Operations management involves transforming inputs like materials, machines, money and manpower into outputs like goods and services through production processes. It includes planning, organizing, staffing, leading and controlling activities to create value. Key operations management decisions relate to designing goods/services, managing quality, designing processes/capacity, supply chain management, inventory management and maintenance. Operations managers work in areas like technology, facilities utilization, strategic issues, quality, cost reduction and productivity improvement. While goods are tangible products that can be inventoried, services are intangible activities provided over time.
Fundamentals of Designing, Building, & Implementing a Service Delivery CenterScottMadden, Inc.
ScottMadden recently partnered with APQC for a complimentary three-part webinar series focused on shared services.
This webinar session focused on the essential activities to plan, launch, and stabilize a new shared services operation including: critical success factors for your business case, top 10 implementation challenges, and three keys to post-launch success.
This document provides an overview of key concepts in operations management including:
1) Defining operations management and its focus on transforming inputs into outputs through value-adding activities.
2) Discussing how operations management affects other business functions and the importance of integrating strategies.
3) Outlining 10 critical strategic decisions in operations management related to design of operations and management of operations.
Vinay and Anup siit phase 1 final report-Pragati Engineering BelgaumVinay Lokesh
The document provides an overview of the business processes at Pragati Engineering Belgaum Pvt Ltd. Key points include:
1) The organization has various departments like production, quality, design etc. that work interdependently on business processes like manufacturing, procurement, maintenance etc.
2) The design department receives orders and develops drawings which are approved by the managing director.
3) The production department then plans manufacturing based on approved drawings, inventory and manpower. Quality checks are conducted before supplying finished goods to customers.
4) Support processes like procurement, maintenance and IT operations also have defined procedures to ensure efficient business operations.
Building and sustaining competitive advantageNyan Lin Thein
The document outlines the agenda and content for a 3-day seminar on building and sustaining competitive advantage. Day 1 covers an introduction to strategic management, including definitions of key concepts like strategy, competitive advantage, and the importance of strategic planning. It also discusses vision and mission statements. Day 2 focuses on external assessments using PEST and Porter's Five Forces analyses. Day 3 addresses internal assessments, including the McKinsey 7S framework and different types of business strategies. The seminar aims to help participants understand how to develop and maintain a competitive edge over competitors.
This document discusses production and operations management (POM). It defines POM as the management of direct resources, also called the 5 Ps - people, plant, parts, processes, and planning & control systems. POM lies at the heart of business activities and its ultimate objective is to produce a specified product on schedule at minimum cost. POM decisions are classified as strategic, operating, and control decisions. The document also discusses productivity measurement, factors affecting productivity, and the relationship between operations and marketing.
Clinton Consulting provides business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003. Clinton Consulting uses strategic planning and process development methods to improve clients' strategies, quality, and business results. They assist with obtaining certifications and contracts that can open new markets for clients.
Clinton Consulting provides business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003 to address strategic planning, quality improvement, project management, process development, implementation, training, and assisting with government certifications and contracts. Clinton Consulting uses models like the Baldrige criteria and strategic planning process to help clients achieve their goals.
Clinton Consulting provides various business consulting services to help organizations improve performance and results. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003. Services include developing strategic plans, implementing process improvement methodologies, project management, training, and assisting clients in obtaining General Services Administration and Small Business Administration contracts and certifications.
Fundamentals of Designing, Building, & Implementing a Service Delivery CenterScottMadden, Inc.
ScottMadden recently partnered with APQC for a complimentary three-part webinar series focused on shared services.
This webinar session focused on the essential activities to plan, launch, and stabilize a new shared services operation including: critical success factors for your business case, top 10 implementation challenges, and three keys to post-launch success.
This document provides an overview of key concepts in operations management including:
1) Defining operations management and its focus on transforming inputs into outputs through value-adding activities.
2) Discussing how operations management affects other business functions and the importance of integrating strategies.
3) Outlining 10 critical strategic decisions in operations management related to design of operations and management of operations.
Vinay and Anup siit phase 1 final report-Pragati Engineering BelgaumVinay Lokesh
The document provides an overview of the business processes at Pragati Engineering Belgaum Pvt Ltd. Key points include:
1) The organization has various departments like production, quality, design etc. that work interdependently on business processes like manufacturing, procurement, maintenance etc.
