do childhood in an environment of
we provide society?’ compassion, healing, and hope.
Provides boundaries
and focus
Figure 2.2
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9. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 9 of 12
Factors Affecting Mission Sample Missions
Philosophy
and Values Sample Company Mission
To manufacture and service an innovative, growing, and
Profitability profitable worldwide microwave communications business
Environment
and Growth that exceeds our customers’ expectations.
Mission Sample Operations Management Mission
Customers Public Image To produce products consistent with the company’s mission
as the worldwide low-cost manufacturer.
Benefit to
Society
Figure 2.3
1 - 95 1 - 96
Sample Missions Sample Missions
Sample OM Department Missions Sample OM Department Missions
Product design To design and produce products and Location To locate, design, and build efficient and
services with outstanding quality and economical facilities that will yield high
inherent customer value. value to the company, its employees, and the
community.
Quality management To attain the exceptional value that is
consistent with our company mission and Layout design To achieve, through skill, imagination, and
marketing objectives by close attention to resourcefulness in layout and work methods,
design, procurement, production, and field production effectiveness and efficiency
service operations while supporting a high quality of work life.
Process design To determine, design, and produce the Human resources To provide a good quality of work life, with
production process and equipment that will well-designed, safe, rewarding jobs, stable
be compatible with low-cost product, high employment, and equitable pay, in exchange
quality, and good quality of work life at for outstanding individual contribution from
economical cost. employees at all levels.
Figure 2.3 Figure 2.3
1 - 97 1 - 98
Sample Missions Strategic Process
Sample OM Department Missions Organization’s
Supply-chain To collaborate with suppliers to develop Mission
management innovative products from stable, effective,
and efficient sources of supply.
Inventory To achieve low investment in inventory
consistent with high customer service levels
g
and high facility utilization. Functional
Area Missions
Scheduling To achieve high levels of throughput and
timely customer delivery through effective
scheduling.
Maintenance To achieve high utilization of facilities and
equipment by effective preventive
maintenance and prompt repair of facilities Finance/
Marketing Operations
and equipment. Accounting
Figure 2.3
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10. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 10 of 12
Strategy Strategies for Competitive
Advantage
Action plan to
achieve mission
Differentiation – better, or at
Functional areas
g
have strategies least different
Strategies exploit Cost leadership – cheaper
opportunities and Response – rapid response
strengths, neutralize
threats, and avoid
weaknesses
1 - 101 1 - 102
Competing on Competing on Cost
Differentiation
Provide the maximum value as
Uniqueness can go beyond both the
perceived by customer. Does not
physical characteristics and service
imply low quality.
attributes to encompass everything
that impacts customer s perception
customer’s Southwest Airlines – secondary
S th t Ai li d
of value airports, no frills service, efficient
utilization of equipment
Safeskin gloves – leading edge products Wal-Mart – small overhead, shrinkage,
Walt Disney Magic Kingdom – distribution costs
experience differentiation Franz Colruyt – no bags, low light, no
Hard Rock Cafe – dining experience music, doors on freezers
1 - 103 1 - 104
OM’s Contribution to Strategy
Competing on Response 10 Operations Competitive
Decisions Approach Example Advantage
Product DIFFERENTIATION
Flexibility is matching market changes in Innovative design … Safeskin’s innovative gloves
Broad product line … Fidelity Security’s mutual funds
design innovation and volumes Quality After-sales service … Caterpillar’s heavy equipment
service
Experience … Hard Rock Café’s dining
A way of life at Hewlett-Packard Process
experience
Location COST LEADERSHIP
Reliability is meeting schedules Low overhead … Franz-Colruyt’s warehouse-type Differentiation
stores
t
Layout (better)
Effective capacity
German machine industry use … Southwest Airline’s
Human aircraft utilization
Timeliness is quickness resource Inventory
management … Wal Mart’s sophisticated
Response
(faster)
in design, production, Supply chain
distribution system
Cost
RESPONSE leadership
and delivery Inventory Flexibility … Hewlett-Packard’s response to (cheaper)
volatile world market
