This document provides an overview of key concepts in operations management including:
1) Defining operations management and its focus on transforming inputs into outputs through value-adding activities.
2) Discussing how operations management affects other business functions and the importance of integrating strategies.
3) Outlining 10 critical strategic decisions in operations management related to design of operations and management of operations.
Qm0011 principles & philosophies of quality managementsmumbahelp
This document provides information about getting fully solved assignments from an assignment help service. It includes contact details for the service via email or phone call. It also provides details of assignments available for various semesters and specializations, including subject code and name, semester, credits, and marks. It includes 6 sample questions with answers on topics related to quality management, such as differences between manufacturing and service quality, Deming's 14 points, the PDCA cycle, Just-in-Time and Poka-Yoke concepts, the excellence maturity model, and business process reengineering.
This document is a resume for Omar Azam Dar summarizing his professional experience and qualifications. It includes the following key points:
- Omar has over 10 years of experience in customer service, sales, and business management roles in industries including healthcare IT, telecommunications, and hospitality.
- His most recent role was as Chief Executive Officer of Kashmir Continental Chargha House where he oversaw operations, implemented business strategies, and ensured customer satisfaction.
- He holds a Post Graduate Diploma in Hotel Management from the College of Tourism and Hotel Management and a Bachelor's Degree in Journalism, Education, and Persian from the University of the Punjab.
- Atinder Pal Singh has over 7 years of experience in marketing and customer service roles in the telecom industry, currently serving as Deputy Manager at Tata Teleservices handling revenue enhancement.
- He has expertise in areas like revenue planning, churn management, product innovation, and loyalty programs.
- His current role involves tasks like revenue forecasting, launching new products, retention campaigns, analyzing product performance, and driving key business metrics.
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Khaja Nayyer Ahmed has over 15 years of experience in logistics, warehousing, SHEQ, and procurement across various industries in GCC countries. He currently works as a Warehouse & SHEQ Officer for Balsharaf Group in Riyadh, KSA, where his responsibilities include customer liaison, strategy and planning, developing supply chain processes, monitoring KPIs, managing equipment, overseeing human resources, and ensuring internal controls. Previously, he held roles such as Assistant Warehouse Manager and Purchase Officer for other companies in Dubai and KSA. He holds a Bachelor's degree in Commerce and various certifications in SAP, AutoCAD, and other computer programs.
Om0013 advanced production and operations managementsmumbahelp
This document provides information about getting fully solved assignments from an assignment help service. It includes contact information for the service via email or phone call, and provides an example assignment for the subject Advanced Production and Operations Management. The assignment includes 6 questions covering topics like the theory of constraints, balanced scorecards, production layouts, productivity and teamwork, waiting line models, and production planning strategies. Students are instructed to answer all questions, with some answers requiring around 400 words.
Total Quality Management (TQM) is a philosophy that involves everyone in an organization working together continuously to improve quality and meet customer needs. The key elements of TQM include top management commitment to quality, customer involvement, continuous improvement, and strategic planning for quality. TQM aims to meet both internal and external customer requirements through reliability, responsiveness, communication and understanding. It focuses on preventing defects and improving processes and quality at the organizational, performer, and process levels.
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Managing demand and capacity and waiting line strategiesDr. Sneha Sharma
This document discusses managing demand and capacity for services. It notes that services have a lack of inventory capability due to non-storability and perishability. There can be excess demand or excess capacity depending on whether demand exceeds, meets, or is below capacity. Fluctuations in demand from excess to excess capacity are examined. Strategies for matching demand and capacity include shifting demand patterns, flexing existing capacity, and implementing waiting line strategies. Elements of queuing systems and how to minimize customer perceptions of waiting are also outlined.
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This document contains Chandmani Pradhan's resume. It outlines her work experience including positions at Cipla Ltd and Macleods Pharmaceuticals Pvt Ltd as a purchase management staff and assistant manager. It also lists her education as an MSc in Physics from Sikkim Manipal Institute of Technology. Her key skills include vendor development, purchase management, and store management. She is seeking a responsible career in purchasing and materials management.
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Nitin Sharma is seeking a challenging position utilizing his MBA in operations and marketing. He has over 5 years of experience in logistics operations for e-commerce companies. His responsibilities included inventory management, ensuring on-time deliveries, maintaining customer relationships, and analyzing logistics performance metrics. He is proficient in various software and aims to take on high-level challenges.
Charles Colby has over 20 years of experience in operations management, logistics, and business administration. He has a proven track record of driving efficiency, reducing costs, and improving productivity and profitability across several industries. Currently, he works as an Associate at Amazon and also serves on the Board of Directors for Andrew Dutton Company, where he plays a key role in strategic planning and financial oversight.
1. A call center aimed to reduce its average call handling time of 150 seconds without hurting service quality.
2. Using lean tools, it identified five main causes of long calls like slow typing and unnecessary call steps.
3. After implementing solutions like streamlining processes and improving training, the call center reduced average call time to 120 seconds within three months, allowing it to handle 20% more calls with the same resources and saving an estimated $2.5 million annually.
