Production and operations management by Jonathan Taladro
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This document provides an overview of operations management. It discusses the historical evolution of operations management from the division of labor proposed by Adam Smith in 1776 to modern trends like lean production and outsourcing. It defines operations management as the management of systems or processes that create goods and services. The scope of operations management includes forecasting, capacity planning, scheduling, quality assurance, and other areas. Performance is measured using various quantitative approaches and metrics. A systems approach is emphasized.
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This chapter introduces operations management as the management of an organization's production system, which takes inputs and converts them into outputs. It discusses the historical milestones in operations management, from the Industrial Revolution to modern developments like scientific management, behavioralism, and the computer and service revolutions. Finally, it outlines how operations management is studied as a system involving inputs, conversion processes, and outputs, and the three levels of decisions - strategic, operating, and control - that operations managers must make.
Ch01 2
This chapter introduces operations management as the management of an organization's production system, which takes inputs and converts them into outputs. It discusses the historical milestones in operations management, from the Industrial Revolution to modern developments like scientific management, behavioralism, and the computer and service revolutions. Finally, it outlines how operations management is studied as a system involving inputs, conversion processes, and outputs, and the three levels of decisions - strategic, operating, and control - that operations managers make.
Firestone Tire & Rubber
Firestone was once a pioneer and leader in the tire industry but made several strategic mistakes that led to its decline. It failed to adequately prepare for the introduction of radial tires to the US market in the 1970s despite seeing them come to Europe a decade prior. Firestone's response was inefficient, as it kept old factories open and production processes did not meet quality standards for radial tires. This caused huge financial losses. Further, several recalls due to faulty radial tires in the 1970s-1980s damaged Firestone's reputation and market share. Bridgestone eventually acquired Firestone in 1988 after it lost control of the American tire market to foreign competitors.
Operations management ppt @ bec doms bagalkot mba
The document provides an overview of operations management, including its historical development and importance. It discusses key milestones like the Industrial Revolution, scientific management, and growth of the service sector. It also outlines different ways to study operations management, such as viewing production as a system and making strategic, operating, and control decisions.
MODULE 05 PROJECT - FINANCIAL STATEMENTS 1Financial Statemen.docx
MODULE 05 PROJECT - FINANCIAL STATEMENTS
1
Financial Statements
Name: Rodney Wheeler
Institution: Rasmussen College
Course: A332/ACG3357 Section 02 Accounting for Business Managers
Date: 06/18/17
The illustration of the Ford’s balance sheet is an illustration on the company’s financial health. It also indicates and expounds on the company’s financial transactions, income, cash and financial flows from its investments plans and activities. The sales of the company’s products and services as listed in the balance sheet is an essential consideration on the how the company can increase its sales based on the different financial restrictions and investments. Production is another issue that is essential and critical in managing and understanding the performance of the company from the financial and expenses issues. To use such information will help the company and its stakeholders to understand how the company’s expenditure in production affects its income and profitability.
On the hand, knowing and understanding the health of a company from the assets side, will help in the acquisition of direct materials either for production and investment. It is important to use the different financial assessments to understand the value of the company’s financial position. Essentially, it is a way of focusing on the financials of the company such as cash flows and income statements to help in understanding the resources being pulled into manufacturing. More essentially is to project and estimate the next cycle of manufacturing services and operations in which the company will be involved. Expenditure on sales and how the company uses financial resources such as cash and non-cash resources is critical. For instance, Ford should focus on the role of its financial plans and accessibility of investment information for its stakeholders. This will offer confidence and trust for the investors on the performance of the company and it’s administrative. Administration faces the challenge of accountability and responsibility of its decisions and focusing on financial growth and awareness.
References
Johnson, P. F. (2014). Purchasing and supply management. McGraw-Hill Higher Education.
Running head: PRODUCTION COST METHODS
1
PRODUCTION COST METHODS
1
Production Cost Methods
Name: Rodney Wheeler
Institution: Rasmussen College
Course: A332/ACG3357 Section 02 Accounting for Business Managers
Date: 06/11/17
Introduction
Since its conception in 1903, Ford Motor Company has seen its share of highs and lows regarding market share and stock prices, but recently things have been going downhill for the company (Acharya, V., Schaefer, S., & Zhang, Y., 2015). The company’s market value is currently not doing better than Tesla’s or General Motors’s. Stock prices have dropped by over 40% since 2014.
Cost production methods
In a move to reduce product costs, Ford has come recently announced that they are going to cut up to 10% of the company’s workforce in North America a ...
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The document provides an overview of operations management, including its historical development and key factors affecting modern operations. It discusses several milestones such as the Industrial Revolution, scientific management, and the growth of the service sector. Finally, it outlines different ways of studying operations management, focusing on the strategic, operating, and control decisions managers must make.
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Int. J. Production Economics ] (]]]]) ]]]–]]]Contents lists .docx
Int. J. Production Economics ] (]]]]) ]]]–]]]
Contents lists available at ScienceDirect
Int. J. Production Economics
0925-52
doi:10.1
n Corr
E-m
[email protected]
Pleas
Inter
journal homepage: www.elsevier.com/locate/ijpe
Improving supplier’s situation through supplier cooperation: The case of
Xintang jeans town
Bin Jiang a, Srinivas (Sri) Talluri n,b, Tao Yao c
a Department of Management, The Charles H. Kellstadt Graduate School of Business, DePaul University, Euromed Management Marseille, USA
b Department of Supply Chain Management, Eli Broad Graduate School of Management, USA
c The Harold and Inge Marcus Department of Industrial and Manufacturing Engineering, Pennsylvania State University – University Park, USA
a r t i c l e i n f o
Article history:
Received 12 November 2009
Accepted 9 March 2011
Keywords:
Supplier cooperation
Game theory
Labor conditions
73/$ - see front matter & 2011 Elsevier B.V. A
016/j.ijpe.2011.03.010
esponding author.
