...Reference Books Sr No R-1 R-2 Other Reading Sr No OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 OR-8 OR-9 OR-10 OR-11 OR-12 Journals articles as Compulsary reading (specific articles, complete reference) The four things that a service Business must get right HBR Article , Bang & Olufsen Design Driven Innovation : HBR , Smart Product Design : HBR , Mishina, Kazuhiro. Toyota Motor Manufacturing, U.S.A., Inc. HBS Case No. 9-693-019. Harvard Business School Publishing, Boston, 1995. , Hammond, Janice H. Barilla SpA (A). HBS Case No. 9-694-046. Harvard Business School Publishing, Boston, 1994. , Latour, Almar. Nokia Handles Supply Shock with Aplomb as Ericsson of Sweden Gets Burned. The Wall Street Journal. Dow Jones & Company, Inc., 2001. , National Cranberry Cooperative HBS #688122. From Case Map , John Crane UK Ltd Case : The CAD CAM Link . HBS #691021,24p , To Move or not to Move .Case of Cathay Pacific Airways . University of Hong Kong HBS #HKU003,22p , Note on Quality: The Views of Deming, Juran, and Crosby HBS .687011 , Process Control at Polaroid , HBS, #693047 , LL Bean Item Forecasting and Inventory Management HBS, #893003, 5p , Johson Control Automotive Systems , HBS,#69308623p , Title Operations Management Concepts, Techniques & Applications Operations Management Author Evans & Collier Edition 1st Year Publisher Name Cengage Learning Tata McGraw Hill Author Norman Gaither,Greg Frazier Edition 9th Year Publisher Name Cengage Learning William Stevenson Taylor 8th Relevant Websites...
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...CHAPTER PART 2 2 Forecasting Demand and Supply FORECASTING DEMAND AND SUPPLY LEARNING OBJECTIVES • • • • • • Understand and select information required to forecast HRP Identify members of the HR planning team Understand the four steps in the HRP process Apply techniques to forecast HR demand and supply Describe various methods for assessing labour planning (quantitative and qualitative) Discuss key challenges in forecasting HR demand and supply 26 Part 2 | Forecasting Demand and Supply ■ PROFILE The Great Pyramid of Giza The Great Pyramid of Giza has fascinated the world for centuries and is revered as one of the greatest mysteries of time. When it was first built it was 145 metres tall, making it the tallest structure on the earth for over 4,300 years. Egyptologists argue that even with all of the human and computer advancements achieved to date, it would be near impossible to replicate the production of these pyramids. The HR planning scale of the project would be among the biggest challenges to face. Archaeologists have their own methods for determining how many workers (mostly slaves) were employed at Giza, but a majority agree that the Great Pyramid was built by approximately 4,000 primary labourers—quarry workers, haulers, and masons. These primary labourers would have been supported by 16,000 to 20,000 secondary workers—ramp builders, tool-makers, mortar mixers, and those providing back-up services such as supplying food, clothing, and fuel. These estimates suggest...
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...potential estimation, and market entry timing. Preference: Marketing concentrators. Group Project: A product development and marketing plan. Career relevance: Developing and marketing new product or service. PREREQUSITES: MKTG 201: Marketing Principles and MSB filter courses. MSB 300/400 level courses are restricted to the MSB students who have completed the filter courses. COURSE OBJECTIVES This course is designed to familiarize students with the principles and practices in the conceptualization, design, testing, forecasting, and launching of new products and services. Course objectives include comprehension and application of: 1. Strategic elements of new product development 2. Concept generation, evaluation, testing, and screening 3. Product protocol, design, development, and sales forecasting 4. Teamwork, product use testing, and market-entry strategy, and 5. Launch planning and management guideline COURSE FOCUS New products are vital to all companies. Enhancing the success of new products can drive growth and shareholder value, lead to competitive advantage, and leapfrog ahead of its competitors. However, innovation is risky and new products often fail in the marketplace. Failures can be due to an...