2) The design department receives orders and develops drawings which are approved by the managing director.
3) The production department then plans manufacturing based on approved drawings, inventory and manpower. Quality checks are conducted before supplying finished goods to customers.
4) Support processes like procurement, maintenance and IT operations also have defined procedures to ensure efficient business operations.
Building and sustaining competitive advantageNyan Lin Thein
The document outlines the agenda and content for a 3-day seminar on building and sustaining competitive advantage. Day 1 covers an introduction to strategic management, including definitions of key concepts like strategy, competitive advantage, and the importance of strategic planning. It also discusses vision and mission statements. Day 2 focuses on external assessments using PEST and Porter's Five Forces analyses. Day 3 addresses internal assessments, including the McKinsey 7S framework and different types of business strategies. The seminar aims to help participants understand how to develop and maintain a competitive edge over competitors.
This document discusses production and operations management (POM). It defines POM as the management of direct resources, also called the 5 Ps - people, plant, parts, processes, and planning & control systems. POM lies at the heart of business activities and its ultimate objective is to produce a specified product on schedule at minimum cost. POM decisions are classified as strategic, operating, and control decisions. The document also discusses productivity measurement, factors affecting productivity, and the relationship between operations and marketing.
Clinton Consulting provides business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003. Clinton Consulting uses strategic planning and process development methods to improve clients' strategies, quality, and business results. They assist with obtaining certifications and contracts that can open new markets for clients.
Clinton Consulting provides business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003 to address strategic planning, quality improvement, project management, process development, implementation, training, and assisting with government certifications and contracts. Clinton Consulting uses models like the Baldrige criteria and strategic planning process to help clients achieve their goals.
Clinton Consulting provides various business consulting services to help organizations improve performance and results. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003. Services include developing strategic plans, implementing process improvement methodologies, project management, training, and assisting clients in obtaining General Services Administration and Small Business Administration contracts and certifications.
Clinton Consulting provides business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003 to address strategic planning, quality improvement, project management, process development, implementation, training, and assisting with government certifications and contracts.
Preparing Detailed Project Report and Presenting Business Plan to InvestorsRahul Sharma
The document provides details on preparing a detailed project report (DPR) and presenting a business plan to investors for a proposed wind power project. It discusses the key components of a DPR including an executive summary, project details, feasibility study, technical aspects, costs, permits required, and developing a financial model. It also outlines aspects investors look for in a business plan such as market opportunity, solution, team, financial projections, and risks. The document serves as a case study for how to develop a DPR and secure funding by presenting to investors for a wind-based power generation project.
To review the current state of organizational excellence by size, industry sector and region and consider how your PMO measures up and compares to others
This document summarizes and reviews a journal paper titled "Integrating lean six sigma and supply chain approach for quality and business performance". It discusses how integrating Lean Six Sigma methodology within a supply chain can help organizations minimize costs by eliminating waste, reducing process variation, and improving customer satisfaction. The summary describes the key concepts of Lean, Six Sigma, and their integration. It also explains the DMAIC methodology used in Six Sigma and how it can be applied through the five phases of Define, Measure, Analyze, Improve and Control.
This document summarizes key concepts from Chapter 6 on formulating international strategies. It discusses the strategic planning process, reasons for going international, environmental scanning, internal analysis, approaches to world markets, using e-business for expansion, entry strategy alternatives, factors affecting entry mode choice, and strategic choice. The overall strategic management process and considerations for developing global strategies are outlined.
Case study of LMD & HD trucks using Quality Function DeploymentIRJET Journal
This document discusses using Quality Function Deployment (QFD) to improve the design of commercial vehicles. It presents a case study applying QFD to better understand customer requirements and translate them into technical design specifications for trucks. A questionnaire was used to capture customer needs. The QFD process involved identifying how design features could meet those needs and prioritizing technical requirements. This allowed the design team to focus on the most important features for improving customer satisfaction.
The document summarizes strategies for managing a contingent workforce in 2010. It discusses trends in the contract labor market, traditional inefficient processes, and the benefits of implementing a centralized managed service program (MSP) with technology and governance. Key metrics and considerations for a contingent workforce program are also outlined.
