The document outlines 10 strategic operations management decisions companies must make including product and service design, layout design, process and capacity design, and human resources and job design. It also discusses key considerations for location selection, supply chain management decisions around cost versus service, inventory management, production scheduling, quality, delivery, speed and reliability. The goal is to achieve high return on investment through high quality, capacity utilization, efficiency, low capital intensity and direct costs per unit.
Recap about manufacturing:
• Role, priorities & control of Manufacturing
• Measure, monitor and improve OTIF (On Time In Full)
• Measure, control and improve Cost
• Managing Quality
• Dealing with People
• Improvements & Lean
• Leadership
Recap about manufacturing:
• Role, priorities & control of Manufacturing
• Measure, monitor and improve OTIF (On Time In Full)
• Measure, control and improve Cost
• Managing Quality
• Dealing with People
• Improvements & Lean
• Leadership
This presentation follows the process of a a group of service design students at SCAD working with CHEP, a pallet pooling company. We researched the company's ins & outs to design a management dashboard to help CHEP better deliver their service. The dashboard we created included three separate views: the first consisting of CHEP's Key Result Indicators (KRIs), helping them maintain a balanced scorecard; the second showing CHEP's Key Performance Indicators (KPIs), helping them keep track of their performance; and the third showing measurements pertaining to service recovery, helping CHEP to keep up with their customers' satisfaction.
This presentation follows the process of a a group of service design students at SCAD working with CHEP, a pallet pooling company. We researched the company's ins & outs to design a management dashboard to help CHEP better deliver their service. The dashboard we created included three separate views: the first consisting of CHEP's Key Result Indicators (KRIs), helping them maintain a balanced scorecard; the second showing CHEP's Key Performance Indicators (KPIs), helping them keep track of their performance; and the third showing measurements pertaining to service recovery, helping CHEP to keep up with their customers' satisfaction.
Agility is critical to overcome the challenges of a traditional S&OP process. Learn more from our recommendations to manage, anticipate and synchronize supply and demands
Game Changing Quality Strategies that Drive Organizational Excellencekushshah
Quality in the past was more related conforming to requirements, in lot of cases as it relates to engineering requirements and not necessarily enthusiastic customer experience. It was a very narrow definition of quality and focused more on Things Gone Wrong. Goal was to reach a level of customer accepted.
Quality definition today is much broader and winning in quality in this highly competitive environment requires deployment game changing quality strategies.
We will discuss how to infuse the voice of the customer into the way we design our products and services so that they exceed customer expectations. Organizations that engage all functions within enterprise and are customer centric will differentiate themselves from the rest of the competition. This presentation will provide an integrated roadmap on how to integrate proactive quality strategies such as Design for Six Sigma (DFSS), Advanced Product Quality Planning (APQP), Design Failure Modes and Effects Analysis (DFMEA), Process Failure Modes and Effects Analysis (PFMEA) along with reactive strategies such as Six Sigma and control plans to achieve organizational excellence.
WORKING TOGETHER TO WIN AT BASF: DEVELOPING AND ALIGNING BUSINESS & TALENT ST...Human Capital Media
The human resources function at BASF Corp. serves as a great example of how to help businesses drive growth and profitability through customized people, leadership, organization and culture strategies. In this webinar, “Working Together to Win at BASF: Developing and Aligning Business & Talent Strategies,” a diverse group of strategic HR and business leaders from BASF in North America come together to share some of their best practices around understanding specific business needs and delivering a customized and on-demand human capital solution that is sustainable and a value-add.
Three supporting learning objectives/session takeaways:
Collaboration is key: A strategic HR solution extends beyond the individual and lives within the flexibility of the entire HR model.
The customer comes first: Understanding not only the business strategy but also how the business strategy will bring value to the end customer when aligning an appropriate talent strategy is vital.
Live with a continuous improvement mindset: Come to the table every day with the mindset that there is always room for improvement and ensure that the HR solution you are providing is solving for the true need of the business.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Adversarial Attention Modeling for Multi-dimensional Emotion Regression.pdf
Op Man1
1.
2. BEFORE STRATEGIZING
Preconditions to Know:
1. Strengths and weakness of competition
2. Environmental, technological, legal and economic
issues – current as well as future
3. Resources available
4. Integration of OM strategy with company strategy
5. Product lifecycle
3. 10 STRATEGIC DECISIONS OF O.M.
Goods & Service
Design
Layout Design
Process and
Capacity Design
HR & Job Design
Location Selection
Supply Chain
Management:
Cost vs. Service
Inventory
Production
Schedule
Quality
Delivery
Speed &
Reliability
4. Successful designs come
down to these basic
principles:
• translate customers' wants and
needs
• develop new products and
services
• formulate quality goals
• formulate cost targets
• construct and test prototypes
5. P R O D U C T D E S I G N
What is needed?
How will we produce
what is needed?
S E R V I C E D E S I G N
What is needed?
How will we
provide that
service?
Concept
Manufacturing
Testing
Product Launch
Organizing
Planning
People
Communications
6. LAYOUT, PROCESS AND
CAPACITY DESIGN
The way a facility is arranged
in order to maximize
processes that are efficient
and effective
The way goods or services are
made or provided
How well a system can be
adjusted to meet changes in
processing requirements
7. Quality of
work life
Talent and
skills of
employees
Cost of
employees
and benefits
9. LOCATION SELECTION
P R O D U C T S S E R V I C E S
Traffic patterns
Proximity to markets
Location of competitors
Availability of
energy and water
Proximity to raw
materials
Transportation
cost
Cost-profit-volume Analysis
Center of Gravity Method
Factor Rating
12. SUPPLY CHAIN MANAGEMENT DECISIONS
Inventory Management
• Stock and storage of goods
• Track existing inventory
• Know what quantity will be needed
• Know when quantity will be needed
• Know how much items will cost
13. TYPES OF INVENTORY MANAGEMENT
Perpetual
Continual updating of
inventory with every
sale. Products have
barcodes. Alerts
when amounts are
low.
Periodic
Periodic and manual
updating of inventory.
What you had minus
What you sold=What
you have left
14. SUPPLY CHAIN MANAGEMENT DECISIONS
Production Schedule
• Efficient and feasible schedule of
production
• Demands of facility and resources
must be determined
15. SUPPLY CHAIN MANAGEMENT DECISIONS
D E L I V E R Y S P E E D D E L I V E R Y R E L I A B I L I T Y
If you say you can
be reliable, can
you really?
Delivering quickly or
providing high
quality
16. HIGH RETURN ON INVESTMENT THROUGH
OPERATIONS
1. High product quality (relatively)
2. High capacity utilization
3. High operating efficiency (employee
productivity)
4. Low investment intensity (amount of capital to
produce $1 of sales)
5. Low direct cost per unit (relatively)
17. RECAP: TO KNOW
1. Strengths and weakness of competition
2. Environmental, technological, legal and economic issues – current as
well as future
3. Resources available
4. Integration of OM strategy with company strategy
5. Product lifecycle
18. RECAP: 10 O.M. DECISIONS
• Goods & Service Design
• Layout Design
• Process and Capacity Design
• HR & Job Design
• Location Selection
• Supply Chain Management:
Cost vs. Service
Quality
Inventory
Production Schedule
Delivery
Speed & Reliability