Nick Withnall has over 30 years of experience in customer service roles, including his current position as Customer Services Team Leader at West Midlands Combined Authority since 2012. He has a track record of improving customer experiences through initiatives like introducing a single contact number. Prior to his current role, he held several customer relations roles at Centro from 2004-2012, demonstrating strong leadership and problem-solving skills. He has a diverse work history across various industries including financial services, betting, and insurance.
Service Quality Management - OSS Requirements in SQM ecosystemComarch
Quality expectations of customers are increasing, thus acting as catalyst for changes in service providers’ business models and their approach to overall service quality management. Introduction of SDP and Service Delivery Framework has increased flexibility for easily creating and co-provisioning services, resulting in a more complex end-to-end business case for delivering services. This leads to a situation where managing overall quality becomes a challenge as the single operator plays only a linking role in the long supply chain of the services offered.
This document provides an overview of Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization through applying quantitative methods and human resources to improve all processes and exceed customer needs now and in the future. The document outlines some of the key foundations and tools of TQM, including the four Ps (planning, processes, people, performance), three Cs (commitment, communication, culture) and contributions from quality gurus like Deming, Juran, Crosby and Taguchi. It also discusses definitions and dimensions of quality.
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Impacting Global Trends and Developments in the Potato Processing IndustryPaul van Eijck
The document discusses key trends influencing the potato processing industry, including product diversification, increasing focus on health and nutrition, energy/environmental issues, globalization, and economic crisis. It notes that potato is a versatile raw material used for French fries, chips, dehydrated potato, and starch. Major trends include developing healthier, lower-fat, lower-salt, and lower-acrylamide products; greater energy efficiency in processing; and growth in emerging markets like India, China, and South America. The economic crisis has increased retail frozen food sales but decreased high-end potato specialty sales and restaurant traffic.
Ch 16 managing retailing wholesaling and logistics (2nd attempt)Cherry Tatel
This document outlines Chapter 16 from a blog post about managing retailing, wholesaling, and logistics. It covers several topics: different types of retailers including store, non-store, and corporate retailers; recent developments in the retail environment; marketing decisions factors for retailers; the growth of private label brands; trends in wholesaling requiring adaptation to changing needs; and objectives and decisions regarding market logistics like order processing, warehousing, and inventory management.
Soft drinks are carbonated beverages made of water, sugar, and flavorings. Nearly 200 nations consume over 34 billion gallons annually. The production process begins with clarifying water through coagulation and filtration to remove impurities. The purified water is then sterilized, dechlorinated, and mixed with sugar and flavor concentrates. The mixture is carbonated and filled into bottles or cans, which are sealed, labeled, and packaged for distribution. Strict quality control of ingredients and production ensures the soft drinks maintain consistent flavor and long shelf life.
The document discusses Austrian Business Cycle Theory and its application to economic cycles in the US and Japan. It analyzes periods of money growth and asset price bubbles leading to recessions. It argues that central banks are partly responsible for bubbles through easy monetary policy, though foresight is limited. It suggests allowing competitive private entities to create base money as an alternative to centralized control.
The document discusses Austrian Business Cycle Theory and its application to economic cycles in the US and Japan. It analyzes periods of money growth and asset price bubbles leading to recessions. It argues that central banks are partly responsible for bubbles through easy monetary policy, though foresight is limited. It suggests allowing competitive private entities to create base money as an alternative to centralized control.
This document shows the ranking of countries in 2006 by their Gross National Income (GNI) per capita according to the Atlas method and by Purchasing Power Parity (PPP). The top country by the Atlas method was Luxembourg with a GNI per capita of $76,040, while the top country by PPP was also Luxembourg with $59,560. Many Western European countries and North American countries had high rankings in both measures.
This document provides information about icon design work for InstantGallery software. It includes 3 early icon concepts for InstantGallery with labels and images. The document also mentions that InstantGallery was designed to offer drag and drop web gallery creation through a simple interface without many controls.
The document discusses key concepts in game theory and economics including:
1) Game theory analyzes situations where outcomes depend on others' choices, and involves players, strategies, and payoffs.
2) Repeated games model situations played multiple times, like tit-for-tat strategies.
3) Asymmetric information exists when some players know more than others, like in "lemons" car markets.
4) Adverse selection and moral hazard arise from asymmetric information, requiring market responses like insurance limits.
The document provides information about designing new products and services. It discusses trends in product design such as a shift toward services and information technology. It also covers product life cycles and strategies for different stages. The document presents methods for managing design processes, including concurrent engineering. It provides an example of quality function deployment to translate customer wants into product characteristics. Finally, it discusses tools for decision making in product design, including using a decision tree to analyze introducing a new product.
The document provides guidelines for conducting a long-form case analysis, including reading the case multiple times, identifying key factors, formulating a central issue and recommended course of action, justifying the recommendations, and discussing significant factors. The analysis should be organized into five sections and include an executive summary format with concepts rather than specific facts.