This document discusses building a 21st century supply chain organization through the Capability Maturity Model Integration (CMMI). It evaluates current processes, compares to CMMI, and identifies gaps. The vision is to exceed customer requirements through disciplined people and processes leveraging technology. CMMI will improve supplier management, increase predictability, and reduce risk. The strategy focuses on people through training and development, processes through metrics and standardization, and systems like web portals and data sharing. Institutionalizing processes through continuous improvement is key to success.
This document provides an overview of Six Sigma, including the key differences between the DMAIC and DMADV approaches. It discusses the main goals of Six Sigma as improving quality by reducing defects, variability, and improving customer satisfaction. DMAIC focuses on improving existing processes, while DMADV takes a proactive approach to designing new processes. The document also outlines the problem solving workflows for DMAIC and DMADV, and lists some of the key principles and success factors for Six Sigma implementation.
Lean manufacturing the complete presentation.pdfbilalmetidja1
The document provides an overview of Lean Manufacturing principles and concepts. It defines Lean as focusing on eliminating waste in processes to expand capacity. The key aspects of Lean covered include 5S, visual controls, Kaizen (continuous improvement), identifying types of waste, Toyota Production System techniques, implementing Lean, barriers to Lean, and progressing toward Lean. Lean aims to specify value, identify the value stream, create flow, and continuously improve by eliminating waste.
Operations strategy for MBA, CA, CMA, B COM, M COM Bibek Prajapati
The document discusses operations strategy and its relationship to business strategy. It defines operations strategy as a plan for designing and managing operations functions that focuses on specific capabilities to support the business strategy. The operations strategy develops competitive priorities around cost, quality, time, and flexibility. It also discusses how technology, productivity, and other functions must align with and support the overall business strategy.
Bharat Forge Ltd is an Indian manufacturing company that produces closed die forgings and open die forgings. It has a workforce of 10,000 employees across various sectors including automotive, industrial, and engineering. The company is a market leader in closed die forgings with a 45% market share. It faces competition from companies like Mahindra CIE, Ramkrishna Forgings, and Electrosteel Castings. Bharat Forge has a robust organizational structure and focuses on training and developing its employees. It has received several national and international awards for its health, safety, and management practices.
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
The document discusses the role and benefits of human resource auditing for organizational effectiveness. It explains that HR auditing provides independent assurance by evaluating HR departments and practices against agreed standards to identify areas for improvement. The benefits of HR auditing include a focus on objectives, standards, and future improvements through an evidence-based approach and high-level reporting.
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
Manufacturing Value, A CVG Second Thursday Event, 10/10/13Paige Rasid
On October 10th, the Second Thursday panel will speak to current trends in advanced manufacturing, including additive manufacturing (3D Printing), and the impact these current trends are having on the manufacturing industry and the companies that operate in this environment.
How do these trends impact companies and their future value?
How can companies position themselves to take advantage of these trends and maximize their future value?
What will investors and strategic partners expect from companies in the future?
Where do leaders in the industry see these trends going?
A panel of experts will answer all these questions with the goal of helping companies find opportunities to harness the power of these exciting trends.
Cxo Advisor customer value proposition 2013 updateExo Futures
This document provides an overview of CXO Advisor, a company that advises, innovates, and drives change for clients. It aims to save clients 20-30% of IT costs over 3-5 years. CXO Advisor has expertise in advising clients, driving innovation through platforms like Outsystems, and facilitating change such as liberating legacy systems and implementing business process as a service. The document discusses CXO Advisor's approach and principles, which involve benchmarking performance, prioritizing projects, and aligning IT with business strategy and objectives.
Bba501 & production and operations managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
CI 2.0 - Competitive Innovation IntelligenceArik Johnson
Presentation to KMWorld 2006 Audience in San Jose California October 31 on How the Principles of Disruptive Innovation, Risk Management, Corporate Governance and Enterprise Collaboration are Driving the Incorporation of Blog, Wiki, Social Networking, Free-Tagging, Prediction Market and other Web 2.0 Features and Capabilities into Traditional Competitive Intelligence Software
Operations management involves transforming inputs like materials, machines, money and labor into outputs like goods and services. It includes activities like production, process design, quality management and supply chain management. Improving productivity, defined as output per unit of input, is a key goal as it allows living standards to rise. Factors influencing productivity include investment in labor, capital and management. Measuring and improving productivity is important for organizational competitiveness.
