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Work Ethics
If it’s worth doing it, it’s worth doing it right the first time.
1
What are your personal examples?
Just when you think you are good, make it better!
Getting Things Done: Mise En Place
What is Mise En Place? Put in place!
Communication and Organization
Slow down to speed up?
Please listen or read it here:
http://www.npr.org/2015/01/02/374511095/how-organizing-
like-a-chef-can-help-you
2
Close your eyes and listen to this radio podcast on mise en
place. (Click on the Kitchen Confidential picture in presentation
mode) Read the script or replay the podcast if necessary. What
do you learn from this reporting?
Meaning of Being Exact and the Pursuit of Excellence
Importance of being exact:
My GE refrigerator didn’t fit!
Pursuit of perfection:
Japanese Metro, Lexus
Imagine yourself standing on the springboard and jumping into
the dry pool 10 meters below, knowing that water will flow and
fill the pool before you hit the bottom…
3
What are your personal examples?
Just when you think you are good, make it better!
Meaning of Being Exact and the Pursuit of Excellence: GE
4
GE says that this fridge fits the 36” openings with ¼” clearance.
The spec sheet says that the width is between 35 1/2” and 35
7/8” but it did NOT fit into my 36” kitchen opening! Do you
have similar experiences? What can be done at factory?
Meaning of Being Exact and the Pursuit of Excellence: Japan
http://youtu.be/_rtxm30NULU
http://youtu.be/AktHnnA9QIM
Please click to watch the videos.
5
What are your personal examples? The Lexus commercial first
aired in 1992 launched it into the luxury brand category!
The photo I chose to analyze is
http://docsouth.unc.edu/church/morris/ill311.html. It is from
the Church in the Southern Black Community Collection. It
shows the Morris family from Helena, Arkansas.
OBSERVE:
The first thing I see is a mother and father with five children.
Judging by the way they are posed, the deadpan looks on their
faces, and the very high collars on the females’ dresses, this
photograph was taken during the Victorian Era. The males are
all wearing suits and bow ties. The details in the back of the
photo show that it was taken in a studio. It is possible that the
back of the photograph lists the individual members of the
family, as numbers are written on or near ever person in the
image. The mother is sitting on a wicker chair.
REFLECT:
This image, based on image quality, posing, and clothing, was
taken during the Victorian Era. Data available with the file
says that the man was E. C. Morris, born 1855. This photo was
likely taken sometime around 1885, since the oldest boy appears
to be about 10 and people married early back then. It is likely
that this image was taken to show how successful the man was.
He was a black minister in the South after Reconstruction.
Opportunities for African Americans were scarce during that
time at that place, yet his family is well dressed and he could
afford to have a nice portrait of his family taken. Observers can
learn about period dress and grooming. Ironically, if this photo
were taken today. it most likely would have been taken outside,
as it costs more to have your photo taken by a professional
away from their studio.
QUESTION:
I wonder just who E. C. Morris was. Were his children as
successful and he appears to have been? What church was he
minister of? Is the church still in existence?
FURTHER INVESTIGATION:
I am curious about the Morris children, names and ages. Were
they important in the community after their father? I believe
that I can find out this information from census data. I would
be able to find out names and ages from that. Subsequent
returns for the town will tell us the vocations of the children, at
least for the three males.
Photographs may very well be our favorite form of media, and
have been almost since the first forms of photography appeared
in the 1830’s. Digital photography has simply accelerated what
was already popular.
History is concerned with the study of change over time.
Photographs can show this in a uniquely powerful way. Those
changes show in numerous ways, in changes in the skyline,
landscape, neighborhood, appearance of individuals or groups.
They reveal customs, preferences, and styles. You can see
celebrations, work, play, home, courtship, marriage, children,
responses to stress, hardship, and much more.
For this assignment, we will be looking at visual evidence from
New Deal programs and agencies, which were created under the
leadership of Franklin Delano Roosevelt. These programs had a
powerful impact on the relationship of government to the people
of the United States.
This lesson takes you through a process of examining primary
sources, specifically photographs, to develop a sense of the
profound impact the Great Depression had on real people’s
lives.
