Introduction To Operation Management
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Operational management involves planning, organizing, and controlling the processes that transform inputs into finished goods and services. It has evolved from early concepts like the division of labor and standardized parts to modern approaches like just-in-time manufacturing, supply chain partnering, and mass customization. Operational management occurs at three levels - strategic, tactical, and operational. The strategic level focuses on high-level issues like plant locations, the tactical level addresses areas like equipment selection, and the operational level involves daily activities such as production scheduling and quality control. Competing based on cost, quality, flexibility, and speed are important considerations for operational management.
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Production strategy
The document discusses production strategy for multinational enterprises (MNEs). It examines the role of research, development, and innovation in production. Key steps in generating goods and services include global sourcing, quality maintenance, inventory control, and emphasis on service. International logistics are also important in production strategy. MNEs organize production to minimize costs through logistics and inventory control while investing in R&D and new product development to increase efficiency.
OPERATION STRATEGY
The document discusses key aspects of operation management and strategy. It defines operation management as the systematic design, direction, and control of processes that transform inputs into services. It identifies the five key components in any operation as plants, people, parts, processes, and planning/control. It then discusses elements of operation strategy including production systems, facilities, product/service design, quality, flexibility, and time. Finally, it covers topics like competitive priorities, industry best practices, manufacturing strategies, and the link between corporate, business and operation strategies.
435ch14
1) Sales and operations planning (S&OP) is a process that plans future resource levels to balance supply and demand. It focuses on aggregate levels rather than details.
2) The S&OP relates to other plans like the business plan and considers inputs from functions areas and managers. It aims to minimize costs while meeting objectives like customer service and plant utilization.
3) The document describes S&OP strategies, constraints, tools, and uses a transportation example to illustrate finding the lowest cost production plan to meet seasonal demand for a paint company.
OPERATIONS STRATEGY
Operation strategy is defined as the total pattern of decisions that shape a company's long-term production capabilities and how they contribute to overall business strategy by balancing customer needs with available resources. It should be linked to and support the business strategy. Key elements of operation strategy include positioning production systems, focusing factories and services, product/service design and development, technology selection, allocating resources to strategic alternatives, and facility planning. Companies now often adopt quality- and time-based strategies instead of just cost minimization or differentiation.
Lesson 4 productivity and competition
This document discusses the relationship between productivity and business competitiveness. It defines productivity as a measure of efficiency or the amount of output produced compared to the amount of input required. The document explains that productivity can be improved by either producing more outputs from the same inputs through better use of resources, or by reducing inputs needed for the same level of outputs through waste elimination or technology upgrades. It also notes that improvements can be made in facilities, materials management, quality control, and technology. Competitiveness refers to being as good or better than rivals based on factors like cost, quality, and delivery speed.
Production and operation management system.
This presentation provides an overview of production and operation management systems. It introduces management, production management, and operation management. The objective of a production management system is to produce goods of the right quality and quantity at the right time and cost. A framework for managing operations includes planning, organizing, controlling, and considering organizational behavior. Key concepts in operation management are efficiency, effectiveness, and value. The objectives of operation management are to provide good customer service and achieve adequate resource utilization. The scope of production and operation management includes facility location, plant layout, product design, production planning and control, quality control, materials management, and maintenance management.
Latest trends in production and operational management
The document discusses recent trends in production and operational management, including global competition, supply chain management, business process reengineering, total quality management, lean manufacturing, worker involvement, and cycle time reduction. Companies go global to reduce costs, improve supply chains, access international markets, and respond to demand changes. Supply chain management oversees materials, information, and finance as they move from supplier to manufacturer. Business process reengineering and total quality management aim to improve processes, products, services, and company culture. Lean manufacturing works to eliminate waste from production. Worker involvement and cycle time reduction can help companies gain competitive advantages.
component of operation strategy
Explain briefly elements of operations strategy?
Ans. The six elements of operations strategy are:-
1. Designing of the production system
2. Facilities for production and services
3. Product or service design and development
4. Technology selection, development, and process development
5. Allocation of resources
6. Focus on facilities planning
1. Designing of the production system: - The designing of the production
system involves the selection of the type of product design, processing
system, inventory plan for finished goods, etc. The product design has
two varieties.
Customized product design
Standard product design
There are two types of production systems. They are product focused and
process focused. Product-focused system is adopted where there is mass
production by using a group of machines. For example, products like
automobiles, computers, etc.
2. Facilities for production and services: - Certain specialization in
production allows the firm to provide the customers with products of
lower cost, faster delivery, on-time delivery, high product quality, and
flexibility.