Reliability … FedEx’s “absolutely, positively,
Johnson Electric, Scheduling on time”
Pizza Hut, Motorola Quickness … Pizza Hut’s 5-minute guarantee
at lunchtime
Maintenance Figure 2.4
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11. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 11 of 12
Goods and Services and Goods and Services and
the 10 OM Decisions the 10 OM Decisions
Operations Operations
Decisions Goods Services Decisions Goods Services
Goods and Product is usually Product is not Location Near raw Near customers
service tangible tangible selection materials and
design labor
Quality Many objective Many subjective Layout Production Enhances product
standards standards design efficiency and production
Process Customers not Customer may be Human Technical skills, Interact with
and involved directly involved resources consistent labor customers, labor
capacity Capacity must and job standards, output standards vary
design match demand design based wages
Table 2.1 1 - 108
Table 2.1 1 - 109
Goods and Services and Goods and Services and
the 10 OM Decisions the 10 OM Decisions
Operations Operations
Decisions Goods Services Decisions Goods Services
Supply Relationship Important, but Maintenance Often preventive Often “repair” and
chain critical to final may not be and takes place takes place at
p oduct
product c t ca
critical at p oduct o s te custo e s s te
production site customer’s site
Inventory Raw materials, Cannot be stored
work-in-process,
and finished
goods may be
held
Scheduling Level schedules Meet immediate
possible customer demand
Table 2.1 Table 2.1
1 - 110 1 - 111
Managing Global Service Product Life Cycle
Operations Introduction Growth Maturity Decline
Best period to Practical to change Poor time to Cost control
egy/Issues
increase market price or quality change image, critical
share image price, or quality
Requires a different perspective on: R&D engineering is Strengthen niche Competitive costs
critical become critical
Defend market
Company Strate
Capacity planning Internet search engines
position Drive-through
restaurants
CD-ROMs
Location planning iPods LCD &
Xbox 360 plasma TVs
Facilities design and layout Sales
Avatars
Scheduling Boeing 787 Analog
TVs
Twitter
Figure 2.5
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12. DLS-COSB PRODUMA Handout LECTURE 1 - 24May2012 Page 12 of 12
Product Life Cycle SWOT Analysis
Introduction Growth Maturity Decline
Product design Forecasting Standardization Little product
and critical Fewer product differentiation
development Product and changes, more Cost Mission
y/Issues
critical process minor changes minimization
Frequent reliability Optimum Overcapacity
product and Internal
process design
Competitive capacity in the External
OM Strategy
product
d t industry
i d t
changes improvements
Increasing
stability of Prune line to
Strengths Opportunities
Short production and options process eliminate
runs Increase capacity items not Analysis
Long production
High production Shift toward runs returning
costs product focus good margin
Limited models
Product
Reduce
Internal External
Enhance improvement
Attention to distribution and cost cutting capacity Weaknesses Threats
quality
Strategy
Figure 2.5
1 - 121 1 - 122
Strategy Development Process Strategy Development and
Analyze the Environment Implementation
Identify the strengths, weaknesses, opportunities, and threats.
Understand the environment, customers, industry, and competitors.
Identify key success factors
Build and staff the organization
Determine the Corporate Mission
State the reason for the firm’s existence and identify the Integrate OM with other activities
value it wishes to create.
Form a Strategy
The operations manager’s job is to implement
Build a competitive advantage, such as low price, design, or
an OM strategy, provide competitive
volume flexibility, quality, quick delivery, dependability, after- advantage, and increase productivity
sale service, broad product lines.
Figure 2.6
1 - 123 1 - 124
Four International
Operations Strategies
High Figure 2.9
Global Strategy Transnational Strategy
Cost Reduction Considerations
Standardized product Move material, people, ideas
Economies of scale across national boundaries
Cross-cultural learning Economies of scale
Cross-cultural learning
Examples:
Texas Instruments
Caterpillar
Otis Elevator
Examples
Coca-Cola
Nestlé
End of Presentation
C
Multidomestic Strategy
International Strategy Use existing
Import/export or domestic model globally
license existing Franchise, joint ventures,
product subsidiaries
Examples Examples
U.S. Steel Heinz The Body Shop
Harley Davidson McDonald’s Hard Rock Cafe
Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
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