The document discusses various topics related to product and service design for operations management. It covers product strategy options, product life cycles, techniques for product design like robust design and modular design. It also discusses computer-aided design, value analysis, ethical and environmentally friendly design. For service design, it explains the need to plan infrastructure, communication, resources and customer interaction to improve quality.
Clinton Consulting provides business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003 to address strategic planning, quality improvement, project management, process development, implementation, training, and assisting with government certifications and contracts.
Preparing Detailed Project Report and Presenting Business Plan to InvestorsRahul Sharma
The document provides details on preparing a detailed project report (DPR) and presenting a business plan to investors for a proposed wind power project. It discusses the key components of a DPR including an executive summary, project details, feasibility study, technical aspects, costs, permits required, and developing a financial model. It also outlines aspects investors look for in a business plan such as market opportunity, solution, team, financial projections, and risks. The document serves as a case study for how to develop a DPR and secure funding by presenting to investors for a wind-based power generation project.
To review the current state of organizational excellence by size, industry sector and region and consider how your PMO measures up and compares to others
This document summarizes and reviews a journal paper titled "Integrating lean six sigma and supply chain approach for quality and business performance". It discusses how integrating Lean Six Sigma methodology within a supply chain can help organizations minimize costs by eliminating waste, reducing process variation, and improving customer satisfaction. The summary describes the key concepts of Lean, Six Sigma, and their integration. It also explains the DMAIC methodology used in Six Sigma and how it can be applied through the five phases of Define, Measure, Analyze, Improve and Control.
This document summarizes key concepts from Chapter 6 on formulating international strategies. It discusses the strategic planning process, reasons for going international, environmental scanning, internal analysis, approaches to world markets, using e-business for expansion, entry strategy alternatives, factors affecting entry mode choice, and strategic choice. The overall strategic management process and considerations for developing global strategies are outlined.
Case study of LMD & HD trucks using Quality Function DeploymentIRJET Journal
This document discusses using Quality Function Deployment (QFD) to improve the design of commercial vehicles. It presents a case study applying QFD to better understand customer requirements and translate them into technical design specifications for trucks. A questionnaire was used to capture customer needs. The QFD process involved identifying how design features could meet those needs and prioritizing technical requirements. This allowed the design team to focus on the most important features for improving customer satisfaction.
The document summarizes strategies for managing a contingent workforce in 2010. It discusses trends in the contract labor market, traditional inefficient processes, and the benefits of implementing a centralized managed service program (MSP) with technology and governance. Key metrics and considerations for a contingent workforce program are also outlined.
This document discusses building a 21st century supply chain organization through the Capability Maturity Model Integration (CMMI). It evaluates current processes, compares to CMMI, and identifies gaps. The vision is to exceed customer requirements through disciplined people and processes leveraging technology. CMMI will improve supplier management, increase predictability, and reduce risk. The strategy focuses on people through training and development, processes through metrics and standardization, and systems like web portals and data sharing. Institutionalizing processes through continuous improvement is key to success.
This document provides an overview of Six Sigma, including the key differences between the DMAIC and DMADV approaches. It discusses the main goals of Six Sigma as improving quality by reducing defects, variability, and improving customer satisfaction. DMAIC focuses on improving existing processes, while DMADV takes a proactive approach to designing new processes. The document also outlines the problem solving workflows for DMAIC and DMADV, and lists some of the key principles and success factors for Six Sigma implementation.
Lean manufacturing the complete presentation.pdfbilalmetidja1
The document provides an overview of Lean Manufacturing principles and concepts. It defines Lean as focusing on eliminating waste in processes to expand capacity. The key aspects of Lean covered include 5S, visual controls, Kaizen (continuous improvement), identifying types of waste, Toyota Production System techniques, implementing Lean, barriers to Lean, and progressing toward Lean. Lean aims to specify value, identify the value stream, create flow, and continuously improve by eliminating waste.