3. Product or Service design and development:-
Generating the idea
Creating the feasibility reports
Designing the prototype and testing
Preparing a production model
Evaluating the economies of scale for production
Testing the product in the market
Obtaining feedback
Creating the final design and starting the production
4. Technology selection and process development: - A product selected
for production will be analyses for the process and the applicable
technology for optimal production. There are many challenges faced by
the operations managers in this decision as the alternatives are many.
The techno-economic analysis for each alternative will help to decide
the required technology.5. Allocation of resources: - The production units face continuous
problems of allocating the scarce resources like capital, machines,
equipment, materials, manpower, services, etc. Allocation at the right
time to the right place of production indicates the efficiency of the
production planners. Optimal use of resources will enable economical
production. Minimizing waste, optimal utilization of resources, and the
best quality product demand a sound operations strategy.
6. Facility, capacity, and layout planning: - The location, layout, and
facilities creation for the production are the key decision areas for the
operations manager. These are critical for achieving the
competitiveness. The decision also influences the future expansion of
the plant. While evaluating the alternatives, the operations manager will
consider the availability of raw materials, access to market, etc.
Enormous capital requirement is required and the planning is always
long range. Here, the production process adopted and the technology
pursued dictates the volume, quality, and cost of production
Recommended
Production strategy
The document discusses production strategy for multinational enterprises (MNEs). It examines the role of research, development, and innovation in production. Key steps in generating goods and services include global sourcing, quality maintenance, inventory control, and emphasis on service. International logistics are also important in production strategy. MNEs organize production to minimize costs through logistics and inventory control while investing in R&D and new product development to increase efficiency.
OPERATION STRATEGY
The document discusses key aspects of operation management and strategy. It defines operation management as the systematic design, direction, and control of processes that transform inputs into services. It identifies the five key components in any operation as plants, people, parts, processes, and planning/control. It then discusses elements of operation strategy including production systems, facilities, product/service design, quality, flexibility, and time. Finally, it covers topics like competitive priorities, industry best practices, manufacturing strategies, and the link between corporate, business and operation strategies.
435ch14
1) Sales and operations planning (S&OP) is a process that plans future resource levels to balance supply and demand. It focuses on aggregate levels rather than details.
2) The S&OP relates to other plans like the business plan and considers inputs from functions areas and managers. It aims to minimize costs while meeting objectives like customer service and plant utilization.
3) The document describes S&OP strategies, constraints, tools, and uses a transportation example to illustrate finding the lowest cost production plan to meet seasonal demand for a paint company.
OPERATIONS STRATEGY
Operation strategy is defined as the total pattern of decisions that shape a company's long-term production capabilities and how they contribute to overall business strategy by balancing customer needs with available resources. It should be linked to and support the business strategy. Key elements of operation strategy include positioning production systems, focusing factories and services, product/service design and development, technology selection, allocating resources to strategic alternatives, and facility planning. Companies now often adopt quality- and time-based strategies instead of just cost minimization or differentiation.
Lesson 4 productivity and competition
This document discusses the relationship between productivity and business competitiveness. It defines productivity as a measure of efficiency or the amount of output produced compared to the amount of input required. The document explains that productivity can be improved by either producing more outputs from the same inputs through better use of resources, or by reducing inputs needed for the same level of outputs through waste elimination or technology upgrades. It also notes that improvements can be made in facilities, materials management, quality control, and technology. Competitiveness refers to being as good or better than rivals based on factors like cost, quality, and delivery speed.
Production and operation management system.
This presentation provides an overview of production and operation management systems. It introduces management, production management, and operation management. The objective of a production management system is to produce goods of the right quality and quantity at the right time and cost. A framework for managing operations includes planning, organizing, controlling, and considering organizational behavior. Key concepts in operation management are efficiency, effectiveness, and value. The objectives of operation management are to provide good customer service and achieve adequate resource utilization. The scope of production and operation management includes facility location, plant layout, product design, production planning and control, quality control, materials management, and maintenance management.
Latest trends in production and operational management
The document discusses recent trends in production and operational management, including global competition, supply chain management, business process reengineering, total quality management, lean manufacturing, worker involvement, and cycle time reduction. Companies go global to reduce costs, improve supply chains, access international markets, and respond to demand changes. Supply chain management oversees materials, information, and finance as they move from supplier to manufacturer. Business process reengineering and total quality management aim to improve processes, products, services, and company culture. Lean manufacturing works to eliminate waste from production. Worker involvement and cycle time reduction can help companies gain competitive advantages.
component of operation strategy
Explain briefly elements of operations strategy?