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...are based on 2 different case studies. Key words: collaborative competencies, inter-organisational collaboration, integrated supply chain, collaborative culture, team-building. Introduction: SC = partnership of organisations sharing a common goal to deliver a set of goods or services to the end customers. The collaboration concerns many processes at 3 levels: strategic / tactical / operational. Use of Information Technology = basis for achieving collaborative relationships as we are evolving in a context of ever changing… The collaborative way is very important to be able to compete with others and has obtained more and more interest over the past decades (from professionals and academic communities). Long-term partnerships with suppliers and distributors efficient and responsive SC deliver exceptional value to the customers. BUT collaboration is hard to achieve and implies many issues… Issues related with the collaborative SC: * The amplification of the demand uncertainty in the SC = Bullwhip effect is the most frequent consequence of absence of collaboration among the SC members. * Absence of reliable demand information: demand forecast need to be done by all the partners = crucial to share information. * 2 levels of analysis of the SC: Internal and External (Inter-organisational, between all the members of the SC). Internal SC = many IT tools to help sharing information into the SC as (ERP: Enterprise Resource Planning, Business Intelligence...
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...Abstract Manpower planning has in the past relied too much on the forecasting of manpower requirements in an organization or a society. It should be more concerned with gaining a better understanding of people, and how to develop and match their skills to what organizations or societies require. Employees should be involved in the formulation of manpower policy objectives. Manpower planning involves a ‘stocktaking’ of the workforce and its skills; forecasting the future demand and supply of skills; and diagnostic approach so that adjustments can be made to meet organizational and/or country objectives. The essence of the diagnostic approach is in the understanding of the reasons for any imbalance between the supply of and demand for manpower. What is Manpower Planning? Discuss the process and importance of Man Power Planning in an organization . Ans. Manpower planning means planning means deciding the number and type of the human resources required for each job, unit and the total company for a particular future date in order to carry out organizational activities. Manpower planning may be viewed as foreseeing the human resources requirement of an organization and the future supply of human resources and (i) making necessary adjustments between these two and organizational plans and (ii) foreseeing the possibility of developing the supply of manpower resources in order to match it with the requirements by introducing necessary changes in the functions of human resources management...
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...[pic] Course Syllabus Academic Year 2011-2012 Course Code : OPEMANA Course Name : Operations Management Course Description: This course in operations management is intended to be a survey of operating practices and models in both manufacturing and service oriented firms. Operations Management is the systematic direction and control of the processes that efficiently transform inputs into finished goods or services to suitably satisfy customers. Operation is the only function directly involved in the transformation and is directly responsible for the activities that justify the existence of the firm, both economically and as a value-creating organization in society. Understanding the role of the operations function and its impact on the competitiveness of the firm is an important part of any manager's training. Course Credit: 3.0 units Course Prerequisite: QUAMET2 Objectives: General To analyze the concepts and practices that are useful in understanding the management of a firm’s operations. . Specific The students are also expected to be able to: 1. Evaluate the roles of the Operations Manager in the over-all organizational structure. 2. Solve problems and important issues confronting operations managers in the global perspective. 3. Apply the tools that gain competitive advantage for the organization through...
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...Planning and Controlling the Supply Chain ISCOM 471 December 24, 2012 Planning and Controlling the Supply Chain Within the many different organizations in todays business world there are some key factors that will establish the profitability, growth, and longevity of a company. Some of the things we will discuss will be that of how my chosen corporation American Express applies some of the forecasting techniques to better develop the company. There will also be the analysis of production plans, master production schedules, and carrying inventory and how it relates to the overall American Express budget. Along with all the above we will also compare and contrast how planning usage differentiates between a service organization such as American Express and a manufacturing organization. Lastly we will also compare and contrast the use of material requirements planning system concepts. When it comes to forecasting it is first important to determine the different types of forecasting and how they are classified. In forecasting there are four basic types which are qualitative, time series analysis, casual relationship, and simulation. The first forecasting type qualitative is "subjective or judgmental and are based on estimates and opinions", (Chase, Jacobs, & Aquilano, 2006). Some of the main characteristics of qualitative forecasting are market research which is encompassed by collecting data by surveys and interviews which help determine market hypothesis. This research...
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...Operations Management? 4 Organizing to Produce Goods and Services 4 Why Study OM? 4 What Operations Managers Do 7 How This Book Is Organized 7 The Heritage of Operations Management 8 Operations in the Service Sector 9 Differences between Goods and Services 10 Growth of Services 11 Service Pay 12 Exciting New Trends in Operations Management 12 The Productivity Challenge 14 Productivity Measurement 15 Productivity Variables 17 Productivity and the Service Sector 19 Ethics and Social Responsibility 20 Summary 20 • Key Terms 21 • Solved Problems 21 < Self-Test 22 • Internet and Student CD-ROM/DVD Exercises 22 • Discussion Questions 22 • Ethical Dilemma 23 • Problems 23 • Case Studies: National Air Express 24; Zychol Chemicals Corporation 25 • Video Case Study: Hard Rock Cafe: Operations Management in Services 25 • Additional Case Study 26 • Bibliography 26 • Internet Resources 26 Developing Missions and Strategies 34 Mission 34 Strategy 35 Achieving Competitive Advantage Through Operations 36 Competing on Differentiation 36 Competing on Cost 37 Competing on Response 37 Ten Strategic OM Decisions 39 Issues in Operations Strategy 42 Research 42 Preconditions 43 Dynamics 43 Strategy Development and Implementation 43 Critical Success Factors and Core Competencies 44 Build and Staff the Organization 46 Integrate OM with Other Activities 47 Global...
