This document discusses operations management in the context of manufacturing versus service operations. It begins by defining manufacturing operations as those that transform inputs like materials, labor, and capital into tangible outputs through forming, machining, and assembly processes. Service operations are described as non-manufacturing activities that transform inputs into intangible outputs. Key differences between the two noted are that services are intangible, cannot be inventoried, and involve simultaneous production and consumption. However, the document also notes similarities in that customers want both goods and services and that service providers must inventory inputs.
The document provides guidance on keeping moving forward, even when facing challenges. It advises that if one cannot fly (move quickly), they should run, if they cannot run they should walk, and if unable to walk then crawl. But the key message is to keep moving in whatever way possible. The quote is attributed to civil rights leader Martin Luther King Jr.
A ASSIGNMENT on PRODUCTION AND OPERATIONS MANAGEMENT
Q. Prepare a worksheet of operation activities that Amit should inquire about this summer?
Q.To manage the firm , how much does Amit need to know about operations ? WHY?
Q. What are the problems do you expect Amit to encounter this summer – both at Khana Khazana – on wheels and at other institutions.?
Q.If you were Amit , what would you do ? Why?
Operations management involves delivering products and services to customers to meet or exceed their expectations for quality, delivery, and price. It requires designing an Enterprise Delivery System (EDS) that transforms inputs like materials, money, manpower, and machinery into outputs through efficient production processes. The EDS must be configured based on customer expectations as well as the chosen technology and organizational structure. Critical sub-processes in the transformation stage include managing workflow, layout, production, maintenance, and quality to convert inputs efficiently into outputs that satisfy customers.
This guide provides a 7-step process for managers to address workload management issues:
1. Identification of the issue through consultation with employees.
2. Analysis of workload data and risk assessment of the issue.
3. Developing options to resolve the issue.
4. Deciding on and implementing actions.
5. Reviewing whether the actions addressed the issue and reporting outcomes.
6. Escalating unresolved issues and outlining dispute resolution processes.
7. Including tools like identification forms and analysis worksheets to help managers implement the process.
Vskills production and operations management sample materialVskills
Operations management is the process of managing the resources which are necessary to produce a company's goods or services. It involves planning, organizing and controlling these resources. The key functions are operations and supply chains on the supply side, and sales and marketing on the demand side. The ideal goal is to achieve an economic match between supply and demand. Operations management has evolved over time from a focus on efficiency to also emphasizing quality, flexibility and customer responsiveness. New approaches now view technology as a way to improve quality in addition to reducing costs.
The document provides an overview of operations management concepts including:
1) It defines operations management as managing the processes that transform inputs into outputs in the form of goods and services.
2) It discusses the differences between goods and services, noting services are intangible, produced and consumed simultaneously, and have inconsistent quality definitions.
3) It outlines 10 critical decision areas operations managers must address such as design, quality management, and supply chain management.
The document discusses facility management. It defines facility management as managing buildings to help meet objectives, goals, and missions through various disciplines like planning, design, leasing, construction management, and property management. A facility manager's main responsibilities include ensuring facilities run smoothly and safely for their intended purposes through activities like maintenance, budgeting, and coordinating employees. Facility managers must consider various internal and external constituents. They are responsible for planning, organizing, implementing, and controlling various facility management functions.
The document provides guidance on keeping moving forward, even when facing challenges. It advises that if one cannot fly (move quickly), they should run, if they cannot run they should walk, and if unable to walk then crawl. But the key message is to keep moving in whatever way possible. The quote is attributed to civil rights leader Martin Luther King Jr.
A ASSIGNMENT on PRODUCTION AND OPERATIONS MANAGEMENT
Q. Prepare a worksheet of operation activities that Amit should inquire about this summer?
Q.To manage the firm , how much does Amit need to know about operations ? WHY?
Q. What are the problems do you expect Amit to encounter this summer – both at Khana Khazana – on wheels and at other institutions.?
Q.If you were Amit , what would you do ? Why?
Operations management involves delivering products and services to customers to meet or exceed their expectations for quality, delivery, and price. It requires designing an Enterprise Delivery System (EDS) that transforms inputs like materials, money, manpower, and machinery into outputs through efficient production processes. The EDS must be configured based on customer expectations as well as the chosen technology and organizational structure. Critical sub-processes in the transformation stage include managing workflow, layout, production, maintenance, and quality to convert inputs efficiently into outputs that satisfy customers.
This guide provides a 7-step process for managers to address workload management issues:
1. Identification of the issue through consultation with employees.
2. Analysis of workload data and risk assessment of the issue.
3. Developing options to resolve the issue.
4. Deciding on and implementing actions.
5. Reviewing whether the actions addressed the issue and reporting outcomes.
6. Escalating unresolved issues and outlining dispute resolution processes.
7. Including tools like identification forms and analysis worksheets to help managers implement the process.
Vskills production and operations management sample materialVskills
Operations management is the process of managing the resources which are necessary to produce a company's goods or services. It involves planning, organizing and controlling these resources. The key functions are operations and supply chains on the supply side, and sales and marketing on the demand side. The ideal goal is to achieve an economic match between supply and demand. Operations management has evolved over time from a focus on efficiency to also emphasizing quality, flexibility and customer responsiveness. New approaches now view technology as a way to improve quality in addition to reducing costs.
The document provides an overview of operations management concepts including:
1) It defines operations management as managing the processes that transform inputs into outputs in the form of goods and services.