This document is a request form for individuals to obtain their own driver's license/ID or vehicle registration records from the Department of Motor Vehicles. It provides instructions for completing the form, including writing your driver's license/ID number or plate number on any payment, signing and dating the form, and selecting the type of record needed. It also provides contact information for submitting the form in person at a local DMV office or by mail. There is a $5 fee for each current record requested.
Regal Marine differentiates itself through constant innovation, unique features, and high quality in its luxury performance boats. It achieves this through strategies like continuous innovation using CAD systems, close supplier relationships to ensure flexibility and quality parts, and rigorous quality inspections. Regal offers a wide range of 22 boat models and has increasing sales, suggesting its differentiation strategy is working. It faces competition from other boat manufacturers and alternative entertainment but is positioned for continued success with the strong economy and reduced boat tax.
The document discusses different process strategies including process-focused, product-focused, and repetitive-focused strategies. It provides examples of each strategy and discusses their relative advantages and disadvantages. Key factors in selecting a process strategy include volume, variety, and the level of customization required. The document also covers topics like capacity planning, breakeven analysis, and techniques for improving process efficiency.
Christy Allen, the manager of LuckWay supermarket, obtained the store's Sunday complaint records over the last eight weeks. The assistant recommends using tools of total quality management (TQM) like flow charts, check sheets, Pareto charts, and cause-and-effect diagrams to analyze the data. Open-ended comments should be categorized and survey data ranked to identify the biggest customer service issues. Recommendations would then focus on continuous improvement and tying actions to TQM principles like empowerment and benchmarking.
This document discusses statistical process control (SPC) techniques for quality management, including control charts for variables and attributes, sampling methods, process capability analysis, and acceptance sampling. It outlines how to select appropriate control charts, set control limits, identify assignable and natural causes of variation, and use control charts to monitor processes over time for process improvement.
The document outlines various inventory management concepts including types of inventory, inventory classification systems, inventory models, and strategies for reducing inventory levels. It discusses direct and indirect inventory, ABC analysis, independent vs dependent demand, economic order quantity models, reorder points, probabilistic models, quantity discounts, fixed period systems, and how implementing just-in-time principles can help lower inventory through reducing lot sizes and setup times.
This document outlines a training module on food and beverage operations. It includes a description of the module's aims to provide an understanding of operational and supervisory aspects of running food and beverage establishments. The learning outcomes cover key areas of food and beverage operations. The syllabus details the topics that will be covered in each of the 8 chapters, including food production, purchasing, menu planning, and banqueting. Learners will be assessed through a 2.5 hour exam covering short and long answer questions.
The document discusses various quantitative forecasting techniques including time series methods like moving averages and exponential smoothing. It provides examples of how to calculate 3-period moving averages and exponential smoothing forecasts using sample sales data. Exponential smoothing places more weight on recent observations compared to moving averages. The smoothing constant determines how quickly older data is discounted.
Introduction to operations and logistics managementTeguh Siswanto
The competent and adept management of complex systems in the service, non- profit, manufacturing, and government sectors via the effective and efficient utilization of time, labor, money and materials in the generation of goods and / or services.
Introduction to operations and logistics management :
Introduction
Importance
Scope
Trends
Careers
Course Overview
Operations management involves planning, organizing, and controlling the resources needed to produce a company's goods and services. It is the central function of every organization. Strategic operations management decisions include product design, supply chain management, and quality management. Historically, operations management has evolved from the industrial revolution through scientific management, the computer age, just-in-time production, and total quality management. Today's environment demands quality, speed, and lower costs while better managing information across the organization. Operations management coordinates all business functions and transforms inputs into valuable outputs for customers.
The document provides an overview of operations management concepts including:
- The 10 decision areas of operations management including product/service design, quality, and capacity planning.
- Different types of production systems such as job shop, batch, and mass production and factors to consider when selecting a process.
- Key facility location factors and the general procedure for evaluating location alternatives.
This document provides an introduction to operations management. It defines operations management and describes the three major functional areas of organizations: finance, marketing, and operations. It compares manufacturing and service operations and discusses the operations function. The document outlines several learning objectives related to operations management concepts like production systems, decision making, the evolution of the field, and current trends. It provides definitions and examples of key operations management terms.
This document discusses the key concepts of operations management. It begins by introducing the group members presenting and defining operations management as the set of activities that creates value through transforming inputs into outputs. It then outlines the transformation process of operations management involving inputs, processes, and outputs. The document also discusses objectives of operations management including quality production and fulfilling stakeholder interests. Finally, it explores several operations management decisions at the strategic, tactical, and operational levels.
Operation strategy and competitiveness.pptxShanthini28
The document discusses operations strategy and competitiveness. It explains that operations strategy provides a plan for how the operations function will use resources to support the company's competitive strategy. This includes decisions about facilities, worker skills, technology use, processes, equipment, and quality control. The operations strategy is developed based on the company's competitive priorities of cost, quality, time, and flexibility.