Ans. The six elements of operations strategy are:-
1. Designing of the production system
2. Facilities for production and services
3. Product or service design and development
4. Technology selection, development, and process development
5. Allocation of resources
6. Focus on facilities planning
1. Designing of the production system: - The designing of the production
system involves the selection of the type of product design, processing
system, inventory plan for finished goods, etc. The product design has
two varieties.
Customized product design
Standard product design
There are two types of production systems. They are product focused and
process focused. Product-focused system is adopted where there is mass
production by using a group of machines. For example, products like
automobiles, computers, etc.
2. Facilities for production and services: - Certain specialization in
production allows the firm to provide the customers with products of
lower cost, faster delivery, on-time delivery, high product quality, and
flexibility.
3. Product or Service design and development:-
Generating the idea
Creating the feasibility reports
Designing the prototype and testing
Preparing a production model
Evaluating the economies of scale for production
Testing the product in the market
Obtaining feedback
Creating the final design and starting the production
4. Technology selection and process development: - A product selected
for production will be analyses for the process and the applicable
technology for optimal production. There are many challenges faced by
the operations managers in this decision as the alternatives are many.
The techno-economic analysis for each alternative will help to decide
the required technology.5. Allocation of resources: - The production units face continuous
problems of allocating the scarce resources like capital, machines,
equipment, materials, manpower, services, etc. Allocation at the right
time to the right place of production indicates the efficiency of the
production planners. Optimal use of resources will enable economical
production. Minimizing waste, optimal utilization of resources, and the
best quality product demand a sound operations strategy.
6. Facility, capacity, and layout planning: - The location, layout, and
facilities creation for the production are the key decision areas for the
operations manager. These are critical for achieving the
competitiveness. The decision also influences the future expansion of
the plant. While evaluating the alternatives, the operations manager will
consider the availability of raw materials, access to market, etc.
Enormous capital requirement is required and the planning is always
long range. Here, the production process adopted and the technology
pursued dictates the volume, quality, and cost of production
PRODUCTION AND OPERATION MANAGEMENT
The document discusses production management and control. It describes the key inputs, processes, and outputs involved in integrated production management. This includes procuring materials, transforming materials, training workers, implementing production procedures, maintaining inventories and machines, ensuring quality, and packaging/distributing products. Production management starts with aggregate planning to meet targets for raw materials, machines, workforce, storage, and policy options. Production planning involves estimating requirements, determining operation sequences (routing), and setting job priorities and completion times (scheduling). Production control focuses on dispatching work and expediting to ensure smooth workflow and timely completion. Quality control tools like flow charts, Pareto diagrams, cause-and-effect diagrams, control charts, and histograms are used to improve
05-Operations Management
Operations management deals with planning and controlling the transformation of inputs into outputs of greater value through production of goods and services. It involves transforming inputs like materials, machines, and labor through manufacturing and assembly processes to create tangible outputs or intangible services. There are differences between goods and services in terms of their tangibility, inventory ability, customer contact, and measurement of quality. Manufacturing operations can take the form of job shop manufacturing for made-to-order products, repetitive manufacturing for high-volume standardized products, or batch manufacturing which combines some product variety and average production volumes. Quality management aims to satisfy customer needs through all aspects of design, production, and after-sales service, and total quality management extends this philosophy throughout the entire
Operations strategy
This document provides an overview of a management systems operations strategy course. It includes discussions on competitive priorities and operations performance objectives like quality, speed, dependability, flexibility and cost. It discusses how the meaning and importance of these objectives can vary across different industries and companies. It also covers topics like developing an operations strategy through reconciling market requirements with operations resources, capabilities and processes. Trade-offs between objectives and building competitive capabilities over time are also summarized. The instructor engages participants in exercises to analyze specific companies' market needs, resources and how to develop focused strategies.
Operations strategy and competitiveness
This chapter discusses operations strategy and competitiveness. It defines operations strategy and outlines the strategy design process. It discusses competitive dimensions like cost, quality, delivery speed, and flexibility. It also covers order qualifiers and winners. The chapter presents a framework for manufacturing strategy and steps to develop one. It defines concepts like productivity measures, partial measures, and multifactor measures. It provides an example to calculate productivity from input and output data.