ail addresses: [email protected] (B. Jiang),
bus.msu.edu (S. Talluri), [email protected] (T.
e cite this article as: Jiang, B., et al., I
national Journal of Production Econ
a b s t r a c t
Inferior labor conditions in developing countries have raised Western customers’ awareness of
sweatshops. Developing countries’ suppliers are facing growing pressure from Western clients on
ethical issues associated with the production of low-cost goods at the expense of worker health, safety,
and welfare. Inferior working conditions not only adversely affect worker well-being, but also
negatively impact performance and productivity, which is detrimental to the entire supply chain in
the long-run. In this paper, we consider the case of Xintang International Jeans and Textile City, the
largest manufacturing base of jeans in China, which sought to shed its sweatshop image. Working
closely with the administration of this manufacturing base, we applied operations research techniques
to analyze local suppliers’ possible operations strategies based on considerations of price and delivery
guarantees, two critical dimensions of competition in the apparel and textile industry. Our analysis
highlighted the fact that local suppliers’ cooperation may be an effective way for improving labor
conditions in the long-run. Our work has significant implications for societal improvement in
developing countries through better labor conditions and increased cooperation while maintaining a
healthy level of competition.
& 2011 Elsevier B.V. All rights reserved.
1. Background
China’s advantages in the global apparel and textile market-
place are moving well beyond cheap equipment, materials, and
labor. Industries in China are leveraging economies of scale and
low labor costs in an effort to achieve a global competitive
advantage via a new form of industrial organization referred to
as ‘‘factory town’’, which is akin to an industrial cluster. In an
apparel factory town, all materials and processes needed to m.
Tyre industry in india competition or collusion
The Indian tyre industry is highly concentrated, with the top 10 companies accounting for over 95% of production. There have been allegations of collusion between major players to fix prices. An investigation by the Competition Commission of India found evidence that companies were not passing on reductions in excise duty to consumers and engaged in parallel pricing. However, the presence of powerful original equipment manufacturers and import competition made sustaining a cartel difficult. The industry faces high barriers to entry and risks from volatile raw material prices.
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Production and operations management by Jonathan Taladro
- 2. Introduction Historical Evolution of Operations Management Scope of Operations Management Operations Management and Decision Making Models Quantitative Approaches Performance Metrics Analysis of Trade-Offs
- 3. A Systems Approach Establishing Priorities Ethics Why Study Operations Management The Historical Evolution of Operations Management Trends in Business
- 4. Management of systems or processes that create goods and/or provide services.Value –added - the difference between the cost of inputs and the value or price of output.
- 5. Historical Summary of Operations Management Date Concept/ Contribution Contributor 1776 Division of Labor Adam Smith 1911 Scientific Management Frederick Taylor 1790 Interchangeable Parts Eli Whitney 1911 Motion study, industrial psychology Frank and Lilian Gilbreth 1912 Chart for scheduling Henry Gantt 1913 Moving Assembly Line Henry Ford
- 6. 1915 Mathematical mode of inventory F.W Harris 1930 Hawthorne Worker Motivation Elton Mayo 1935 Statistical method for sampling and quality control H.F Dodge 1940 Opertions research applications in warfare Operations research group 1947 Linear Programming George Dantzig 1951 Commecial digital computers Sperry Univac
- 7. 1950s Automation Numerous 1960s Industrial dynamics Jay Forrester 1975 Manufacturing Strategy Time-based competition, lean production Toyota and Taiichi Ohno 1990s Internet and Supply Chain Management Numerous 2000s Applications service providers and outsourcing Numerous
- 8. Production of Goods Delivery of Services Tangible output Goods Oriented Implies an Act Act-oriented
- 9. Scope of Operations Management Forcasting Capacity Planning Scheduling Managing Inventories Assuring Quality Motivating and Training Employees Locating Facilities
- 10. Operations Management and Decision Making What? How? Who?
- 11. Performance Metrics Quantitative Approaches Mathematical Models Schematic Models Physical Models
- 12. Ethics Establishing Priorities System Approach Analysis of Trade Offs
- 13. Why Study Operations Management? “work together”. Central to the functioning of all business organizations.
- 14. Trends of Business The internet, e-commerce and e-business Management of Technology Globalization Management of Supply Chains Outsourcing Agility Ethical Behavior Operations Strategy Working with fewer resources Revenue Management
- 15. Process Analysis and Improvement and Quality Improvement Increased Regulation and Product Liability Issue Lean Production
- 16. • In mid-2000,the Firestone Tire Company issued a recall of some of its tires – those mounted on certain sport-utility vehicles (SUV) of the Ford Motor Company. This was done in response to reports that tire treads on some SUVs separated in use, causing accidents, some of which involved fatal injuries as vehicles rolled over. • At first, Firestone denied there was a problem with its tires, but it issued the recall under pressure from consumer groups and various government agenies.All the tires in uestion were produced at the same tire plant , and there were calls to shut down that facility.Firestone suggested that Ford incorrectly matched the wrong tires with its SUVs.There were also suggestion that the shock absorbers of the SUVs were rubbing against the tires, causing or aggravating the problem. • Both denied that this had been an ongoing problem.However there was a public outcry when it was learned that Firestone had previously issued recalls of these tires in South America, but had not informed officials in other countries.Moreover,both companies had settled atleast one lawsuit involving an accident caused by tread separation several years earlier.