Operations strategy for MBA, CA, CMA, B COM, M COM Bibek Prajapati
The document discusses operations strategy and its relationship to business strategy. It defines operations strategy as a plan for designing and managing operations functions that focuses on specific capabilities to support the business strategy. The operations strategy develops competitive priorities around cost, quality, time, and flexibility. It also discusses how technology, productivity, and other functions must align with and support the overall business strategy.
Bharat Forge Ltd is an Indian manufacturing company that produces closed die forgings and open die forgings. It has a workforce of 10,000 employees across various sectors including automotive, industrial, and engineering. The company is a market leader in closed die forgings with a 45% market share. It faces competition from companies like Mahindra CIE, Ramkrishna Forgings, and Electrosteel Castings. Bharat Forge has a robust organizational structure and focuses on training and developing its employees. It has received several national and international awards for its health, safety, and management practices.
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
The document discusses the role and benefits of human resource auditing for organizational effectiveness. It explains that HR auditing provides independent assurance by evaluating HR departments and practices against agreed standards to identify areas for improvement. The benefits of HR auditing include a focus on objectives, standards, and future improvements through an evidence-based approach and high-level reporting.
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
Manufacturing Value, A CVG Second Thursday Event, 10/10/13Paige Rasid
On October 10th, the Second Thursday panel will speak to current trends in advanced manufacturing, including additive manufacturing (3D Printing), and the impact these current trends are having on the manufacturing industry and the companies that operate in this environment.
How do these trends impact companies and their future value?
How can companies position themselves to take advantage of these trends and maximize their future value?
What will investors and strategic partners expect from companies in the future?
Where do leaders in the industry see these trends going?
A panel of experts will answer all these questions with the goal of helping companies find opportunities to harness the power of these exciting trends.
Cxo Advisor customer value proposition 2013 updateExo Futures
This document provides an overview of CXO Advisor, a company that advises, innovates, and drives change for clients. It aims to save clients 20-30% of IT costs over 3-5 years. CXO Advisor has expertise in advising clients, driving innovation through platforms like Outsystems, and facilitating change such as liberating legacy systems and implementing business process as a service. The document discusses CXO Advisor's approach and principles, which involve benchmarking performance, prioritizing projects, and aligning IT with business strategy and objectives.
Bba501 & production and operations managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
CI 2.0 - Competitive Innovation IntelligenceArik Johnson
Presentation to KMWorld 2006 Audience in San Jose California October 31 on How the Principles of Disruptive Innovation, Risk Management, Corporate Governance and Enterprise Collaboration are Driving the Incorporation of Blog, Wiki, Social Networking, Free-Tagging, Prediction Market and other Web 2.0 Features and Capabilities into Traditional Competitive Intelligence Software
Similar to Operation Management Chapter One.pptx (20)
Operations management involves transforming inputs like materials, machines, money and labor into outputs like goods and services. It includes activities like production, process design, quality management and supply chain management. Improving productivity, defined as output per unit of input, is a key goal as it allows living standards to rise. Factors influencing productivity include investment in labor, capital and management. Measuring and improving productivity is important for organizational competitiveness.
The document discusses various topics related to product and service design for operations management. It covers product strategy options, product life cycles, techniques for product design like robust design and modular design. It also discusses computer-aided design, value analysis, ethical and environmentally friendly design. For service design, it explains the need to plan infrastructure, communication, resources and customer interaction to improve quality.
Ports serve critical roles as interfaces between sea and land transport and as economic hubs. They facilitate the transfer of freight and people via maritime transport connections to other modes. Ports range significantly in their assets, operations, and functions but generally serve as nodes in multimodal transport networks and distribution centers. Their planning requires balancing economic, engineering, and supply chain concerns over short, medium, and long time horizons. Key port activities involve vessel berthing and cargo handling, while port classifications depend on factors like hinterland served and shipping services provided.
Chartering involves renting an entire ship through an agreement between the shipowner and charterer, who is the individual or organization renting the ship. There are many common reasons why a charterer rents a ship, such as to transport their own cargo, offer shipping services to another party, or re-rent the ship to earn a profit.
The document provides an overview of logistics and logistics management. It defines logistics as planning, implementing, and controlling the efficient flow of goods and services from the supplier to the customer. Logistics involves coordinating several inputs including resources, management functions, and information to achieve various outputs like competitive advantage and meeting customer needs. The key aspects of logistics management are planning, organizing, directing, and controlling the movement of physical resources throughout the supply chain.