Design of Goods and Services
This document summarizes key concepts in production and operations management related to product development and management. It discusses that organizations exist to provide goods/services to customers and focus on core products. The product life cycle includes introduction, growth, maturity, and decline phases. It's important for operations to successfully introduce new products. Other topics covered include product strategy, design, development processes, and responding to environmental changes.
Chapter 1-operations-as-a-competitive-weapon
Operations management deals with processes that produce goods and services. Effective process management can provide a competitive edge. Operations management is used to manage production of both goods and services, while production management traditionally focused on goods. Key concepts in operations management include processes, value chains, productivity improvement, and global competition. Emerging trends include rapid technology changes, ethical challenges, and a diverse workforce.
Materials management –objective, scope & function (2)
The document discusses materials management, including its objectives to ensure continuity of supply, reduce costs, and maintain quality and supplier relationships. It then discusses a case study of Balaji Rechargeable Fan Co. which experienced a 40% sales decline in the first quarter of 2009 due to stock outs failing to meet customer commitments. Materials management aims to plan, organize, and control materials flow, and its scope includes planning, purchasing, inventory control, and waste management. Its functions include planning, purchasing, receiving, warehousing, transportation, inventory control, and disposal.
operations strategy
This module discusses competitiveness and operations strategy. It defines competitiveness as a measure of productivity and efficiency. An operations strategy should support the corporate strategy by defining how the company will compete based on priorities like cost, quality, speed, and flexibility. The steps for formulating an operations strategy include assessing core competencies, determining positioning, and linking strategic priorities to manufacturing approaches.
Fundamentals of operations management
Operations management concerns the processes involved in converting inputs like resources, materials, and labor into outputs in the form of goods and services. It aims to design, oversee, and improve these systems. Key components of an operating system include inputs, processes to transform inputs, and outputs. Important decisions in operations management relate to strategy, production, processes, facilities, workforce and inventory management, quality control, scheduling, and maintenance. Both manufacturing and service organizations must effectively manage operations, though their outputs differ. Competition is a main driver, and efficiency is key to gaining competitive advantage through operations.
Operation management
Operations management refers to administering business practices to maximize efficiency and profitability. It involves converting materials and labor into goods and services. The operations function creates and delivers products and services while evaluating quality, quantity, costs and fulfilling customer needs. Mass production and flexible production are two key production methods used. Production managers oversee resources to transform inputs into finished outputs through planning, implementing, and controlling production processes.
Trends & Challenges of Operation Management by Asikur Rahman (Operation manag...
Operation management transforms inputs into goods and services that add value for customers. Several trends impact operation management, including increasing productivity through more efficient processes. Continuous improvement aims to constantly evaluate and improve products, services, and processes. To be competitive globally, operations must be strategically aligned to serve customers through low costs, high quality, fast delivery, flexibility, and rapid new product introduction. Technological changes can increase efficiency and output without increasing inputs, helping operations reduce costs, improve delivery, standardize quality, and customize to add value for customers. Managers must also consider environmental, ethical, and diversity issues in their decisions and address pollution, waste, social responsibility, and business ethics beyond profit.
Operation and value chain management
What Is Operations Management and Why Is It Important?
Explain what operations management is.
Contrast manufacturing and services organizations.
Describe managers’ role in improving productivity.
Discuss the strategic role of operations management,
Value Chain Management
Define value chain and value chain management.
Describe the goal of value chain management.
Discuss the requirements for successful value chain management.
Manufacturing strategy
The document discusses manufacturing strategy and its role in achieving competitive advantage. It defines manufacturing strategy as a pattern of coordinated decisions that develop manufacturing capabilities to support business objectives and competitive differentiation. The key points are:
1) Manufacturing strategy aims to realize competitive capability through decisions that build manufacturing advantages in areas like cost, quality, flexibility and innovation.
2) These manufacturing objectives support business strategy and competitive positioning. A proactive manufacturing strategy provides strengths to achieve strategic goals.
3) Elements of manufacturing strategy include decisions around physical infrastructure, processes, interfaces with other functions, and continuous improvement.
Productivity and operation management
This document discusses productivity and operation management. It defines productivity as the output of any production process per unit of input. The goal of production and operation management is to produce the right quality, quantity, and time at a pre-established cost. Productivity can be measured at the partial level looking at individual inputs like labor, capital, and materials, or at the total factor and total levels considering all inputs. Factors that affect productivity include product development, specialization, research, value analysis, process planning, and training. Improving productivity increases efficiency and leads to lower costs, higher sales, and greater profits.