Using guidelines from the Library of Congress, you will
systematically analyze one of the photographs from below. To
help you with this, you will use the “Primary Source Analysis
Tool,” available HERE.
Directions on how to use the tool are available HERE. An
example of how to complete the assignment is posted after the
assignment details.
YOUR ASSIGNMENT is to choose one of the photographs, and
work through filling out the primary source analysis tool.
Complete all elements: observe, reflect, question, and further
investigation. The more detail the better. You need to show
serious contemplation of the question.
Photographs from the Great Depression
Click on the captions below to see the photographs.
Depression refugee family from Tulsa, Oklahoma, Dorothea
Lange
Part of an impoverished family of nine on a New Mexico
highway, Dorothea Lange
Son of depression refugee from Oklahoma now in California,
Dorothea Lange
The only home of a depression-routed family of nine from Iowa,
Dorothea Lange
Men's dormitory at night at the homelessmen's bureau, Sioux
City, Iowa, Russell Lee
Things to consider when analyzing documents.
Photographs are heavily mediated. What do I mean by that?
They are useful in constructing and telling stories because they
provide evidence of events, but the act of taking a picture is a
ritual in itself. Sometimes the decision to take a photograph
lends importance to an event that otherwise would be lacking.
Some photographs are works of art deliberately created, think
Ansel Adams, or Dorthea Lange. The creator has motivations
for creating them. They may be attempts to capture other art,
like sculpture. Advertisers use photographs to entice, realtors
to display, archaeologists to record, journalists to report,
reformers to prod. Whatever the use, historians can use them.
Cameras and film or memory are tools in the hands of the
photographer, which means that the output is at least partially
controlled, thus mediated.
For anyone who has ever worked in a darkroom, you know that
there are lots of things you can do to interpret what the camera
captured. You can control the size of the image, the framing,
burning and dodging, type of paper, filters, etc. You can
control even more when your darkroom becomes digital. Photos
can often capture things the photographer did not see when
taking the picture.
How to Read a Photograph
Viewing and reading a photograph are two different things.
When you view it, you get an impression of the image. Reading
it usually involves putting words with it. Some photographers
help by putting captions with their photos or writing on the back
of them.
I want to discuss the ways to systematically read a photograph.
A good way to begin is to attempt to form a consciousness of
the photographer. What did the photographer see? What did
they possibly not see? What biases did they have? Did they
pose people? Why did they pick the vantage point they did?
Why was the picture taken?
How was it framed? How does the framing effect one’s sense of
having been there? Where was it taken? Indoors? Posed?
What clues does it give to the cultural landscape? Natural
landscapes?
What does it reveal about time? What time of day or year was it
taken, or was it taken in motion?
Details. Lace on a dress, knick knacks on the shelf. What does
it reveal about occupations, social class, tastes, and beliefs? Or
values?
You can learn lots from the technical aspects of photographs as
well. Types of lenses, flashes, types of printing, and more.
How do the people in the photo look? Shy, proud, scared, weak,
pained suffering, curious, sexy, blank, bored, etc.
It may be useful to ask the same questions a newspaper reporter
would use: who, what, when, where, why, and how. Some
specific questions can include:
Who created this primary source?
When was it created?
Where does your eye go first?
What do you see that you didn’t expect?
What powerful words and ideas are expressed?
What feelings and thoughts does the primary source trigger in
you?
What questions does it raise?
What was happening during this time period?
What was the creator’s purpose in making this primary source?
What does the creator do to get his or her point across?
What was this primary source’s audience?
What biases or stereotypes do you see?
Does it challenge your assumptions about the past?
What primary or secondary sources support or contradict your
conclusions?