2) It discusses the differences between goods and services, noting services are intangible, produced and consumed simultaneously, and have inconsistent quality definitions.
3) It outlines 10 critical decision areas operations managers must address such as design, quality management, and supply chain management.
The document discusses facility management. It defines facility management as managing buildings to help meet objectives, goals, and missions through various disciplines like planning, design, leasing, construction management, and property management. A facility manager's main responsibilities include ensuring facilities run smoothly and safely for their intended purposes through activities like maintenance, budgeting, and coordinating employees. Facility managers must consider various internal and external constituents. They are responsible for planning, organizing, implementing, and controlling various facility management functions.
This document discusses modern facility management in the 21st century. It outlines the five cardinal rules of facility management as well as essential management sections like operational excellence, compliance, human resources, business processes, and technical services. Lean production management focuses on minimizing waste and maximizing value-added activities compared to traditional batch production systems. Successful implementation of lean requires organization-wide changes, tools like value stream mapping and standard work, and a culture of continuous improvement. Compliance with regulations and quality standards is also important for operational excellence and opening doors to international business opportunities.
Work study involves analyzing work methods and equipment used to perform jobs in order to design optimal work methods and standardize proposed methods. It aims to systematically analyze current work processes to develop more efficient methods that improve productivity and reduce costs. Key techniques of work study include method study, work measurement, time study, and motion study. The overall goal is to establish performance standards and design work systems that maximize efficiency and minimize waste of resources.
Production and operation management system.Suny Bisshojit
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.
The module deals with overview of Production and Operation Management. It highlights the Definition, characteristics and objective of POM, also it focus on Production System.
Production and operations management - MeaningAfsana salam
Production and operations management involves planning, organizing, and overseeing processes to improve profitability. Managers analyze current processes and make adjustments to support strategic goals. Production management refers to the activities involved in manufacturing products, while operations management is for managing service-related processes. Both aim to transform inputs into final goods or services through defined and repeatable policies.
The document discusses labor productivity and how it is measured. It defines labor productivity as output per labor hour. There are single-factor and all-factors measures of productivity. Single-factor measures productivity based on a single input like labor, machines, capital, or energy. All-factors measure takes into account total inputs used to produce outputs. Variables that can affect labor productivity include physical work environment, technology, employee performance, motivation and ability. Guidelines are provided for improving labor productivity like training, motivation, timely payments, supervision and discipline.
Facility management involves coordinating all aspects of operating and maintaining a facility, including planning, design, construction, operations, maintenance, and more. Facility managers oversee various departments and personnel to ensure facilities run smoothly and safely. They must balance the needs of various stakeholders, from customers and employees to politicians and community members. Maintaining safety and meeting financial, operational, and strategic goals are key responsibilities of facility management.
This document contains a summary of Rakesh Kumar Sharma's resume. It outlines his objective of seeking a management position where he can utilize his expertise. It then lists his educational qualifications including an MBA and degrees in electrical engineering. It provides details of his work experience in facility management roles in Bahrain, Saudi Arabia, and India. It describes his responsibilities managing operations and ensuring customer satisfaction standards.
FM definition
What functions does FM cover?
Which aspects of FM you should give importance to?
Goals of FM in the organisation
A basic plan for FM
FM risks defined I
FM risk defined II
FM Opportunities
The document discusses the basics of facility management. Facility management involves coordinating people, workplaces, processes, and technologies to support an organization's core business operations and delivery of products and services. It is a key business function. Effective facility management requires understanding work and relationships, managing costs and spending, meeting customer demands, making strategic decisions, and acting as a team player and mentor. Quality facility management contributes to organizational goals, facilitates decision-making, provides stability during difficult times, and earns respect as a leader. Automating processes through business process reengineering can reduce repetitive tasks and improve documentation, data retrieval, and customer satisfaction.
This document discusses employee productivity. It defines productivity and ways to increase it, including increasing output with the same resources, reducing resource use while maintaining output, and using more resources only if output increases more. It also discusses factors that affect productivity like job design, motivation, specialization of labor, and learning curves. World-class companies recognize the importance of empowering and training employees to problem solve and work in teams.
You can buy it here: http://imojo.in/8pg6s9
This document is a quick guide to fresh engineers, diploma holders and second generation businessmen in understanding the basics of Production / Shop floor management in a manufacturing unit. This document covers the roles and responsibilities, Process flow, Do's and Don'ts, Lean Manufacturing basics, MIS reports to be generated and the analysis to be done. This would serve as an Induction Kit for anyone who is joining as a Production Engineer / Production Supervisor in a typical Indian manufacturing company.
Facility Management dept. is capable of contributing towards organizational success if it is given the opportunity to exploit new ideas and perform innovative activities that are regularly measured and integrated within the overall business goals or an organisation. To achieve this, it is essential that innovation in Facility Management is given appropriate empowerment and a platform within the boundaries of the organisation's total innovation agenda. Attached My Insights and collects of Facility Management Innovations.
This document provides a preface and table of contents for a book on production and operations management. The preface discusses revisions made for the second edition, including adding content on managing global operations, revising several chapters, and including caselets and skill development exercises. The table of contents provides an overview of the 10 chapters that make up the book, covering topics like plant location and layout, materials management, quality control, and work study.