The document provides an overview of operations management strategies for competitive advantage. It discusses Komatsu's strategies over time to adapt to its environment. Different competitive advantages of differentiation, cost leadership, and quick response are described. Key operations management decisions around design, quality, process etc. are identified. Strategies used by different companies like Southwest Airlines are mapped out. The importance of identifying critical success factors is discussed.
This document outlines key concepts from a session on operations strategy in a global environment. It discusses developing mission and strategies, achieving competitive advantage through operations, strategic operations management decisions, and global operations strategy options including international, multidomestic, global, and transnational strategies. Critical success factors and integrating operations strategy with other functions are also covered.
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.
Tracks back office solution - Introductionjwtownsendjr1
Tracks is a back office solution designed for restaurant operators that provides cost savings, time savings, and actionable business intelligence. It integrates key functions like sales, payroll, inventory, purchasing, and reporting. Tracks is built on scalable and cost-effective Microsoft technology. It is fully featured while hiding complexity and is priced competitively. The demonstration showed how Tracks supports store-level and enterprise-level operations. Implementation involves engaging stakeholders, configuring the software, user training, and piloting before full deployment. Success relies on executive support, a dedicated project team, clear communication, and effective change management.
This company is a leading provider of technical and IT staffing solutions with over 36 years of experience. It has approximately 800 employees and over 5,000 consultants working across 52 offices in the US, Puerto Rico, Canada and UK. The company has a diverse portfolio of services including IT staffing, managed solutions, and process outsourcing. It has a large client base of over 1,100 customers, including many Fortune 500 companies across various industries.
The document provides an overview of DVIRC's strategic planning services to help clients grow their business value through increased sales, profitability, and execution success. It outlines DVIRC's strategic planning process which includes defining the current state, vision, gaps, and policy deployment matrices for the first year. The process is designed to answer key strategic questions and create actionable implementation plans through follow-ups over the next year.
Operational Effectiveness: Uncovering the Hidden Dollars in Your Food FacilitySafetyChain Software
In food manufacturing and distribution, profitability is all about the details, including plant downtime and maintenance, overtime, purchasing practices, raw materials management, customer service practices, and measuring performance against goals. How do CFOs, controllers, and plant managers determine if they are bleeding cash through inefficiencies and lost opportunities?
In this training webinar, Daniel Campos (Managing Partner, London Consulting Group), presents best practices for implementing operational performance improvement projects to help companies find and quantify areas where they can enhance revenue, reduce costs, and increase profits. As a result of assessments and the implementation of improvements, organizations typically achieve a variety of competitive advantages, including more accurate forecasting, improved communication between sales, production, and procurement, and a greater focus on profitable clients, products, and production lines.
Takeaways from this presentation include:
The importance of operational performance improvement assessments and the methodology behind them
How to build a roadmap for the process
How OEE and software solutions help increase the visibility of manufacturing efficiency in your food facility
How the operational changes you make as a result of performance improvement assessments can yield better accountability from organizational leaders
Operations management (OM) is the business function responsible for managing resources to produce products and services. OM transforms inputs like people, materials, and money into outputs like goods and services. OM makes both strategic long-term decisions and tactical short-term decisions to efficiently add value. While manufacturing deals with tangible goods and services intangible products, both require addressing issues like quality, productivity, demand forecasting, and capacity. Historical developments like scientific management and total quality management have shaped the field. Current trends include just-in-time production and supply chain management. OM works closely with other functions like marketing, finance, and accounting.
The document provides an overview of operations management. It discusses what operations management is, its key functions like production and operations, and why studying it is important. It also summarizes some of the main areas operations management covers such as process design, quality management, forecasting, and product design.
Operations management (OM) is concerned with managing the processes that convert inputs into finished goods and services. Key aspects of OM discussed in the document include:
1. OM aims to integrate various functions like marketing, finance, and human resources to deliver value to customers. It accounts for a major portion of organizational expenses.
2. A transformation process converts inputs like materials, labor, capital, and information into outputs through physical, locational, informational, or exchange transformations.
3. There are differences between goods and services - goods are tangible while services are intangible and involve customer participation.
4. Strategic operations management translates corporate and business strategies into functional strategies and initiatives to gain competitive advantage.
Pgbm03 MBA OPERATION MANAGEMENT session 05 design of product and serviceAquamarine Emerald
This document summarizes key points from a session on product and service design operations management. It discusses why good design is important, noting a survey found companies that consider design performed much better financially. It also outlines the stages in design like concept generation, screening, preliminary design, and prototyping. Interactive product/service and process design are emphasized. Design reduces costs and time to market for new offerings. Delays in design or time to market can significantly impact financial break-even points.
The document discusses the Tata Business Excellence Model (TBEM) framework for achieving business excellence and world-class performance. It outlines the seven categories of TBEM including leadership, strategic planning, customer focus, measurement and analysis, workforce focus, process management, and business results. It also discusses using TBEM to develop strategies, deploying through key business processes, and continuously evaluating and improving to close gaps.