Introduction to Production and Operations Management
This document provides an introduction to production and operations management. It defines production as the transformation of inputs into outputs like products, while operations deals with service management. A production system takes inputs like materials, labor, and capital and transforms them through processes like design and production control to create outputs like products. An operations system similarly transforms inputs through service-related processes to provide outputs to customers. Production systems are further classified as continuous, batch, mass, or job-shop based on their approach. The objectives of production and operations management are to deliver the right quality, quantity, time, and cost for production management and good customer service and resource utilization for operations management.
The relationship between operational management and business profit
The document discusses how operational management impacts business profit through five key operational decisions: production processes, quality, capacity, inventory, and human resource management. It explains that effective operations strategy focuses on adding value for customers through cost, quality, delivery, flexibility, and service. By improving technological, employee, and managerial productivity, operations management can increase sales and lower costs, positively impacting a company's net income and profit. The conclusion emphasizes that savings from efficient operations should be reinvested in new products, markets, or doing things better than competitors through an operations strategy aligned with the overall business strategy.
Ch01.Operation Strategy
Operations strategy reconciles market requirements with internal operations resources through strategic decisions. It balances the dynamic and ambiguous nature of external markets with the difficult to change and technically constrained nature of internal resources. Operations strategy considers both market and resource perspectives to determine the necessary performance objectives and strategic decisions required to position the operations capabilities competitively.
Manufacturing strategy
Manufacturing strategy aims to achieve competitive advantages through effective decision making and use of manufacturing strengths. It links market requirements to manufacturing objectives. Competitive priorities like cost, quality, flexibility and delivery are important dimensions that can be order winners or qualifiers. A manufacturing strategy is formulated through assessing current performance, developing action plans, and implementing those plans. The process involves conducting a SWOT analysis, identifying core competencies, and determining appropriate competitive priorities for the business.
Material management
The document discusses materials management in organizations. It provides definitions of key terms like "material" and describes the various subsections that make up materials departments, like purchasing, receiving, stores, and dispatching. The objectives of materials management are outlined as well as the relationships between the materials department and other departments. Different types of organizational structures for materials management are described, including function-based, location-based, and process-based models. The roles and functions of materials managers are also summarized.
Process Specialist Job Description
The Process Specialist mentors a team of 15-18 staff to provide accurate and timely financial data. They are responsible for ensuring the team's work is on time, accurate, and complete. The Process Specialist provides technical and content training to the team. They also identify process improvements, liaise with technology teams on developments, and collaborate with quality analysts. Administrative duties include performance management and other tasks assigned by management.
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The document discusses production management and control. It describes the key inputs, processes, and outputs involved in integrated production management. This includes procuring materials, transforming materials, training workers, implementing production procedures, maintaining inventories and machines, ensuring quality, and packaging/distributing products. Production management starts with aggregate planning to meet targets for raw materials, machines, workforce, storage, and policy options. Production planning involves estimating requirements, determining operation sequences (routing), and setting job priorities and completion times (scheduling). Production control focuses on dispatching work and expediting to ensure smooth workflow and timely completion. Quality control tools like flow charts, Pareto diagrams, cause-and-effect diagrams, control charts, and histograms are used to improve
05-Operations Management
Operations management deals with planning and controlling the transformation of inputs into outputs of greater value through production of goods and services. It involves transforming inputs like materials, machines, and labor through manufacturing and assembly processes to create tangible outputs or intangible services. There are differences between goods and services in terms of their tangibility, inventory ability, customer contact, and measurement of quality. Manufacturing operations can take the form of job shop manufacturing for made-to-order products, repetitive manufacturing for high-volume standardized products, or batch manufacturing which combines some product variety and average production volumes. Quality management aims to satisfy customer needs through all aspects of design, production, and after-sales service, and total quality management extends this philosophy throughout the entire
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This document provides an overview of a management systems operations strategy course. It includes discussions on competitive priorities and operations performance objectives like quality, speed, dependability, flexibility and cost. It discusses how the meaning and importance of these objectives can vary across different industries and companies. It also covers topics like developing an operations strategy through reconciling market requirements with operations resources, capabilities and processes. Trade-offs between objectives and building competitive capabilities over time are also summarized. The instructor engages participants in exercises to analyze specific companies' market needs, resources and how to develop focused strategies.
Operations strategy and competitiveness
This chapter discusses operations strategy and competitiveness. It defines operations strategy and outlines the strategy design process. It discusses competitive dimensions like cost, quality, delivery speed, and flexibility. It also covers order qualifiers and winners. The chapter presents a framework for manufacturing strategy and steps to develop one. It defines concepts like productivity measures, partial measures, and multifactor measures. It provides an example to calculate productivity from input and output data.