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...operations managment the implications of a new product on operations managment By: Mwenya Musakanya SN: 14100042 BS343 PRODUCTION AND OPERATIONS MANAGEMENT By: Mwenya Musakanya SN: 14100042 BS343 PRODUCTION AND OPERATIONS MANAGEMENT Contents 1 Introduction 2 2 New Products and Product Design 2 2.1 Factors to Consider in Product Design 3 2.1.1 Design for Manufacture 3 2.1.2 Product Life Cycle 3 3 Process Selection 4 3.1 Process Decisions 4 3.2 Factors to Consider in Process Design 5 3.2.1 Choice of Technology 5 3.2.2 Process Planning 5 4 Capacity Planning 5 4.1 Process of Capacity Planning 6 4.2 Importance of Capacity Planning for New Products 7 5 Quality Control 7 5.1 Methods that can be used to control Quality 7 5.1.1 Verification of the Design Quality 8 5.1.2 Product Quality Control 8 5.1.3 Supplier Quality Control 8 5.1.4 Early Warning Mechanism 8 6 Forecasting 9 6.1 Methods used in Forecasting 10 6.1.1 Short Term Forecast 10 6.1.2 Long Term Forecast 10 7 Conclusion 10 8 References 12 Introduction New product launches are highly complex and can pose major challenges to companies. But then, managing the relationship between product generations and diversity can greatly increase the chances for success for a company. Traditionally, new products have offered great opportunities for companies to innovate, connect with their customers and provide value added services and products. When going out to diversify of the company’s existing...
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...Session 5: Supply Chain Inventory Management Assignment 3: Case Response Barilla SpA (A) Submitted by: Lena Table of Contents Executive Summary 3 Issue Identification 4 Issue Identification including Root Cause Analysis 5 Recommendations 7 Implementation Plan 8 Monitor and Control 10 References 11 Executive Summary Barilla SpA is the world’s largest pasta producer is initiating the Just-in-Time Distribution (JITD), which is supposed to help the company to meet the demand fluctuations imposed on the company’s manufacturing and distribution system. The company had realised that leaving money on the table with understocking or increasing costs with overstocking is not an option. The current delivery system at Barilla follows the traditional way of ordering through distribution centres placing orders with the company. Instead, Barilla SpA wants to engage its own logistics organizations, which would specify the appropriate delivery quantities that would meet end-customer needs and distribute the workload on Barilla’s manufacturing and logistics system. The predicament exists in Barilla’s customers, sales representative and marketing organizations resistance to change and internal resistance toward implementing JITD. In this case study response I will be providing analysis and recommendation on how to increase the chances the Barilla’s management idea of JITD would be acceptable and provide the reasons...
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...Jim DeMello Case 1- Signal Cable Company; Cash Flow Analysis Case 2- Bigger Isn't Always Better; Financial Ratio Analysis Case 3- Playing the Numbers Game!; DuPont Analysis Case 4-Growing Pains; Financial Forecasting Case 5- There’s More to Us Than Meets the Eye!; Financial Analysis and Forecasting Case 6- Lottery Winnings-Looks Can Be Deceptive; Time Value of Money Case 7- It’s Better Late Than Never!; Retirement Planning Case 8- Paying Off That Dream House; Loan Amortization Case 9- Wake Up and Smell the Coffee!; Time Value of Money Case 10- Corporate Bonds-They Are More Complex Than You Think; Bond Analysis and Valuation Case 11- How Low Can It Go?; Application of Stock Valuation Methods Case 12- What Are We Really Worth; Valuation of Common Stock Case 13- The Lazy Mower: Is It Really Worth It?; Estimating Cash Flow-New Project Analysis Case 14- If the Coat Fits, Wear it; Replacement Project Analysis Case 15- The Dilemma at Day-Pro; Comparison of Capital Budgeting Techniques Case 16- Too Hot to Handle; Capital Budgeting Case 17- Flirting with Risk; Risk and Return Case 18- I Wish I Had a Crystal Ball; Real Options and Capital Budgeting Case 19- Can One Size Fit All?; Determining the Cost of Capital Case 20- We Are Not All Alike; Divisional Costs of Capital Case 21- Where Do We Draw the Line?: Marginal Cost of Capital and Capital Budgeting Case 22- EVA ? Does It Really Work?; Economic Value Added (EVA) Case 23- It’s Better...