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM
Goods, Services, and Operations Management
1
COLLIER/EVANS
5
1
Explain the concept and importance of operations management
Describe what operations managers do
Explain the differences between goods and services
LEARNING OUTCOMES
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
2
Describe a customer benefit package
Explain the role of processes in OM and identify three general
types of processes
Summarize the historical development of OM
Describe current challenges facing OM
LEARNING OUTCOMES
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
3
Operations Management
Science and art of ensuring that goods and services are created
and delivered successfully to customers
Design of goods, services, and the processes that create them
Day-to-day management of those processes
Continual improvement of these goods, services, and processes
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
4
Operations Management
Issues at the core of operations management
Efficiency
Cost
Quality
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
5
Key Activities of Operations Manager
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
6
Forecasting
Supply chain management
Facility layout and design
Technology section
Quality management
Purchasing
Resource and capacity management
Process design
Job design
Service encounter design
Scheduling
Sustainability
Understanding Goods
Good: Physical product that a person can see, touch, or consume
Durable good: Product that does not quickly wear out and lasts
at least three years
Non-durable good: Perishable and lasts for less than three years
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
7
Understanding Services
Service: Primary or complementary activity that does not
directly produce a physical product
Similarities between goods and services
Provides value and satisfaction to customers who purchase and
use them
Can be standardized or customized to individual wants and
needs
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
8
Differences between Goods and Services
Goods are tangible while services are intangible
Customers participate in many service processes, activities, and
transactions
Demand for services is more difficult to predict than the
demand for goods
Services cannot be stored as physical inventory
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
9
Differences between Goods and Services
Service management skills are paramount to a successful service
encounter
Service facilities need to be in close proximity to the customer
Patents do not protect services
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
10
Service Management
Integrates marketing, human resources, and operations functions
to:
Plan
Create
Deliver goods and services
Deal with service encounters
Moments of truth: Episodes, transactions, or experiences in
which a customer comes into contact with any aspect of the
delivery system
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
11
Customer Benefit Packages (CBP)
Clearly defined set of tangible and intangible features that the
customer recognizes, pays for, uses, or experiences
Combination of goods and services configured in a certain way
to provide value to customers
Consists of a primary good or service, coupled with peripheral
goods and/or services
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
12
Customer Benefit Packages (CBP)
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
13
Primary good or service
Peripheral goods or services
Variant
Core offering that attracts customers and responds to their basic
needs
Core offering that are not essential to the primary good or
service, but enhance it
CBP attribute that departs from the standard CBP and is
normally location- or firm-specific
1.3 Examples of Goods and Service Content
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
Exhibit
14
Processes
Means by which goods and services are produced and delivered
Process: Sequence of activities that is intended to create a
certain result
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
15
Key Processes in Business
Core processes: Focused on producing or delivering an
organization’s primary goods or services
Support processes: Purchasing materials and supplies used in:
Manufacturing and installation
Managing inventory
Health benefits and day care on-site services
Technology acquisition and research and development
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
16
Key Processes in Business
General management processes: Accounting and information
systems, human resource management, and marketing
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
17
1.4 Seven Eras of Operations Management
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
Exhibit
18
Sustainability
Organization’s ability to:
Strategically address current business needs
Develop a long-term strategy that embraces opportunities and
manages risk for:
Products, systems, supply chains, and processes to preserve
resources for future generations
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
19
Perspectives of Sustainability
Environmental sustainability: Organization’s commitment to the
long-term quality of the environment
Social sustainability: Organization’s commitment to maintain
healthy communities and a society that improves the quality of
life
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
20
Perspectives of Sustainability
Economic sustainability: Organization’s commitment to:
Address current business needs and economic vitality
Have agility and strategic management to:
Prepare successfully for future business, markets, and operating
environments
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
21
Data and Analytics
Used to evaluate:
Operations performance
Quality
Order accuracy
Customer satisfaction
Delivery
Cost
Environment compliance
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
22
Data and Analytics
Business analytics: Process of transforming data into actions
through analysis and insights in:
Context of organizational decision making and problem solving
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
23
Current Challenges in OM
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
24
Technology
Globalization
Customer expectations
Engaging the workforce
Quality
Innovation and agility
Operations management is constantly changing
All operation managers should be aware of the various
challenges that will define the future workplace
SUMMARY
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
Business analytics
Customer benefit packages
Durable good
Economic sustainability
Environmental sustainability
General management processes
Good
Inventory management
Moments of truth
KEY TERMS
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
Non-durable good
Operations management
Peripheral goods or services
Planning and budgeting
Primary good or service
Quality
Quality management
Scheduling
Scheduling and capacity
KEY TERMS
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
Service
Service encounter
Service management
Social sustainability
Sustainability
Variant
KEY TERMS
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1
‹#›
Copyright ©2016 Cengage Learning. All Rights Reserved. May
not be scanned, copied or duplicated, or posted to a publicly
accessible website, in whole or in part.