Port and Terminal Operations Management PPTzelalemdagne3
This document provides an overview of ports and related concepts. It discusses how ports serve as critical infrastructure for transporting freight and people internationally. Ports connect maritime transport with other modes of transport and enable trading, distribution, and logistics activities. The document then describes different types of ports based on their size, roles, functions, and classifications like network ports, transshipment ports, and feeder ports. It also covers topics like port planning, development, costs, investment, and operations from economic, engineering, and logistics perspectives.
The cherry: beauty, softness, its heart-shaped plastic has inspired artists since Antiquity. Cherries and strawberries were considered the fruits of paradise and thus represented the souls of men.
Boudoir photography, a genre that captures intimate and sensual images of individuals, has experienced significant transformation over the years, particularly in New York City (NYC). Known for its diversity and vibrant arts scene, NYC has been a hub for the evolution of various art forms, including boudoir photography. This article delves into the historical background, cultural significance, technological advancements, and the contemporary landscape of boudoir photography in NYC.
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Fashionista Chic Couture Maze & Coloring Adventures is a coloring and activity book filled with many maze games and coloring activities designed to delight and engage young fashion enthusiasts. Each page offers a unique blend of fashion-themed mazes and stylish illustrations to color, inspiring creativity and problem-solving skills in children.
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
This document announces the winners of the 2024 Youth Poster Contest organized by MATFORCE. It lists the grand prize and age category winners for grades K-6, 7-12, and individual age groups from 5 years old to 18 years old.
2. What is Operations Management?
6/6/2023
BY;ZelalemD (MA)
2
• Production is the creation of goods and services
• Operations Management (OM) is the set of activities
that creates value in the form of goods and services by
transforming inputs into outputs
3. What Is Operations Management?
INPUT
• Material
• Machines
• Man
• Money
Transformation
Process
OUTPUT
• Goods
• Services
Feedback & Requirements
1. Inputs are any resources used to create goods and services.
2. Output is goods and services resulting from the transformation
process.
3. Transformation process; is any activity or group of activities that
takes one or more inputs and transform and add values to them and
provides out puts for customers and clients.
6/6/2023
BY;ZelalemD (MA)
3
4. Organizing to Produce Goods and Services
Essential functions:
Marketing – generates demand
Production/operations – creates the product
Finance/accounting – tracks how well the
organization is doing, pays bills, collects the
money.
6/6/2023
BY;ZelalemD (MA)
4
5. Organizational Charts
6/6/2023
BY;ZelalemD (MA)
5
Operations
Teller Scheduling
Check Clearing
Collection
Transaction
processing
Facilities
design/layout
Maintenance
Security
Finance
Investments
Security
Real estate
Accounting
Auditing
Marketing
Loans
Commercial
Industrial
Financial
Personal
Mortgage
Trust Department
Commercial Bank
7. Marketing
Sales
promotion
Advertising
Sales
Market
research
Organizational Charts
6/6/2023 BY;ZelalemD (MA) 7
Operations
Facilities
Construction; maintenance
Production and inventory control
Scheduling; materials control
Quality assurance and control
Supply chain management
Manufacturing
Tooling; fabrication; assembly
Design
Product development and design
Detailed product specifications
Industrial engineering
Efficient use of machines, space,
and personnel
Process analysis
Development and installation of
production tools and equipment
Finance/
accounting
Disbursements/
credits
Receivables
Payables
General ledger
Funds Management
Money market
International
exchange
Capital requirements
Stock issue
Bond issue
and recall
Manufacturing
8. What Operations Managers Do
Basic Management Functions
Planning
Organizing
Staffing
Leading
Controlling
9. Scope of OM
6/6/2023
BY;ZelalemD (MA)
9
Ten Decision Areas
Design of goods and services
Managing quality
Process and capacity design
Location strategy
Layout strategy
Human resources and job design
Supply chain management
Inventory management
Scheduling
Maintenance
10. The Critical Decisions of OM
Design of goods and services
What good or service should we offer?
How should we design these products and
services?
Managing quality
How do we define quality?
Who is responsible for quality?