This document provides an overview of quality management techniques including Total Quality Management (TQM), Lean Thinking, and Kaizen. TQM aims to satisfy both external and internal customers through continuous improvement. Key principles of TQM include satisfying customers and suppliers, and continuous improvement. Lean Thinking seeks to eliminate waste and maximize workforce effort. Kaizen focuses on small, incremental changes to improve productivity and minimize waste through techniques like identifying the seven types of waste (muda) and sources of variation (mura) and overburden (muri). The document concludes that adopting these quality techniques is important for firms to gain market share through high quality products and maintaining customer loyalty over time.
Abhiram Mohanty has over 10 years of experience in hospitality operations, PR, facility management, and administration. He currently works as an Assistant Manager for Facility and Administration at OCL India Ltd. in Cuttack, Odisha. Prior to this, he held roles such as Senior Executive and Assistant Manager for Facility and Administration at Bhushan Power & Steel Ltd. in Jharsugdha, Odisha. He has a strong background in business development, operations management, team management, and client servicing.
The document discusses converting a cost center into a value center through effective facility management. It provides examples of organizations that increased production capacity and reduced costs by consolidating facilities and optimizing space utilization. Strategies discussed include capacity planning, budget management, cost analysis, and case studies of organizations that improved performance through workplace innovation and strategies.
Bhoomi Facility Management Services(Bfms) Company Profilebhoomiventuresltd
Bhoomi Facility Management Services provides integrated facility management solutions through services such as soft services, security, technical services, and office services. It aims to reduce costs for clients while maintaining quality. It takes a single point of contact approach and ensures flexibility and high customer satisfaction. The company is led by experienced professionals from IT, military, and facility management backgrounds.
This document discusses operations management concepts including:
1) Operations management refers to designing, operating, and controlling processes to transform inputs like labor and materials into finished goods and services.
2) Every organization has operations that create value by transforming inputs like people, technology, capital, and materials through various processes to produce outputs like goods and services.
3) Productivity is a measure of output per unit of input. It is calculated by dividing total output by total input.
The document then provides an example calculation of productivity under different employment levels and discusses various operations management planning concepts such as capacity, facilities location, process, layout, and aggregate planning.
This document discusses modern facility management in the 21st century. It outlines the five cardinal rules of facility management as well as essential management sections like operational excellence, compliance, human resources, business processes, and technical services. Lean production management focuses on minimizing waste and maximizing value-added activities compared to traditional batch production systems. Successful implementation of lean requires organization-wide changes, tools like value stream mapping and standard work, and a culture of continuous improvement. Compliance with regulations and quality standards is also important for operational excellence and opening doors to international business opportunities.
Work study involves analyzing work methods and equipment used to perform jobs in order to design optimal work methods and standardize proposed methods. It aims to systematically analyze current work processes to develop more efficient methods that improve productivity and reduce costs. Key techniques of work study include method study, work measurement, time study, and motion study. The overall goal is to establish performance standards and design work systems that maximize efficiency and minimize waste of resources.
Production and operation management system.Suny Bisshojit
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.
The module deals with overview of Production and Operation Management. It highlights the Definition, characteristics and objective of POM, also it focus on Production System.
Production and operations management - MeaningAfsana salam
Production and operations management involves planning, organizing, and overseeing processes to improve profitability. Managers analyze current processes and make adjustments to support strategic goals. Production management refers to the activities involved in manufacturing products, while operations management is for managing service-related processes. Both aim to transform inputs into final goods or services through defined and repeatable policies.
The document discusses labor productivity and how it is measured. It defines labor productivity as output per labor hour. There are single-factor and all-factors measures of productivity. Single-factor measures productivity based on a single input like labor, machines, capital, or energy. All-factors measure takes into account total inputs used to produce outputs. Variables that can affect labor productivity include physical work environment, technology, employee performance, motivation and ability. Guidelines are provided for improving labor productivity like training, motivation, timely payments, supervision and discipline.
Facility management involves coordinating all aspects of operating and maintaining a facility, including planning, design, construction, operations, maintenance, and more. Facility managers oversee various departments and personnel to ensure facilities run smoothly and safely. They must balance the needs of various stakeholders, from customers and employees to politicians and community members. Maintaining safety and meeting financial, operational, and strategic goals are key responsibilities of facility management.
This document contains a summary of Rakesh Kumar Sharma's resume. It outlines his objective of seeking a management position where he can utilize his expertise. It then lists his educational qualifications including an MBA and degrees in electrical engineering. It provides details of his work experience in facility management roles in Bahrain, Saudi Arabia, and India. It describes his responsibilities managing operations and ensuring customer satisfaction standards.
FM definition
What functions does FM cover?
Which aspects of FM you should give importance to?
Goals of FM in the organisation
A basic plan for FM
FM risks defined I
FM risk defined II
FM Opportunities
The document discusses the basics of facility management. Facility management involves coordinating people, workplaces, processes, and technologies to support an organization's core business operations and delivery of products and services. It is a key business function. Effective facility management requires understanding work and relationships, managing costs and spending, meeting customer demands, making strategic decisions, and acting as a team player and mentor. Quality facility management contributes to organizational goals, facilitates decision-making, provides stability during difficult times, and earns respect as a leader. Automating processes through business process reengineering can reduce repetitive tasks and improve documentation, data retrieval, and customer satisfaction.
This document discusses employee productivity. It defines productivity and ways to increase it, including increasing output with the same resources, reducing resource use while maintaining output, and using more resources only if output increases more. It also discusses factors that affect productivity like job design, motivation, specialization of labor, and learning curves. World-class companies recognize the importance of empowering and training employees to problem solve and work in teams.