OM5 | CH1

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Work EthicsIf it’s worth doing it, it’s worth doing it right t.docx

  • 1. Work Ethics If it’s worth doing it, it’s worth doing it right the first time. 1 What are your personal examples? Just when you think you are good, make it better! Getting Things Done: Mise En Place What is Mise En Place? Put in place! Communication and Organization Slow down to speed up? Please listen or read it here: http://www.npr.org/2015/01/02/374511095/how-organizing- like-a-chef-can-help-you 2 Close your eyes and listen to this radio podcast on mise en place. (Click on the Kitchen Confidential picture in presentation mode) Read the script or replay the podcast if necessary. What do you learn from this reporting? Meaning of Being Exact and the Pursuit of Excellence Importance of being exact: My GE refrigerator didn’t fit! Pursuit of perfection: Japanese Metro, Lexus
  • 2. Imagine yourself standing on the springboard and jumping into the dry pool 10 meters below, knowing that water will flow and fill the pool before you hit the bottom… 3 What are your personal examples? Just when you think you are good, make it better! Meaning of Being Exact and the Pursuit of Excellence: GE 4 GE says that this fridge fits the 36” openings with ¼” clearance. The spec sheet says that the width is between 35 1/2” and 35 7/8” but it did NOT fit into my 36” kitchen opening! Do you have similar experiences? What can be done at factory? Meaning of Being Exact and the Pursuit of Excellence: Japan http://youtu.be/_rtxm30NULU http://youtu.be/AktHnnA9QIM Please click to watch the videos. 5 What are your personal examples? The Lexus commercial first aired in 1992 launched it into the luxury brand category!
  • 3. The photo I chose to analyze is http://docsouth.unc.edu/church/morris/ill311.html. It is from the Church in the Southern Black Community Collection. It shows the Morris family from Helena, Arkansas. OBSERVE: The first thing I see is a mother and father with five children. Judging by the way they are posed, the deadpan looks on their faces, and the very high collars on the females’ dresses, this photograph was taken during the Victorian Era. The males are all wearing suits and bow ties. The details in the back of the photo show that it was taken in a studio. It is possible that the back of the photograph lists the individual members of the family, as numbers are written on or near ever person in the image. The mother is sitting on a wicker chair. REFLECT: This image, based on image quality, posing, and clothing, was taken during the Victorian Era. Data available with the file says that the man was E. C. Morris, born 1855. This photo was likely taken sometime around 1885, since the oldest boy appears to be about 10 and people married early back then. It is likely that this image was taken to show how successful the man was. He was a black minister in the South after Reconstruction. Opportunities for African Americans were scarce during that time at that place, yet his family is well dressed and he could afford to have a nice portrait of his family taken. Observers can learn about period dress and grooming. Ironically, if this photo were taken today. it most likely would have been taken outside, as it costs more to have your photo taken by a professional away from their studio. QUESTION: I wonder just who E. C. Morris was. Were his children as successful and he appears to have been? What church was he
  • 4. minister of? Is the church still in existence? FURTHER INVESTIGATION: I am curious about the Morris children, names and ages. Were they important in the community after their father? I believe that I can find out this information from census data. I would be able to find out names and ages from that. Subsequent returns for the town will tell us the vocations of the children, at least for the three males. Photographs may very well be our favorite form of media, and have been almost since the first forms of photography appeared in the 1830’s. Digital photography has simply accelerated what was already popular. History is concerned with the study of change over time. Photographs can show this in a uniquely powerful way. Those changes show in numerous ways, in changes in the skyline, landscape, neighborhood, appearance of individuals or groups. They reveal customs, preferences, and styles. You