6/6/2023 BY;ZelalemD (MA) 10
11. The Critical Decisions Om
Process and capacity design
What process and what capacity will these
products require?
What equipment and technology is necessary for
these processes?
Location strategy
Where should we put the facility?
On what criteria should we base the location
decision?
6/6/2023 BY;ZelalemD (MA) 11
12. The Critical Decisions OM
Layout strategy
How should we arrange the facility?
How large must the facility be to meet our plan?
Human resources and job design
How do we provide a reasonable work
environment?
How much can we expect our employees to
produce?
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13. The Critical Decisions OM
Supply chain management
Should we make or buy this component?
Who are our suppliers and how can integrate into our
e-commerce program?
Inventory, material requirements planning, and JIT
How much inventory of each item should we have?
When do we re-order?
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14. The Critical Decisions OM
Intermediate and short–term scheduling
Are we better off keeping people on the payroll
during slowdowns?
Which jobs do we perform next?
Maintenance
Who is responsible for maintenance?
When do we do maintenance?
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15. Where are the OM Jobs?
Technology/methods
Facilities/space utilization
Strategic issues
Response time
People/team development
Customer service
Quality
Cost reduction
Inventory reduction
Productivity improvement
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16. Manufacturing Operations and Service Operations
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Production of Goods Versus Delivery of Services
• Goods are physical items that include raw materials, parts,
subassemblies, and final products.
E.g. Automobile, Computer, Shampoo
• Services are activities that provide some combination of
time, location, form or psychological value.
E.g. Air travel, Education, Haircut, Legal counsel
17. Characteristics of Goods
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Tangible product
Consistent product
definition
Production usually
separate from
consumption
Can be inventoried
Low customer
interaction
18. Characteristics of Service
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Intangible product
Produced and consumed
at same time
High customer interaction
Inconsistent product
definition or people's
personal perceptions of
the service can be quite
different
Often knowledge-based
Frequently dispersed
19. Goods Versus Services
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• Can be resold
• Can be inventoried
• Some aspects of quality
measurable
• Selling is distinct from
production
• Product is transportable
• Site of facility important for cost
• Often easy to automate
• Revenue generated primarily
from tangible product
Attributes of Goods
(Tangible Product)
Attributes of Services
(Intangible Product)
• Reselling unusual
• Difficult to inventory
• Quality difficult to measure
• Selling is part of service
• Provider, not product, is
often transportable
• Site of facility important for
customer contact/Revenue.
• Often difficult to automate
• Revenue generated primarily
from the intangible service
21. The Heritage of OM
Division of labor (Adam Smith 1776; Charles
Babbage 1852)
Standardized parts (Whitney 1800)
Scientific Management (Taylor 1881)
Coordinated assembly line (Ford/ Sorenson 1913)
Gantt charts (Gantt 1916)
Motion study (Frank and Lillian Gilbreth 1922)
Quality control (Shewhart 1924; Deming 1950)
6/6/2023 OM 21
23. Operations strategy & competitiveness
Productivity Measurement
What is strategy?
Organizational strategy vs Operational strategy?
Org. strategy provides overall direction for the
organization (broad in scope)
Operation strategy deals with the operation aspect of
the org(narrower in scope). It relates to products,
processes, methods, quality, cost, scheduling,etc.
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25. Conti...
Mission
The reason for existence for an organization
Goals
Provide detail and scope of mission
Strategies
Plans for achieving organizational goals
Tactics
The methods and actions taken to accomplish strategies
• Operations strategy – The approach, consistent with
organization strategy, that is used to guide the operations
function.
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26. Strategy Example
Meron is a high school student. She would like to have a
career in business, have a good job, and earn enough
income to live comfortably.
Question: Discuss Meron Mission, goal, strategy,
tactics and operations to realize her mission?
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27. Conti...ed
Meron is a high school student. She would like to have a
career in business, have a good job, and earn enough
income to live comfortably
• Mission: Live a good life
Goal: Successful career, good income
Strategy: Obtain a college education
Tactics: Select a college and a major
Operations: Register, buy books, take
courses, study, graduate, get job
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28. Strategy Factors
Price
Quality
Time
Flexibility
Service
Location
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30. Key Internal Factors
Human Resources
Facilities and equipment
Financial resources
Products and services
Technology avelablity
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31. Competitiveness: Definition
How effectively an organization meets the wants
and needs of customers relative to others that
offer similar goods or services.