You can buy it here: http://imojo.in/8pg6s9
This document is a quick guide to fresh engineers, diploma holders and second generation businessmen in understanding the basics of Production / Shop floor management in a manufacturing unit. This document covers the roles and responsibilities, Process flow, Do's and Don'ts, Lean Manufacturing basics, MIS reports to be generated and the analysis to be done. This would serve as an Induction Kit for anyone who is joining as a Production Engineer / Production Supervisor in a typical Indian manufacturing company.
Facility Management dept. is capable of contributing towards organizational success if it is given the opportunity to exploit new ideas and perform innovative activities that are regularly measured and integrated within the overall business goals or an organisation. To achieve this, it is essential that innovation in Facility Management is given appropriate empowerment and a platform within the boundaries of the organisation's total innovation agenda. Attached My Insights and collects of Facility Management Innovations.
This document provides a preface and table of contents for a book on production and operations management. The preface discusses revisions made for the second edition, including adding content on managing global operations, revising several chapters, and including caselets and skill development exercises. The table of contents provides an overview of the 10 chapters that make up the book, covering topics like plant location and layout, materials management, quality control, and work study.
This document provides an overview of quality management techniques including Total Quality Management (TQM), Lean Thinking, and Kaizen. TQM aims to satisfy both external and internal customers through continuous improvement. Key principles of TQM include satisfying customers and suppliers, and continuous improvement. Lean Thinking seeks to eliminate waste and maximize workforce effort. Kaizen focuses on small, incremental changes to improve productivity and minimize waste through techniques like identifying the seven types of waste (muda) and sources of variation (mura) and overburden (muri). The document concludes that adopting these quality techniques is important for firms to gain market share through high quality products and maintaining customer loyalty over time.
Abhiram Mohanty has over 10 years of experience in hospitality operations, PR, facility management, and administration. He currently works as an Assistant Manager for Facility and Administration at OCL India Ltd. in Cuttack, Odisha. Prior to this, he held roles such as Senior Executive and Assistant Manager for Facility and Administration at Bhushan Power & Steel Ltd. in Jharsugdha, Odisha. He has a strong background in business development, operations management, team management, and client servicing.
The document discusses converting a cost center into a value center through effective facility management. It provides examples of organizations that increased production capacity and reduced costs by consolidating facilities and optimizing space utilization. Strategies discussed include capacity planning, budget management, cost analysis, and case studies of organizations that improved performance through workplace innovation and strategies.
Bhoomi Facility Management Services(Bfms) Company Profilebhoomiventuresltd
Bhoomi Facility Management Services provides integrated facility management solutions through services such as soft services, security, technical services, and office services. It aims to reduce costs for clients while maintaining quality. It takes a single point of contact approach and ensures flexibility and high customer satisfaction. The company is led by experienced professionals from IT, military, and facility management backgrounds.
This document discusses operations management concepts including:
1) Operations management refers to designing, operating, and controlling processes to transform inputs like labor and materials into finished goods and services.
2) Every organization has operations that create value by transforming inputs like people, technology, capital, and materials through various processes to produce outputs like goods and services.
3) Productivity is a measure of output per unit of input. It is calculated by dividing total output by total input.
The document then provides an example calculation of productivity under different employment levels and discusses various operations management planning concepts such as capacity, facilities location, process, layout, and aggregate planning.
Production Management Report Final for Any WorkingMdImran460561
The document provides an overview of production and operations management. It defines key terms like production, operations, manufacturing, and services. It describes the basic components of a production system and how they work together. It also explains important operations management techniques like location planning, facility layout, process design, production planning and control, quality control, and materials management. Finally, it distinguishes operations management from production management and outlines some common activities covered under each area.
This document provides an overview of production and operations management topics for students pursuing a BBA degree from MGS University in Bikaner, India. It covers key POM concepts like different types of production systems, forecasting, capacity planning, plant layout, inventory management, quality management, and maintenance. The document also discusses the functions and scope of POM, relationships with other business functions, and differences between manufacturing and service operations. It is intended to help students with the theoretical concepts for their POM coursework.
Operations management involves delivering products and services to customers to meet or exceed their expectations for quality, delivery, and price. It requires designing an Enterprise Delivery System that sources inputs, transforms them through production processes, and provides the final outputs to customers. Key aspects of managing the operations function include understanding customers' quality, delivery, and price expectations; ensuring efficient operating workflows; and designing effective physical layouts for factories or service areas. Operations managers must also focus on nine critical sub-processes like technology utilization, layout, and capacity balancing to optimize the transformation of inputs to outputs.
Operations management involves planning, organizing, and controlling the processes that convert inputs into finished goods and services. It includes scheduling work, assigning resources, managing inventories, assessing quality, and making process decisions. The overall goal is to optimize productivity and efficiency. Operations management covers a wide range of activities from determining facility locations to implementing quality control systems and supply chain management. It aims to produce the desired outputs while meeting organizational goals like effectiveness, efficiency, and adaptability.
The document provides an overview of operations management. It defines operations management as the business function responsible for managing the resources and processes involved in producing a company's goods and services. This includes planning, organizing and controlling activities such as procurement, manufacturing and distribution. The key objectives of operations management are to provide high quality customer service while efficiently utilizing resources. Operations management transforms various inputs like materials, labor and equipment into outputs that add value for customers through systematic processes.