Operations strategy for MBA, CA, CMA, B COM, M COM Bibek Prajapati
The document discusses operations strategy and its relationship to business strategy. It defines operations strategy as a plan for designing and managing operations functions that focuses on specific capabilities to support the business strategy. The operations strategy develops competitive priorities around cost, quality, time, and flexibility. It also discusses how technology, productivity, and other functions must align with and support the overall business strategy.
The document provides an overview of operations management. Some key points:
1. Operations management refers to managing the resources dedicated to producing and delivering products and services. The operations function is responsible for transforming inputs like materials, machines, labor and capital into outputs like goods, products and services.
2. Operations managers oversee the operations function and are responsible for production, quality control, scheduling and inventory management.
3. The operations function interacts with other areas like marketing, finance and human resources. It provides production data to finance and requests resources from various functions.
4. Key activities in operations management include organizing work, selecting processes, quality control and production planning and scheduling. Operations managers deal with people, technology
The document discusses common mistakes made by new managers. It details the experiences of Jason, a new manager who made all seven common mistakes.
Mistake 1 was tight-fisted control, where Jason tried to maintain control over everything instead of empowering his team. Mistake 2 was "expertizing" where Jason developed a restructuring plan independently instead of involving his team's expertise. Mistake 3 was failing to build a team, as Jason did not hold team meetings to foster collaboration.
The remedies discussed are to share power and control with the team, trust the team's expertise, and schedule regular team meetings to encourage participation and team spirit. New managers are cautioned against trying to be experts in everything
This document provides quick facts about the School of Graduate Studies at the University of Toronto:
- It was established in 1827 and has approximately 4,400 graduate faculty and over 12,000 full and part-time students.
- It has minimum admission requirements for master's and doctoral programs, including a four-year bachelor's degree with certain grade averages.
- It offers a variety of resources and services for graduate students including funding, housing, academic support, and extracurricular activities.
1) The document discusses common mistakes made by new managers, including overcontrolling staff, failing to build a team, and not establishing clear boundaries in their new role.
2) It provides examples of a new manager, Jason, who made all of these mistakes in his first six months due to a lack of management training.
3) Remedies are suggested for each mistake, such as giving staff more autonomy, holding regular team meetings, and understanding that relationships with former peers must change now that one is a manager.
The document is a membership application form for The Japan Society of Hong Kong. It requests information such as the applicant's name, date of birth, identification number, nationality, occupation, address, contact details, education level, other organization memberships, spouse's name and details (if applying for a couple membership), interests in various Japanese and Asian topics, preferred language for lectures, signature and date. It also requests how the applicant would like to receive correspondence and provides contact details to submit the completed application form.
This document provides contact information for various departments at California State University, East Bay. It lists department names, building codes or room numbers, and phone extensions. Some of the departments included are Academic Affairs, Accounting and Finance, Admissions, Athletics, the Library, Student Services, and individual colleges and academic departments. The document serves as a directory to connect people with appropriate campus resources.
This document contains 3 statistical problems involving hypothesis testing and regression analysis. Problem 1 involves testing if a change in a manufacturing process lowered the proportion of defective computers produced. Problem 2 tests if there is a difference in the average top speed of two snowmobile models. Problem 3 analyzes the relationship between doctors' attractiveness and annual income through linear regression and hypothesis testing.
This document outlines the format for an optional project paper for a management course. It includes sections for an executive summary of the case, company update, and a strategic plan. The strategic plan section contains subsections for analyzing the company's mission, products, customers, industry, and competitors. It also includes strategic, marketing, and financial objectives and recommendations with supporting discussion and exhibits.
The document describes the typical phases and capital investment profile of a real estate development project. It shows that risk is highest in early phases like land acquisition and construction and decreases over time. The cumulative investment is lowest at the beginning and increases over the phases of shell completion, lease-up, stabilization and operation. It also outlines the common sources of capital at different phases, from entrepreneurial equity to construction loans to permanent financing.
This document provides an overview of key macroeconomic concepts including:
1. Living standards, inflation, and unemployment are discussed as important macroeconomic indicators across countries and over time.
2. GDP, GDP deflator, and real GDP are introduced as measures of economic output, and alternative measures like GNP are mentioned.
3. Classical and Keynesian macroeconomic theories are contrasted, discussing concepts like aggregate demand, aggregate supply, and fiscal/monetary policy approaches.
4. Additional macro topics covered include money supply, international trade, exchange rates, economic growth models, and factors influencing currency movements.
This document provides an overview of key macroeconomic concepts including:
1. Living standards, inflation, and unemployment are discussed as important macroeconomic indicators across countries and over time.
2. GDP, GDP deflator, and real GDP are introduced and the differences between nominal and real measures are explained.
3. Classical and Keynesian macroeconomic theories are contrasted, focusing on views of production, employment, inflation, and interest rates.