Business organizations compete through some
combination of their marketing and operations
functions
Core competency refers to the capabilities,
knowledge, skills and resources that constitute its
"defining strength.
The resources/strengths that we have compare to
other production industries or service
organizations
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32. Businesses Compete Using Marketing
Identifying consumer wants and needs
Pricing
Advertising and promotion
Businesses Compete Using Operations
Product and service design Cost
Location Quality
Quick response Flexibility
Inventory management Supply chain management
Service and service quality Managers and workers
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33. Why Some Organizations Fail?
Putting too much emphasis on short-term financial
performance at the expense of R&D
Failing to take advantage of strengths and opportunities
Neglecting (do not give high Emphasis) to operations
strategy
Failing to recognize competitive threats
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34. Why Some Organizations
Fail?
Placing too much emphasis in product and service
design and not enough on process design and
improvement.
Neglecting investments in capital and human
resources
Failing to establish good internal communications
and cooperation among different functional areas
Failing to consider customer wants and needs.
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35. Productivity
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35
Productivity
A measure of the effective use of resources, usually expressed as
the ratio of output to input
Productivity is the ratio of outputs (goods and services) divided
by the inputs (resources such as labor and capital)
The objective is to improve productivity!
Important Note!
Production is a measure of output only and not a
measure of efficiency
36. Feedback loop
Outputs
Goods
and
services
Processes
The U.S. economic system
transforms inputs to outputs
at about an annual 2.5%
increase in productivity per
year. The productivity
increase is the result of a mix
of capital (38% of 2.5%), labor
(10% of 2.5%), and
management (52% of 2.5%).
The Economic System
6/6/2023 OM 36
Inputs
Labor,
capital,
management
37. Measure of process improvement
Represents output relative to input
Only through productivity increases can our standard
of living improve
Productivity
6/6/2023 OM 37
Productivity =
Units produced
Input used
39. Measures of Productivity
6/6/2023 OM 39
Partial Output Output Output Output
measures Labor Machine Capital Energy
Multifactor Output Output
measures Labor + Machine Labor + Capital + Energy
Total Goods or Services Produced
measure All inputs used to produce them
40. Productivity Calculations
6/6/2023 OM 40
Productivity =
Units produced
Labor-hours used
= = 4 units/labor-hour
1,000
250
Labor Productivity
One resource input single-factor productivity
41. Measures of Productivity
6/6/2023 OM 41
Two workers paint tables in a furniture shop. If the workers paint
22 tables in 8 hours What is productivity?
Labor productivity = Output
Labor*working hours
Labor productivity = 22 tables
2 works* 8 hours
Labor productivity = 1.375 tables/hour
42. Multi-Factor Productivity
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Output
Labor + Material + Energy +
Capital + Miscellaneous
Productivity =
Output and inputs are often expressed in dollars or other
currency.
Multiple resource inputs multi-factor productivity
43. Example 3
7040 Units Produced
Cost of labor of $1,000
Cost of materials: $520
Cost of overhead: $2000
What is the multifactor/total productivity?
Ans. 2.0 units per dollar of input
6/6/2023 OM 43
MFP = Output
Labor + Materials + Overhead
MFP = (7040 units)
$1000 + $520 + $2000
MFP = 2.0 units per dollar of input
44. Measurement Problems
6/6/2023 OM 44
Quality may change while the quantity of
inputs and outputs remains constant
External elements may cause an increase or
decrease in productivity
Precise units of measure may be lacking
45. Productivity Variables
6/6/2023 OM 45
Labor - contributes about 10% of
the annual increase
Capital - contributes about 38%
of the annual increase
Management - contributes about
52% of the annual increase
46. Key Variables for Improved Labor
Productivity
6/6/2023 OM 46
o Basic education appropriate for the labor force
o Diet of the labor force
o Maintaining and enhancing skills in the midst of
rapidly changing technology and knowledge
Using this and subsequent slides, you might go through in more detail the decisions of Operations Management. While greater detail is provided by these slides than the earlier one, you may still decide to have the students contribute examples from their own experience.