This document provides an overview of operations management. It defines operations management and discusses key concepts like the production system, transformation process, and differences between products and services. The document also covers the historical development and current issues in operations management, as well as operations strategy in manufacturing and services. It discusses functions of the operations management department like materials selection, methods, machines/equipment selection, estimating, loading/scheduling, routing, dispatching, expediting, inspection, and evaluation.
This document provides an overview of production and operations management. It defines key terms like systems, business systems, concepts of production, production systems, and characteristics of production systems. It also discusses objectives of production management, operations management framework, and the scope of production and operations management. The document aims to introduce foundational concepts in production and operations management.
Operations management software helps to make sure that all business operations, whether for services or products, are effective and efficient.
#mrpeasy #manufacturingsoftware #manufacturing #mrpsoftware #operationmanagement #mrpsystem #erpsystem #productionplanning #workflowmanagement
INTRODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT - Unit 1 (BBA-Bangalore ...Afsana salam
Introduction - Meaning & Definition – Classification - Objectives and Scope of Production and operation Management -Automation: Introduction – Meaning and Definition – Need – Types - Advantages and Disadvantages
Production and operations management involves transforming inputs into outputs through a controlled process to meet organizational objectives. It aims to produce the right quality, quantity, and type of goods or services at the right time and cost while utilizing resources efficiently and effectively. The growth of the services sector has impacted operations management by requiring more customer-centric, digitalized, and personalized approaches to service delivery and process optimization in order to improve customer satisfaction. Key performance criteria for production and operations management systems include customer satisfaction, effectiveness, and efficiency.
Introduction to Operation & production ManagementQamar Farooq
1. The document discusses key concepts in operations management including defining operations, the role of operations managers, types of operations, and decisions involved in system design.
2. It addresses operations in both goods-producing and service-oriented organizations and the responsibilities of operations management in planning, controlling, improving and designing systems.
3. The document provides examples of different types of operations and decision areas in system design regarding capacity, processes, layouts, work systems and facility locations.
Production involves converting raw materials into finished goods through chemical or mechanical processes. Operations management deals with all business activities from product design to distribution, including manufacturing and service processes. The objectives of production and operations management are to produce quality goods and services at the right time, quantity, and cost while utilizing resources efficiently. It has broadened over time from a focus on manufacturing to also include service industries.
Production and Operations Management
Product Vs Service
Concept of Production and OM
Functions /Scope of POM
Operation Strategy
Transformation Process
Product Design & Product Process
History of POM
Issues in POM
Management information systems (MIS) can be applied in various areas including manufacturing, services, decision support, and performance monitoring. In manufacturing, MIS is used for personnel, financial, production, materials, and marketing management. It processes transaction documents and allows for accounting, querying, analysis, and control. In services, MIS tracks customer profiles, occupancy levels, and expectations. It is also used in hotels, hospitals, banking, and more. Decision support systems and knowledge management help with decision making, performance evaluation, and validating decisions through analysis. Organizational performance monitoring uses MIS to measure productivity, effectiveness, and control performance through financial reports, information systems, benchmarking, and balanced scorecards. Information security and controls are also important to
The document discusses production planning and control (PPC) and material management. It outlines the objectives of PPC as optimizing capacity utilization, inventory control, production time efficiency, and quality. The key steps of the PPC process are planning, routing, scheduling, loading, production control, dispatching, follow up, inspection, and corrective measures. Material management aims to coordinate material planning, purchasing, storage, and inventory control. Its objectives are to maximize resource use and provide good customer service at low cost.
The document provides guidance for organizations evaluating outsourcing critical facility operations. It outlines considerations in areas such as service delivery, methodology, value innovations, customer service, and policies. The vendor should detail plans for project preparation and implementation, personnel management, training programs, documentation procedures, quality assurance processes, and maintenance management systems to integrate with the client's existing tools and support ongoing operations. Comprehensive documentation of processes and procedures is important for successful facility management.
The document discusses IT management best practices across multiple phases and areas, including:
- Phase I focuses on defining the IT strategy and identifying how IT can enable, enhance, or inhibit business strategies.
- Phase II involves developing an IT plan to define strategic initiatives, applications, infrastructure, partnerships, and staffing needed to achieve the strategy.
- Phase III is focused on ensuring IT quality through programs for total quality management, standards, and continuous improvement.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
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3. OPERATIONS MANAGEMENT
What is operations?
The part of a business organization that is responsible for
producing goods or services
How can we define operations management?
The management of systems or processes that create goods
and/or provide services
4. Goods are physical items that include raw materials, parts,
subassemblies, and final products.
•Automobile
•Computer
•Oven
•Shampoo
Services are activities that provide some combination of
time, location, form or psychological value.
•Air travel
•Education
•Haircut
•Legal counsel
5. Goods & Services
Services
Intangible product
Product cannot be
inventoried
High customer contact
Short response time
Labor intensive
Manufacturing
Tangible product
Product can be
inventoried
Low customer contact
Longer response time
Capital intensive
6. OM Transforms inputs to outputs
Inputs are resources such as
People, Material, and Money
Outputs are goods and services
What is Role of OM?
9. The operations function includes many interrelated
activities such as:
Forecasting
Capacity planning
Facilities and layout
Scheduling
Managing inventories
Assuring quality
Motivating employees
Deciding where to locate facilities
The scope of operations management ranges across
the organization.