4. Monetary and fiscal policy tools are discussed in both the classical and Keynesian frameworks.
The document discusses the benefits of economic freedom. It argues that economic freedom, defined as voluntary exchange, free competition, and protection of property rights, creates the most favorable conditions for economic growth. Economic growth is important as it reduces poverty and hardship. While growth prospects are currently weak, research shows that countries with greater economic freedom experience stronger and more sustained growth over the long run.
This document ranks economies by their Gross National Income (GNI) per capita in 2006 using two different methods - the Atlas methodology and purchasing power parity. Luxembourg had the highest GNI per capita of $76,040 under the Atlas methodology and $59,560 using purchasing power parity, followed by Bermuda and Norway under the Atlas method and Bermuda, Liechtenstein and United States using purchasing power parity.
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Introduction
1. Outlines for Introducing Operations Management What is OM? Why Study OM? Philosophy and New Trends in OM Operations in the Service Sector How would OM affect other functions in a firm? Ten Decisions of OM Achieving Competitive Advantage through Operations Defining Global Operations Why Global Operations are Important Achieving Global Operations
2. Background: Steve Peng EDUCATION Ph.D. York University, Toronto, Operations Management, 2001 M.Sc National Tsinghua University, Taiwan, Electrical Engineering, 1992 B.Sc National Tsinghua University, Taiwan, Electrical Engineering, 1990 RESEARCH INTERESTS Risk control and financing mechanism design for new aircraft projects Contract design for risk sharing and coordination in supply networks Stochastic models for supply chain management INDUSTRIAL EXPERIANCE Consultant, Bombardier Aerospace, Toronto, 3/2001 – 6/1999 Risk management in new aircraft project R&D Engineer, S-Tech Inc, Toronto, 3/1994 – 6/1996 Design and manufacturing of industrial gas detecting system Project Engineer, General Instrument, 9/1992 – 12/1993 CATV system design and manufacturing
3. What is Operations Management Managing the activities that creates goods and services through the transformation of inputs into outputs Focusing on both manufacturing and service operations Modern OM often across organizational and geographical boundaries
4. Operations Management INPUTS _____________ Labor Materials Technology Capacity VALUE-ADDING ACTIVITIES _________________ Performed with tools, machines, techniques, and human skills OUTPUTS ____________ Goods and/or services Management Process (planning, organizing, staffing, leading, and controlling) embedded in IT infrastructures
5. Operations in Manufacturing Firm Consumer Retailer Manufacturing Material Flow VISA ® Credit Flow Supplier Supplier Wholesaler Retailer Cash Flow Order Flow Schedules
8. Organizational Charts Manufacturing Operations Facilities: Construction:maintenance Production & inventory control Scheduling: materials control Supply-chain management Manufacturing Tooling, fabrication,assembly Design Product development and design Detailed product specifications Industrial engineering Efficient use of machines, space, and personnel Process analysis Development and installation of production tools and equipment Finance & Accounting Disbursements/credits Receivables Payables General ledger Funds Management Money market International exchange Capital requirements Stock issue Bond issues and recall Marketing Sales promotions Advertising Sales Market research
9. Organizational Charts Commercial Bank Operations Teller Scheduling Check Clearing Transactions processing Facilities design/layout Vault operations Maintenance Security Finance Investments Security Real Estate Accounting Auditing Marketing Loans Commercial Industrial Financial Personal Mortgage Trust Department
10. Characteristics of Service Operations Intangible product Produced & consumed at same time Often unique High customer interaction Inconsistent demand Difficult to inventory Quality is difficult to measure Site of facility is important for customer contact Often difficult to automate
11. Why Study OM? OM is one of three major functions (marketing, finance, and operations) of any organization OM plays a crucial role in managing organizations effectively and efficiently, improving quality, increasing productivity, and reducing costs We want (and need) to know how goods and services are produced and managed OM will help you to better understand and manage other functions in organizations (marketing, finance, accounting, sales, human resources, purchasing, etc.)
13. The Hard Rock Cafe First opened in 1971 Now – 110 restaurants in over 40 countries Rock music memorabilia Creates value in the form of good food and entertainment 3,500 + custom meals per day How does an item get on the menu? Role of the Operations Manager
14. Top Management’s Goal Profit Market Share Design new product quickly Achieve sustainable competitive advantages
15. Customer’s Requirements Quality Price Lead time (responsiveness) Flexibility Service What can a firm get after satisfying customer’s needs?