Design of Goods and Services
This document summarizes key concepts in production and operations management related to product development and management. It discusses that organizations exist to provide goods/services to customers and focus on core products. The product life cycle includes introduction, growth, maturity, and decline phases. It's important for operations to successfully introduce new products. Other topics covered include product strategy, design, development processes, and responding to environmental changes.
Chapter 1-operations-as-a-competitive-weapon
Operations management deals with processes that produce goods and services. Effective process management can provide a competitive edge. Operations management is used to manage production of both goods and services, while production management traditionally focused on goods. Key concepts in operations management include processes, value chains, productivity improvement, and global competition. Emerging trends include rapid technology changes, ethical challenges, and a diverse workforce.
Materials management –objective, scope & function (2)
The document discusses materials management, including its objectives to ensure continuity of supply, reduce costs, and maintain quality and supplier relationships. It then discusses a case study of Balaji Rechargeable Fan Co. which experienced a 40% sales decline in the first quarter of 2009 due to stock outs failing to meet customer commitments. Materials management aims to plan, organize, and control materials flow, and its scope includes planning, purchasing, inventory control, and waste management. Its functions include planning, purchasing, receiving, warehousing, transportation, inventory control, and disposal.
operations strategy
This module discusses competitiveness and operations strategy. It defines competitiveness as a measure of productivity and efficiency. An operations strategy should support the corporate strategy by defining how the company will compete based on priorities like cost, quality, speed, and flexibility. The steps for formulating an operations strategy include assessing core competencies, determining positioning, and linking strategic priorities to manufacturing approaches.
Fundamentals of operations management
Operations management concerns the processes involved in converting inputs like resources, materials, and labor into outputs in the form of goods and services. It aims to design, oversee, and improve these systems. Key components of an operating system include inputs, processes to transform inputs, and outputs. Important decisions in operations management relate to strategy, production, processes, facilities, workforce and inventory management, quality control, scheduling, and maintenance. Both manufacturing and service organizations must effectively manage operations, though their outputs differ. Competition is a main driver, and efficiency is key to gaining competitive advantage through operations.
Operation management
Operations management refers to administering business practices to maximize efficiency and profitability. It involves converting materials and labor into goods and services. The operations function creates and delivers products and services while evaluating quality, quantity, costs and fulfilling customer needs. Mass production and flexible production are two key production methods used. Production managers oversee resources to transform inputs into finished outputs through planning, implementing, and controlling production processes.
Trends & Challenges of Operation Management by Asikur Rahman (Operation manag...
Operation management transforms inputs into goods and services that add value for customers. Several trends impact operation management, including increasing productivity through more efficient processes. Continuous improvement aims to constantly evaluate and improve products, services, and processes. To be competitive globally, operations must be strategically aligned to serve customers through low costs, high quality, fast delivery, flexibility, and rapid new product introduction. Technological changes can increase efficiency and output without increasing inputs, helping operations reduce costs, improve delivery, standardize quality, and customize to add value for customers. Managers must also consider environmental, ethical, and diversity issues in their decisions and address pollution, waste, social responsibility, and business ethics beyond profit.
Operation and value chain management
What Is Operations Management and Why Is It Important?
Explain what operations management is.
Contrast manufacturing and services organizations.
Describe managers’ role in improving productivity.
Discuss the strategic role of operations management,
Value Chain Management
Define value chain and value chain management.
Describe the goal of value chain management.
Discuss the requirements for successful value chain management.
Manufacturing strategy
The document discusses manufacturing strategy and its role in achieving competitive advantage. It defines manufacturing strategy as a pattern of coordinated decisions that develop manufacturing capabilities to support business objectives and competitive differentiation. The key points are:
1) Manufacturing strategy aims to realize competitive capability through decisions that build manufacturing advantages in areas like cost, quality, flexibility and innovation.
2) These manufacturing objectives support business strategy and competitive positioning. A proactive manufacturing strategy provides strengths to achieve strategic goals.
3) Elements of manufacturing strategy include decisions around physical infrastructure, processes, interfaces with other functions, and continuous improvement.
Productivity and operation management
This document discusses productivity and operation management. It defines productivity as the output of any production process per unit of input. The goal of production and operation management is to produce the right quality, quantity, and time at a pre-established cost. Productivity can be measured at the partial level looking at individual inputs like labor, capital, and materials, or at the total factor and total levels considering all inputs. Factors that affect productivity include product development, specialization, research, value analysis, process planning, and training. Improving productivity increases efficiency and leads to lower costs, higher sales, and greater profits.