can see celebrations, work, play, home, courtship, marriage, children, responses to stress, hardship, and much more. For this assignment, we will be looking at visual evidence from New Deal programs and agencies, which were created under the leadership of Franklin Delano Roosevelt. These programs had a powerful impact on the relationship of government to the people of the United States. This lesson takes you through a process of examining primary sources, specifically photographs, to develop a sense of the profound impact the Great Depression had on real people’s lives. Using guidelines from the Library of Congress, you will systematically analyze one of the photographs from below. To help you with this, you will use the “Primary Source Analysis Tool,” available HERE. Directions on how to use the tool are available HERE. An example of how to complete the assignment is posted after the
  • 5. assignment details. YOUR ASSIGNMENT is to choose one of the photographs, and work through filling out the primary source analysis tool. Complete all elements: observe, reflect, question, and further investigation. The more detail the better. You need to show serious contemplation of the question. Photographs from the Great Depression Click on the captions below to see the photographs. Depression refugee family from Tulsa, Oklahoma, Dorothea Lange Part of an impoverished family of nine on a New Mexico highway, Dorothea Lange Son of depression refugee from Oklahoma now in California, Dorothea Lange The only home of a depression-routed family of nine from Iowa, Dorothea Lange Men's dormitory at night at the homelessmen's bureau, Sioux City, Iowa, Russell Lee Things to consider when analyzing documents. Photographs are heavily mediated. What do I mean by that? They are useful in constructing and telling stories because they provide evidence of events, but the act of taking a picture is a ritual in itself. Sometimes the decision to take a photograph lends importance to an event that otherwise would be lacking. Some photographs are works of art deliberately created, think Ansel Adams, or Dorthea Lange. The creator has motivations for creating them. They may be attempts to capture other art, like sculpture. Advertisers use photographs to entice, realtors to display, archaeologists to record, journalists to report, reformers to prod. Whatever the use, historians can use them. Cameras and film or memory are tools in the hands of the photographer, which means that the output is at least partially controlled, thus mediated. For anyone who has ever worked in a darkroom, you know that
  • 6. there are lots of things you can do to interpret what the camera captured. You can control the size of the image, the framing, burning and dodging, type of paper, filters, etc. You can control even more when your darkroom becomes digital. Photos can often capture things the photographer did not see when taking the picture. How to Read a Photograph Viewing and reading a photograph are two different things. When you view it, you get an impression of the image. Reading it usually involves putting words with it. Some photographers help by putting captions with their photos or writing on the back of them. I want to discuss the ways to systematically read a photograph. A good way to begin is to attempt to form a consciousness of the photographer. What did the photographer see? What did they possibly not see? What biases did they have? Did they pose people? Why did they pick the vantage point they did? Why was the picture taken? How was it framed? How does the framing effect one’s sense of having been there? Where was it taken? Indoors? Posed? What clues does it give to the cultural landscape? Natural landscapes? What does it reveal about time? What time of day or year was it taken, or was it taken in motion? Details. Lace on a dress, knick knacks on the shelf. What does it reveal about occupations, social class, tastes, and beliefs? Or values? You can learn lots from the technical aspects of photographs as well. Types of lenses, flashes, types of printing, and more. How do the people in the photo look? Shy, proud, scared, weak, pained suffering, curious, sexy, blank, bored, etc. It may be useful to ask the same questions a newspaper reporter would use: who, what, when, where, why, and how. Some specific questions can include: Who created this primary source?