16. Business Mission and Operations Strategy Operations strategy is derived from the organization mission. Mission - where you are going Provides boundaries & focus for a company’s vision and represents the direction for the whole company to satisfy customer's needs Strategy - how you can get there Action plans to achieve the mission Company has overall business strategies and each functional area also has strategies
17. Sample Mission - Merck The mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of return
18. Mission of the Hard Rock Café To spread the spirit of Rock ‘n’ Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.
19. Strategy Process Marketing Decisions Operations Decisions Fin./Acct. Decisions Company Mission Business Strategy Functional Area Functional Area Strategies
20. Webvan’s Mission and Operations Strategies Mission: Change the way how people do grocery shopping in the Internet era Operations strategies: introduce the service to 200 cities in 30 states within 3 years. In retrospect : Understand how to evaluate the consistency between a company’s mission and operations strategies is important
21. Notes on Business Mission and Operations Strategy Mission communicates and impress potential shareholders Mission presents vision to employees in different functions Mission provides the direction in which the strategy is designed to achieve. Strategies are specific and executable plans usually develop and known only by senior managers Operations strategies usually tie to the 10 OM decisions Similar strategy can be applied to different missions
22. Concepts for Developing Operations Strategies Exploit external opportunities and internal strengths Neutralize threat from competitors and avoid existing weaknesses Three concepts or options: Differentiation (unique or better) Cost leadership (cheaper) Quick response (flexible or responsive)
23. Advantage through Operations Competing on differentiation Uniqueness - can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer’s perception of value. A company can differentiate from other competitors on the basis of superb quality, new products or services, product/service features, product service, etc.
24. Advantage through Operations Competing on cost Maximum value as defined by customer with the lowest possible cost Does not imply low value or low quality Competing on quick, flexible, and reliable Response Requires institutionalization within firm of ability to respond
25. Combination of Three Concepts Sound OM strategies usually include more than one strategic concept or option. The key is to make sure the secondary concept in the strategies will not conflict with the primary concept Achieve Differentiation , Low Cost , and Response via 10 OM decisions
27. Strategic Decisions in OM (Designing Operations) Design of Goods and Services (from new aircraft to wrapping paper for Taco) What product or service should we offer? How to design these products and services? Quality Who is responsible for quality? How do we define and improve quality? Design Process and Capacity What processes will the products require and in what order? What equipment and technology is best for the processes?
28. Strategic Decisions in OM (Designing Operations) Location Where should we put the facilities (in a global view) On what criteria should we base for location decision Layout Design (e.g. semiconductor fab) How should we arrange the facility? How large a facility is required? Human Resources and Job Design (e.g. design course) How do we provide a reasonable work environment? How much can we expect our employees to produce?
29. Strategic Decisions in OM (Managing Operations) Supply Chain Management Should we make or buy this item? Who are our good suppliers and how many should we have? How to develop and deliver a product on-time? Inventory, Material Requirements Planning, Just-in-Time How much inventory of each item should we have? When do we re-order? What’s the tradeoffs? What is the best inventory schedule?
30. Strategic Decisions in OM (Managing Operations) Immediate, short term, and master scheduling How many employees do we need to schedule on a daily basis? What is best way to complete a job or project? What is the shortest time and lowest cost to accomplish a job? (e.g. staff scheduling for check in counters) Maintenance (machine and other resources) Who is responsible for maintenance? How to organize, schedule, and control maintenance?
31. Jobs in Operations Management Technology/methods Facilities/space utilization Strategic issues (e.g. technology selection) Response time People/team development Customer service Quality Cost reduction Inventory reduction Productivity improvement (e.g. Six Sigma)
33. The Heritage of Operations Management Division of labor (Adam Smith 1776 and Charles Babbage 1852) Standardized parts (Whitney 1800) Scientific Management (Taylor 1881) Coordinated assembly line (Ford/Sorenson/Avery 1913) Gantt charts (Gantt 1916) Motion study (Frank and Lillian Gilbreth 1922 Quality control (Shewhart 1924; Deming 1950) Computer (Atanasoff 1938) CPM/PERT (DuPont 1957)
34. The Heritage of Operations Management - Continued Material requirements planning (Orlicky 1960) Computer aided design (CAD 1970) Flexible manufacturing system (FMS 1975) Baldrige Quality Awards (1980) Computer integrated manufacturing (1990) Globalization(1992) Internet (1995)
35. LEVEL MANUFACTURING SERVICE ___________________________________________________________________ Upper V.P. of Manufacturing V.P. of Operations (airline) Regional Manager of Chief Administrator (hospital) Manufacturing Middle Plant Manager Store Manager Program Manager Facilities Manager (warehouse) Operations Manager Branch Manager (bank) Production Manager Materials Manager Quality Manager Lower Department Supervisor Operations Manager (bank) Foreman Department Supervisor Team Leader (insurance company) Staff Production Scheduler Procedures Analyst Inventory Analyst Purchasing Agent Quality Specialist Inspector Materials Specialist Customer Service Rep. Buyer/Planner
36. Productivity Measurement Measure of process improvement Represents output relative to input Labor Productivity Overall productivity (efficiency): Productivity growth improves standards of living Productivity increased in U.S. at a 2.5% annual rate between 1994 and 2004.