Introduction to Production and Operations Management
This document provides an introduction to production and operations management. It defines production as the transformation of inputs into outputs like products, while operations deals with service management. A production system takes inputs like materials, labor, and capital and transforms them through processes like design and production control to create outputs like products. An operations system similarly transforms inputs through service-related processes to provide outputs to customers. Production systems are further classified as continuous, batch, mass, or job-shop based on their approach. The objectives of production and operations management are to deliver the right quality, quantity, time, and cost for production management and good customer service and resource utilization for operations management.
The relationship between operational management and business profit
The document discusses how operational management impacts business profit through five key operational decisions: production processes, quality, capacity, inventory, and human resource management. It explains that effective operations strategy focuses on adding value for customers through cost, quality, delivery, flexibility, and service. By improving technological, employee, and managerial productivity, operations management can increase sales and lower costs, positively impacting a company's net income and profit. The conclusion emphasizes that savings from efficient operations should be reinvested in new products, markets, or doing things better than competitors through an operations strategy aligned with the overall business strategy.
Ch01.Operation Strategy
Operations strategy reconciles market requirements with internal operations resources through strategic decisions. It balances the dynamic and ambiguous nature of external markets with the difficult to change and technically constrained nature of internal resources. Operations strategy considers both market and resource perspectives to determine the necessary performance objectives and strategic decisions required to position the operations capabilities competitively.
Manufacturing strategy
Manufacturing strategy aims to achieve competitive advantages through effective decision making and use of manufacturing strengths. It links market requirements to manufacturing objectives. Competitive priorities like cost, quality, flexibility and delivery are important dimensions that can be order winners or qualifiers. A manufacturing strategy is formulated through assessing current performance, developing action plans, and implementing those plans. The process involves conducting a SWOT analysis, identifying core competencies, and determining appropriate competitive priorities for the business.
Material management
The document discusses materials management in organizations. It provides definitions of key terms like "material" and describes the various subsections that make up materials departments, like purchasing, receiving, stores, and dispatching. The objectives of materials management are outlined as well as the relationships between the materials department and other departments. Different types of organizational structures for materials management are described, including function-based, location-based, and process-based models. The roles and functions of materials managers are also summarized.
Process Specialist Job Description
The Process Specialist mentors a team of 15-18 staff to provide accurate and timely financial data. They are responsible for ensuring the team's work is on time, accurate, and complete. The Process Specialist provides technical and content training to the team. They also identify process improvements, liaise with technology teams on developments, and collaborate with quality analysts. Administrative duties include performance management and other tasks assigned by management.
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4) Types of manufacturing and service systems and their components.
Chapter 1 introduction to production management
This document provides an overview of operations and supply chain management. It discusses what operations managers do, including designing and improving production systems. It also outlines the evolution of operations management from craft production to modern concepts like lean production. Additionally, it covers the relevance of operations to other business functions like marketing and finance. Key frameworks are introduced, such as using strategy to determine order winners and qualifiers to position the firm based on factors like cost, quality and flexibility. The chapter concludes by setting learning objectives for the course.
Operation Management
The document provides an overview of operations management. It discusses what operations management is, its key functions like production and operations, and why studying it is important. It also summarizes some of the main areas operations management covers such as process design, quality management, forecasting, and product design.
Production & operations management
The document provides an overview of operations management concepts including:
- The 10 decision areas of operations management including product/service design, quality, and capacity planning.
- Different types of production systems such as job shop, batch, and mass production and factors to consider when selecting a process.
- Key facility location factors and the general procedure for evaluating location alternatives.
Operations management ppt @ bec doms bagalkot
The document discusses various tools and concepts related to total quality management (TQM), including cause-and-effect diagrams, Pareto charts, process charts, benchmarking, just-in-time production, and Deming's fourteen points for quality management. It also examines the importance of quality in reducing costs and improving customer satisfaction, productivity, and profits. Key aspects of achieving TQM are organizational practices, quality principles, employee fulfillment, and customer satisfaction.
Operations Management
Hello Everyone
The concept of Operations Management applies to all industries. Through this presentation, I\'ve tried to publish a small piece of information on this topic. Kindly go through it and let me know your inputs or suggestions.