  • 7. When was it created? Where does your eye go first? What do you see that you didn’t expect? What powerful words and ideas are expressed? What feelings and thoughts does the primary source trigger in you? What questions does it raise? What was happening during this time period? What was the creator’s purpose in making this primary source? What does the creator do to get his or her point across? What was this primary source’s audience? What biases or stereotypes do you see? Does it challenge your assumptions about the past? What primary or secondary sources support or contradict your conclusions? Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM Goods, Services, and Operations Management 1 COLLIER/EVANS 5 1
  • 8. Explain the concept and importance of operations management Describe what operations managers do Explain the differences between goods and services LEARNING OUTCOMES ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 2 Describe a customer benefit package Explain the role of processes in OM and identify three general types of processes Summarize the historical development of OM Describe current challenges facing OM LEARNING OUTCOMES ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1
  • 9. 3 Operations Management Science and art of ensuring that goods and services are created and delivered successfully to customers Design of goods, services, and the processes that create them Day-to-day management of those processes Continual improvement of these goods, services, and processes ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 4 Operations Management Issues at the core of operations management Efficiency Cost Quality ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1
  • 10. 5 Key Activities of Operations Manager ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 6 Forecasting Supply chain management Facility layout and design Technology section Quality management Purchasing
  • 11. Resource and capacity management Process design Job design Service encounter design Scheduling Sustainability
  • 12. Understanding Goods Good: Physical product that a person can see, touch, or consume Durable good: Product that does not quickly wear out and lasts at least three years Non-durable good: Perishable and lasts for less than three years ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 7 Understanding Services Service: Primary or complementary activity that does not directly produce a physical product Similarities between goods and services Provides value and satisfaction to customers who purchase and use them Can be standardized or customized to individual wants and needs
  • 13. ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 8 Differences between Goods and Services Goods are tangible while services are intangible Customers participate in many service processes, activities, and transactions Demand for services is more difficult to predict than the demand for goods Services cannot be stored as physical inventory ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 9 Differences between Goods and Services Service management skills are paramount to a successful service encounter Service facilities need to be in close proximity to the customer
  • 14. Patents do not protect services ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 10 Service Management Integrates marketing, human resources, and operations functions to: Plan Create Deliver goods and services Deal with service encounters Moments of truth: Episodes, transactions, or experiences in which a customer comes into contact with any aspect of the delivery system ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 11
  • 15. Customer Benefit Packages (CBP) Clearly defined set of tangible and intangible features that the customer recognizes, pays for, uses, or experiences Combination of goods and services configured in a certain way to provide value to customers Consists of a primary good or service, coupled with peripheral goods and/or services ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 12 Customer Benefit Packages (CBP) ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 13 Primary good or service
  • 16. Peripheral goods or services Variant Core offering that attracts customers and responds to their basic needs Core offering that are not essential to the primary good or service, but enhance it CBP attribute that departs from the standard CBP and is normally location- or firm-specific
  • 17. 1.3 Examples of Goods and Service Content ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 Exhibit 14 Processes Means by which goods and services are produced and delivered Process: Sequence of activities that is intended to create a certain result ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 15
  • 18. Key Processes in Business Core processes: Focused on producing or delivering an organization’s primary goods or services Support processes: Purchasing materials and supplies used in: Manufacturing and installation Managing inventory Health benefits and day care on-site services Technology acquisition and research and development ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 16 Key Processes in Business General management processes: Accounting and information systems, human resource management, and marketing ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 17
  • 19. 1.4 Seven Eras of Operations Management ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 Exhibit 18 Sustainability Organization’s ability to: Strategically address current business needs Develop a long-term strategy that embraces opportunities and manages risk for: Products, systems, supply chains, and processes to preserve resources for future generations ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 19
  • 20. Perspectives of Sustainability Environmental sustainability: Organization’s commitment to the long-term quality of the environment Social sustainability: Organization’s commitment to maintain healthy communities and a society that improves the quality of life ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 20 Perspectives of Sustainability Economic sustainability: Organization’s commitment to: Address current business needs and economic vitality Have agility and strategic management to: Prepare successfully for future business, markets, and operating environments ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1
  • 21. 21 Data and Analytics Used to evaluate: Operations performance Quality Order accuracy Customer satisfaction Delivery Cost Environment compliance ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 22 Data and Analytics Business analytics: Process of transforming data into actions through analysis and insights in: Context of organizational decision making and problem solving ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
  • 22. OM5 | CH1 23 Current Challenges in OM ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 24 Technology Globalization Customer expectations Engaging the workforce Quality Innovation and agility
  • 23. Operations management is constantly changing All operation managers should be aware of the various challenges that will define the future workplace SUMMARY ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 Business analytics Customer benefit packages Durable good Economic sustainability Environmental sustainability General management processes Good Inventory management Moments of truth
  • 24. KEY TERMS ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 Non-durable good Operations management Peripheral goods or services Planning and budgeting Primary good or service Quality Quality management Scheduling Scheduling and capacity KEY TERMS ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 Service Service encounter Service management Social sustainability Sustainability Variant
  • 25. KEY TERMS ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1 ‹#› Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. OM5 | CH1