11. Planning
Production planning may be defined as the technique of foreseeing every
step in a long series of separate operations, each step to be taken at the
right time and in the right place and each operation to be performed in
maximum efficiency.
It helps entrepreneur to work out the quantity of material manpower,
machine and money requires for producing predetermined level of output in
given period of time.
12. Routing
Under this, the operations, their path and sequence are established.
To perform these operations the proper class of machines and personnel
required are also worked out. The main aim of routing is to determine
the best and cheapest sequence of operations and to ensure that this
sequence is strictly followed.
13. Scheduling
It means working out of time that should be required to perform each
operation and also the time necessary to perform the entire series as
routed, making allowances for all factors concerned.
It mainly concerns with time element and priorities of a job.
The pattern of scheduling differs from one job to another.
14. Loading
The next step is the execution of the schedule plan as per the route
chalked out it includes the assignment of the work to the operators at
their machines or work places.
So loading determines who will do the work as routing determines where
and scheduling determines when it shall be done.
15. Dispatching
Dispatching involves issue of production orders for starting the operations.
Activity of releasing documents.
To prepare various documents such as Job Cards, Route sheets, Move
Cards, Inspection Cards for each and every component of the product.
These documents are to be released from Production Management
department to give green signal for starting the production.
The activities of the shop floor will follow the instructions given in these
documents.
16. Follow up
Once the document are dispatched, the management wants to
know whether the activity is being carried out as per the plans or
not.
Compare the actual work with the plan.
17. Inspection
This is mainly to ensure the quality of goods. It can be
required as effective agency of production control.
18. Corrective measures
Corrective action may involve any of those activities of
adjusting the route,
rescheduling of work
changing the workloads,
repairs and maintenance of machinery or equipment,
control over inventories of the cause of deviation is the poor
performance of the employees.
21. Human Resource Management
It is concerned with obtaining and maintaining of a satisfactory
and satisfied work force. It is a specialized branch of
management concerned with man management.
It consist of recruitment, placement, induction, orientation,
training, promotion, motivation, performance appraisal, wage
and salary, etc…
22. Production Management
It refers to planning, organization, direction, coordination and
control of the production function in such a way that desired goods
and services could be produced at the right time in right quantity
and at the right cost.
23. It involves
Production planning and development
Plant location, layout and maintenance
Production systems and machines
Management of purchase and storage of materials
Ensuring effective production control
24. Office Management
It can be defined as the organization of an office in order to
achieve a specified purpose and to make the best use of the
personnel by using the most appropriate machines and equipment,
the best possible methods of work and by providing the most
suitable environment
It includes office accommodation, layout and environment,
communication, office reporting and office supervision.
25. Financial Management
It is the study of relationship between the raising of funds and the
deployment of funds.
It includes cost of capital, portfolio management, dividend policy,
short term and long term sources of finance. It involves 3 decisions
mainly they are,
26. Investment Policies : it dictates associated with capital budgeting
and expenditures. All proposals to spend money are ranked and
investment decisions are taken whether to sanction money for
these proposed ventures or not.
Method of Financing : a proper mix of short and long term
financing is ensured in order to provide necessary funds for
proposed ventures at a minimum risk to the enterprise .
27. Dividend Decisions : This decision affects the amount
paid to shareholders and distribution of additional shares
of stock.
28. Marketing Management
It refers to the process of “planning and executing the conception,
pricing, promotion and distribution of ideas, goods and services to
create exchange that satisfy individual and organizational
objectives”.
It includes marketing concept, consumer behavior, marketing mix,
market segmentation, product and price decisions, international
marketing etc…
30. INTRODUCTION
EVERYDAY WE COME IN CONTACT WITH VARIOUS GOODS & SERVICES.
IN THE BROADEST SENSE OPERATION MANAGEMENT IS CONCERNED
WITH THE PRODUCTION OF GOODS & SERVICES. ACCORDINGLY THE FIELD
OF OPERATIONS CAN BE DIVIDED INTO MANUFACTURING OPERATIONS
& SERVICE OPERATIONS.
32. FORMING PROCESS: THIS PROCESS CHANGES THE SHAPE OF THE
WORK PIECE WITHOUT NECESSARILY REMOVING OR ADDING
MATERIALS.. EX: CASTING,STAMPING,FORGING ETC.
MACHINING PROCESS: IT INVOLVES BASICALLY METAL REMOVAL.
EX: DRILLING, GRINDING, MILLING & BORING ETC.
ASSEMBLY PROCESS: IT INVOLVES JOINING OF COMPONENTS OR
PIECE-PARTS TO PRODUCE A SINGLE COMPONENT THAT HAS A
SPECIFIC FUNCTION. EX: FASTENING WITH BOLTS & NUTS, JOINING
BY ADHESIVES.
THE OBJECTIVES OF EACH PROCESS IS TO CHANGE THE
SHAPE OR PHYSICAL CHARACTERISTICS OF THE RAW-
MATERIALS OR INPUTS.
34. INTANGIBILITY
IT IS NOT TANGIBLE LIKE THE PHYSICAL GOODS. IT CAN NOT BE SEEN
PHYSICALLY, BUT IT CAN BE FELT.
NON-INVENTORIABILITY
AS OPPOSED TO PHYSICAL GOODS SERVICES ARE NOT INVENTORIABLE,
BECAUSE A SERVICE IS PRODUCED AND CONSUMED SIMULTANEOUSLY. IN
THIS SENSE A SERVICE DOES N’T EXIST , HOWEVER THE RESULT OF
SERVICE LAST FOR SOMETIME.