Regards
Nilesh Bhanushali
Operations Management
Operations management refers to managing the processes involved in the production of goods and services. It aims to ensure business operations are efficient and effective. Key priorities for operations management include high quality, low cost, quick response times, adaptability, reliability, and high service levels. Operations management seeks to provide an operational-based competitive advantage through areas like adaptability, reliability, and service delivery. It uses models like the transformation model to conceptualize operations as processes that transform inputs into outputs.
Introductionto Materials Management
This document discusses materials management and supply chain concepts. It introduces the key elements of a materials flow system including supply, manufacturing planning and control, and physical distribution. These three elements are interconnected and influence each other. The document discusses how traditional business systems led to conflicts between different departments' objectives and how materials management aims to balance objectives to improve productivity and customer service. Metrics are also introduced as a way to measure performance and communicate expectations to motivate improvements across the supply chain.
Developing A Continuous Improvement Environment August 2009
The document outlines a proposed 5-step continuous improvement process to develop a lean enterprise culture including training, process mapping, data collection, quality systems, and future state mapping. It discusses preparing and motivating employees, removing roadblocks, and using action-based learning for long-term culture change and operational stability through lean tools like 5S, standard work, visual controls, and pull systems. Typical cost savings from lean implementations include reductions in lead times, inventory, costs, and space as well as increases in productivity, quality, and on-time delivery.
2 1
This document discusses operations strategies in a global economy. It outlines factors affecting global business conditions like quality, costs, technology growth and resource scarcity. It then describes how corporate mission and business strategy are developed based on an assessment of these conditions. Competitive priorities like costs, delivery, quality and service are discussed. The chapter concludes that an operations strategy is needed to achieve the business strategy through elements like production positioning, product plans, outsourcing and facility allocation.
3 BA Rev Advance-Operations-Management-2022-A (1).pptx
a presentation on Advance Operations Management; its importance, scope and functions; the four V's of Operations Management; ten decision areas of operations management; design goods and services, process and capacity design, location strategy
Value Chains And Adding Value
The document discusses the value chain concept introduced by Michael Porter, which categorizes a firm's activities as either primary or support activities. Primary activities include inbound logistics, operations, outbound logistics, marketing and sales, and service. Support activities include procurement, technology development, human resource management, and general administration. Together, a firm's activities and resources can provide competitive advantages if they add value for customers.
Management Chapter09
The document discusses strategies for achieving competitive advantage through effective functional-level and value chain management. It outlines how developing strategies to improve quality, efficiency, innovation, and responsiveness to customers can create value and drive competitive advantage. Total quality management, just-in-time inventory systems, cross-functional teams, and stage-gate development processes are some of the techniques discussed for strengthening functional activities and the overall value chain.
value Chain
The document discusses strategies for achieving competitive advantage through effective functional-level and value chain management. It outlines how developing strategies to improve quality, efficiency, innovation, and responsiveness to customers can create value and drive competitive advantage. Total quality management, just-in-time inventory systems, cross-functional teams, and stage-gate development processes are some of the techniques discussed for strengthening functional activities and the overall value chain.
Operation strategyppt
The document discusses operational strategies. It explains that operations deals with day-to-day processes of manufacturing goods while strategy deals with the long-term direction of an organization. Key operational priorities include competing based on cost, quality, time, and flexibility. Developing an effective operations strategy involves determining production levels, facility locations, technology use, and supplier relationships in a way that supports the overall corporate strategy.
Production and Operations Management- Chapters 1-8
This document provides an overview of operations management. It defines operations management as planning, coordinating, and controlling resources to produce products and services. It discusses the differences between manufacturing and service operations. It then covers major historical developments in operations management from the Industrial Revolution to modern concepts like supply chain management and e-commerce. Finally, it discusses operations strategy and how firms can compete based on factors like cost, quality, time, and flexibility.
Production and Operations Mangement- Chapter 1-8
This document provides an overview of operations management. It defines operations management as planning, coordinating, and controlling resources to produce products and services. It discusses the differences between manufacturing and service operations. It then covers major historical developments in operations management from the Industrial Revolution to modern concepts like supply chain management and e-commerce. Finally, it discusses operations strategy and how firms can compete based on factors like cost, quality, time, and flexibility.
Operations Management
This document provides an overview of an operations management course. It outlines the 5 units that will be covered: (1) introduction to operations management; (2) product design and process selection; (3) production planning and control; (4) materials management; and (5) total quality management. The goal is to focus on analytical methods and provide practical insights into operations management. Key concepts that will be discussed include production systems, quality management, and responsiveness to customers.
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Introduction To Operation Management
- 1. History Of Operational Management Production and Operation Management
- 2. What is Management???