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...management concerned with overseeing, designing, controlling the process of production and redesigning business operations in the production of goods and/or services. It involves the responsibility of ensuring that business operations are efficient in terms of using as few resources as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms of materials, labor, and energy) into outputs (in the form of goods and/or services). The course discusses the managerial processes underlying operations management in both service-providing and goods-producing organizations. Specific topics to be covered include introduction to operations management, forecasting, process design, capacity planning, facilities location and design, inventory management, supply chain management, maintenance, quality management and scheduling. COGNITIVE COURSE OBJECTIVES Upon completing the course, the student should be able to: 1) Explain the major decisions in operations management; 2) Discuss the importance of operations strategy in relation to competitive strategy and the attainment of organizational goals; 3) Explain the...
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...Report Body Objectives: Broad Objective: The main objective of the report is to know about the whole organization including its whole HR activities, its each and every part of HR planning, Job Analysis, Recruitment and Selection process and forecasting. Specific Objective: • To find how this company maintains its HR activities. • To know about the methods how this company collects the information for job analysis and what are the methods it follows for conducting job analysis. • To know what are the major elements of recruitment and selections process and how these processes are conducted. • To know how this company forecasts its employee needs. Scope: This report is about the whole HR activities of Robi Axiata Ltd. The mixture of practical and theoretical portions about the HR strategy, Job analysis, Recruitment and Selection process and demand supply forecasting are discussed here. This report gives a broad idea about the methods and techniques used in HR planning. Moreover how this company improves and cope up with the change of the external environment are also presented. Methodology: Primary Sources: The primary source of collecting data for making this report was taking a face to face interview of an HR official. We took a list of questions and got answers by asking him directly. Secondary Sources: The secondary sources of information collection were different websites, magazines, journals, books and other relevant sources...
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...the opportunity for growth and development of the hospital. Issues surrounding reliable, consistent delivery of gloves created the need for change; however, this change requires planning, strategy, and implementation. This paper plans to highlight the necessary steps to consider while entertaining the concept of a new glove vendor including process evaluation, financial forecasting, and resource planning systems. Materials Requirement Plan Healthcare organizations can adopt current manufacturing processes such as materials requirement planning (MRP) to create a more efficient and descriptive usage pattern for materials. MRP utilizes a data and technology driven system to estimate demand from end-users to allocate the organization’s resources appropriately. This hospital is evaluating the usage of hospital gloves as well as the prospect of inviting a new source from China. Utilizing data hard points such as past ordering history, fluctuations in treatments of patient (i.e. seasonal variations, etc.), and growth patterns of the hospital may contribute to an effective model and plan for the new supply chain (Tomas, 1990). For this materials requirement plan, the initial data to capture is, “what is needed to keep the hospital functioning today?” This question will create an analysis of current demand and allow for immediate ordering from the new vendor. The data points mentioned beforehand will create trending data to anticipate future ordering spikes and valleys...
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...positions. For their more entry level tiers, recruitment efforts at Colleges and Universities would be an effective and affordable approach. Apple also will have its fair share of direct applicants, considering the fact that it is very trendy and appeals to all consumers. As stated in the NY times, it has "cast a spell" on consumers and investors. When visiting Apple's website for careers, the page is appealing and full of promise for not just any job, but a career. Apple is a company that is going to always stay on the frontier of new ideas. In order to do this, it is important to stay fresh with new perspectives and ideas. With this being the case, Apple would want to not only source their talent from internal sources such as referrals or all internal promotions. It is important to show growth and have succession planning in any company, but it should not be the sole source of growth as it might limit new ideas and innovations from coming to the table from outside experiences. Recruiter traits and behaviors that would lead to a successful recruiting campaign for Apple Recruiters for Apple would have to have both the talent of being warm, welcoming, trendy, innovative as well as specialists in the Apple product, culture and mission. In order for Apple to attract the best talent, they have to have the best talent looking for them. The product Apple has a certain appeal and when one goes to an Apple store or an Apple table at a job fair, there is a certain expectation that...
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