37. Reasons for Operating Globally TANGIBLE Reduce costs (labor, taxes, tariffs, etc.) Reduce risks (foreign exchange, etc.) Improve supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent INTANGIBLE
38. Examples of Global Operations Boeing - both its sales and subsystem production are world-wide Benetton - moves inventory to stores around the world faster than its competitors Sony - purchases components from suppliers in Thailand, Malaysia, etc. General Motors - simultaneously building four similar plants in Argentine, Poland, China, and Thailand so that they can learn from each other and drive down cost while increasing quality
39. Evolution of Komatsu’s Global Strategy 1960s – use international licensing to augment product line and improve quality 1970s – build export market, reduce cost, and set global service departments 1980s – start to manufacture outside of Japan due to strong yen 1990s – improve quality, reduce cost, use new technologies 2000s – use joint ventures to extend global OM
40. Issues in Global Service Operations For example, airline, fast food chain, banking, accounting, consulting, semiconductor foundry Capacity planning : due to difficult to set inventory Location planning : global presence but under limited resources Facility design and layout : to incorporate market or culture differences Scheduling : lead time and time difference increase complexity
41. Trade and Tariffs Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment WTO – World trade Organization has helped reduce tariffs from 40% in 1940 to 3% in 1995 NAFTA - a free trade agreement between Canada, Mexico, and the United States GATT, APEC, SEATO, MERCOSUR -international treaties that help promote world trade by lowering barriers to the free flow of goods across borders
42. Global Integration of Operations International strategy - engages in cross-border transactions Multidomestic strategy- has extensive involvement in international business, owning or controlling facilities in more than one country Global strategy - integrates operations from different countries, and views world as a single marketplace Transnational strategy - seeks to combine the benefits of global scale efficiencies with the benefits of local responsiveness
43. Considerations in Global Operations Global product design Integrate different technology and expertise Overcome social and cultural differences that affect customer’s needs Use modularized design to defer the differentiation Global process design and technology Information technology enables management of integrated, globally dispersed operation Production, purchasing, human resource, and financial planning
44. Considerations in Global Operations Global factory location analysis (long term planning) Cost advantage and risk control (e.g. exchange rates) Incentives or import restrictions from foreign government Productivity of workers and product liability laws Availability of raw materials and reduces time-to-market Impact of culture and ethics Concerns about globalization including third-world debt, environment damage, child labor, sweat factory, and so on Underlying question: Who will benefit from globalization?
45. Minit-Lube Inc Questions 1. What constitutes the mission of Minit-Lube. 2. How does the Minit-Lube operations strategy provide competitive advantage? Answer this question by evaluating how Minit-Lube’s traditional competitors perform the 10 decisions of operations management vs. how Minute-Lube performs them. 3. Is it likely that Minit-Lube has increased productivity over their more traditional competitors? Why? How would you measure productivity in this industry?
46. Issues in Minit-Lube Inc Type of product: goods vs. service Mission statement What’s Minit-lube’s operations strategy? How to create or maintain the sustainable advantage through the 10 OM decisions What are the competitors’ possible missions, advantages, and strategies/decisions
47. Competition Analysis Who are direct competitors? Who are potential entrants? Identify all competitor’s competitive advantages Analyze competitor’s operations strategies and 10 OM decisions Verify that Minit-Lube’s strategies are sustainable and can support its mission
48. Strength and Opportunity vs. Weakness and Threat Focused product line Economies of scale (achieved by franchise chain) on training and material purchasing Lower overhead investment than traditional garages Clean, friendly, and unified product image Imitation due to low entry barrier Inventory and technique challenges for serving multi-brands and models Limits (e.g.warrantee) imposed by dealer Operations are run by individual participant Certain parts are controlled by competitors
49. Mission Statement and Potential Competitive Advantage For a franchise chain, it is important to use mission statement to communicate parent company’s vision and to highlight the direction for the whole organization Minit-Lube may need to compete on all three dimensions but with different weights ( e.g. differentiation > response/flexibility > cost )
50. 10 Strategic Operations Decisions in Minit-Lube Inc Goods and service design : define product line based on the competitive advantage Quality : set detail operations guide lines and standards to ensure the customer’s satisfaction Process and capacity design : select technology to optimize efficiency and cost; arrange resources and capital commitments with participants Layout design : to maximize throughput, minimize customer’s waiting, remove bottleneck Location selection : convenience vs. rent
51. 10 Strategic Operations Decisions in Minit-Lube Inc Human resources and job design : develop training and evaluation system to unify the product quality delivered by each franchise Supply chain management : make or buy decisions; focus on quality and JIT Inventory : different policies for common parts and genuine parts Scheduling : identify demand patterns to optimize human resource and facility utilization Maintenance : for equipment and environment
52. Mission, Strategy and Ten OM Decisions in Kaiser Permanent’s New Facility Mission statement Define Kaiser’s overall strategy when establish new facility Develop and address 10 OM decision for Kaiser’s decision makers
53. 10 Strategic OM Decisions in Kaiser’s New Hospital Goods and service design Quality Process and capacity design Layout design Location selection Human resources and job design Supply chain management Inventory Scheduling Maintenance