35. BESIDES THE QUALITY ASPECTS, THE INVENTORIABILITY OF SERVICES ALSO
MEANS THAT THE CUSTOMER MAY BE DIRECTLY INVOLVED IN OPERATIONS,
WHERE THE PRODUCTION AND CONSUMPTION TAKES PLACE SIMULTANEOUSLY.
SO THE SERVICE AND THE SERVICE PROVIDER BOTH ARE THERE WITH THE
CUSTOMER.
FLEXIBILITY IS A CHARACTERISTIC OF A FIRM’S OPERATIONS THAT ENABLES IT TO
REACT TO CUSTOMER NEEDS QUICKLY & EFFICIENTLY. BUT WHERE THERE IS
FLEXIBILITY THE POSSIBILITY OF CHAOTIC SITUATION CAN BE FOUND IN THE
PRODUCTION & DELIVERY SYSTEM. IN SERVICE OPERATIONS AS THERE ARE
INTANGIBLE OBJECTS , IT IS VERY MUCH CONTROLLED HERE.
36. CLASSIFICATIONS OF SERVICES
TANGIBLE ACTIONS TO PEOPLES BODIES:
EX: HAIR CUTTING,RESTAURANT,HEALTH CARE ETC.
TANGIBLE ACTIONS TO PEOPLES GOODS :
EX: LAUNDRY, REPAIRING CENTRES,TAILOR ETC.
INTANGIBLE ACTIONS DIRECTED TO PEOPLES MIND:
EX : TRAINING, INFORMATION SERVICES,BROADCASTING ETC.
INTANGIBLE ACTIONS DIRECTED TO PEOPLES INTANGIBLE ASSETS :
EX : BANKING, INSURANCE & ACCOUNTING ETC.
BASED ON TANGIBLE & INTANGIBLE NATURE OF SERVICES.
38. DESPITE MANY DIFFERENCES,THERE ARE A LOT OF SIMILARITIES BETWEEN
MANUFACTURING & SERVICE OPERATIONS.THERE IS A INTERDEPENDENCY OF
PRODUCTS & SERVICES, FOR EX: CUSTOMERS WANT BOTH GOOD FOOD AS WELL
AS GOOD SERVICE AT A RESTAURANT.
AGAIN THOUGH SERVICE PROVIDERS CAN NOT INVENTORY THEIR OUTPUTS, BUT
MUST INVENTORY THEIR INPUTS,FOR EX : HOSPITALS MUST MAINTAIN AN
ADEQUATE SUPPLY OF MEDICATIONS, NURSES & DOCTORS.
WHILE BUYING A CAR WE NOT ONLY BUY A PRODUCT BUT ALSO A GURANTEE.
HOSPITAL CARE INVOLVES MEDICATION, BANDAGES & X-RAY FILMS & SO ON, SO
DESPITE A LOT OF DIFFERENCES BOTH PRODUCT & SERVICE ARE PART OF EACH
OTHER
40. According to Slack and Lewis, operations strategy holds the
following definition:
Operations strategy is the total pattern of decisions which
shape the long-term capabilities of any type of operations and
their contribution to the overall strategy.
Operations strategy is the tool that helps to define the methods
of producing goods or a service offered to the customer
41. Operation strategy focuses on the questions:
Where are we going?
How are we going to compete?
How are we going to meet customer needs in order to
accomplish our objectives
42. Typical steps in setting an organization's strategy:
1. Establishing Goals
2. Market and Competitive Analysis
- See the Society of Competitive Intelligence Professionals site
for information
3. Identification of Products, Markets and Competitive
Priorities
4. Establishment of Policy Guidelines and Constraints
Mission - Why are we in the business?
Vision - What do we want our organization to look like 5 years from now?
Strategic Goals- Specific intended targets that indicate how the organization
will achieve its mission and vision.
43. A short history of operation strategy
In the period following World War II corporate strategy in the United States was usually developed by
the marketing and finance functions within a company With the high demand or consumer products that
had built up during the war years U.S. companies could sell virtually everything they made at
comparatively high prices. In addition there was very little international competition. The main industrial
competitors of the United States today Germany and Japan. lay in ruins from massive bombings. They
could not even satisfy their own markets. let alone export globally. Within the business environment that
existed that time the manufacturing or operations function was assigned the responsibility to produce
large quantities of standard products at minimum costs. regardless of the overall goals of the firm. To
accomplish this the
operations function focused on obtaining low-cost unskilled labour and installing highly automated
assembly-line-type facilities.
44. With no global competition and continued high demand the role of
operations management (that is. to minimize costs) 1950 and early 1960 By the late 1960
however Wick Skinner of the Harvard Business School. who is often referred to as the
grandfather of operations strategy, recognized this weakness among U.S. manufacturers. He
suggested that companies develop an operations strategy that would complement the
existing marketing and finance strategies. In one of his early articles on the subject. Skinner
referred to manufacturing as the missing link in corporate strategy.” Subsequent work in this
area by researchers at the Harvard Business School. including Abernathy. Clark. Hayes. and
Wheelwright, continued to emphasize the importance of using the strengths of a firm’s
manufacturing facilities and people as a competitive weapon in the marketplace as well as
taking a longer-term view of how to deploy them
45. 2.Features of Operations Strategy
Determined by KSF(Key Success Factor)
Should be comprehensive and be integrated with corporate
strategy.
Should be designed to anticipate future
needs.
Involves a long term process that must
inevitable change.
Involves decisions that relate to the design of the process and the
infrastructure needed to support the process.
46. 3.Factors Influencing Operations Strategy
a) Quality customers
Customers come and stay because
of this factor. It also includes
cost reduction by various methods of JIT, Lean Manufacturing,
TQM,TPM etc. It enables the firm to be more agile in its manufacture
47. b) Time
This aspect considers that deliveries be on time to meet customers’
expectations and thus seek more business.
It means that the operations conducted have this focus and is achieved by
reducing planning time, design time, processing time and changeover
time ,delivery time and response time to customers’ complaints are
also relevant in this context.
48. c) Flexibility
To meet the changing demands of customers, to develop new
processes and materials and to make the organization more agile
in its manufacture.
d)Process design
Includes:
Selection of appropriate technology
Role of inventory in the process
Locating the process
49. e) Infrastructure Decisions
includes:
Planning and Control of Machines
Quality assurance and Control approaches
Payment Structures
Organization of Operations function
51. Operation Strategy
Operations strategy is defined as the set of decisions that are
warranted in the operational processes in order to support the
competitive strategies of the business.
It will give the firm competitive advantages in the products or
services that are served to the customers.
52. Elements of Operations Strategy
Designing of the production system
Facilities for production and services
Product or service design and development
Technology selection, development, and process development
Allocation of resources
Focus on facilities planning
53. 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. They are:
Customized product design
Standard product design
54. 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. Here, overheads will be less and the firm can
Outperform compared to the competitors .
55. The stages followed in developing a product are:
1. Generating the idea
2. Creating the feasibility reports
3. Designing the prototype and testing
4. Preparing a production model
5. Evaluating the economies of scale for production
6. Testing the product in the market
7. Obtaining feedback
8. Creating the final design and starting the production.
Product or Service Design and Development
56. Technology Selection and Process Development
A product selected for production will be analyzed 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.
57. Allocation of Resources
The production units face continuous problems of allocating the scarce resources
like capital, machines, equipments, materials, manpower, services, etc. Allocation
at the right time to the right place of production indicates the efficiency of the
production planners.
58. Facility, Capacity and Layout planning
The location, layout, and facilities creation for the production are the key
decision areas for the operations manager .
60. Forecasting
It is a method for translating past experience into estimates
of the future.
61.
62. importance of forecasting
a) Economic development:
The economic conditions of the country as well as global economy would
have significant effect on the operations of an organization. The
necessary elements of such forecasts include predictions relating to GNP
and GDP, currency strength, industrial expansion, job market, inflation
rate, interests rate, and balance of payments and so on.
b) Technological forecasts:
These forecasts predict the new technological developments that may
change the operations of an organization.
63. c) Competition forecasts:
It is equally necessary to predict as to what strategies your competitors would be
employing to acquire gains in the market share, perhaps at the cost of your market
share.
The competitor may be planning to employ a different market strategy for the
product or to bring out a substitute for the product which could be cheaper and
easily acceptable by consumers.
d) Social forecasts:
These forecasts involve predicting changes in the consumer tastes, demands and
attitudes. Consumers have already established a trend for convenience, comfort and
for products that are easy to use and manage. Matters of taste and preference may
change over a period of time.
65. Qualitative Forecasting Methods
Using qualitative approach, a company forecasts based on judgment and
opinion. Grouped under this approach are
1. Delphi method
2. Market Research
3. Expert Judgment
4. Product Life-cycle analogy
66. Delphi method
This is a group technique in which a panel of experts is questioned individually
about their perceptions of future events
Forecast is developed by a panel of experts who answer a series of questions.
• Responses are feedback to panel members who then may change their original
responses.
• It does not require the physical presence of group members.
• The experts answer questionnaires in two or more rounds.
Advantages: This type of method is useful and quite effective for long-range
forecasting. The technique is done by questionnaire format and eliminates the
disadvantages of group think.
67. Market Research
It is any organized effort to gather information about markets or
customers.
• It is a very important component of business strategy.
• Market research provides important information to identify and analyze
the market need, market size and market need, and competition.
• It uses panels, questionnaires, test markets, surveys, etc.
68. Expert Judgment
The subjective views of executives or experts from sales, production,
finance, purchasing, and administration are averaged to generate a
forecast about future sales.
This approach is used to obtain a rapid assessment of the state of
knowledge about a particular aspect of climate change.
• It is frequently used in a panel format, aggregating opinions to cover a
broad range of issues regarding a topic.
Advantage: The forecasting is done quickly and easily, without need of
elaborate statistics.
71. Time series Forecasting Methods
Time series forecasting methods are based on analysis of historical data
• Analyzing past trends to predict future
• Statistical method used to analyze the sales pattern
72. Graphical Methods:
Plotting information in a graphical form. It is relatively easy to convert a
spreadsheet into a graph that conveys the information in a visual manner. Trends
& patterns are easier to spot & extrapolation of previous demand can be used to
predict future demands.
Econometric Modeling:
A set of equations intended to be used simultaneously to capture the way in which
dependent and independent variables are interrelated.
Life Cycle Modeling:
“A quantitative forecasting technique based on applying past patterns of demand
data covering introduction, growth, maturity, saturation, and decline of similar
products to a new product family”.