...Management of ANY activities/process that create goods and provide services » Exemplary Activities: Forecasting Scheduling, Quality management Profit 10% OM Cost 20% Marketing Cost 25% Why to study OM » Cost and profit breakdown at a typical manufacturing company » How to make more profit? Cost cutting. Which costs affect the revenue? » Management of operations is critical to create and maintain competitive advantages utdallas.edu/~metin Manufacturing Cost 45% 3 Operations Management Operations management: The management of the efficient transformation of inputs into outputs to effectively satisfy customers. The active role of operations: – Inputs become Outputs after some Transformation (Process or Operation) – Food processing example: Inputs Energy, Raw vegetables Energy, Metal sheets Energy, Vegetables Energy, Water, Vegetables Energy, Cans, Boiled vegetables utdallas.edu/~metin Transformation Cleaning Cutting/Rolling/Welding Cutting/Chopping Cooking Placing Outputs Clean vegetables Cans Cut vegetables Boiled vegetables Can food 4 Operations in services: Health care Inputs Doctors, nurses Hospital Medical Supplies Equipment Laboratories Processes Examination Surgery Monitoring Medication Therapy Outputs Healthy patients SOM offers medical management MBA and Master of Science See http://som.utdallas.edu/amme/index.html. Question: What are Inputs, Processes and Outputs in education? Who is the customer? utdallas.edu/~metin 5 Operations are everywhere ! Operations...
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...DCS5138 Management Information Systems CASE STUDY 1 Flexible Scheduling Good or Bad for Employees? With nearly 1.4 million workers domestically, Wal-Mart is the largest private employer in the United States, Wal-Mart is also the nation’s number one retailer in terms of sales, registering nearly $379 billion in sales revenue for the fiscal year ending January 31, 2008. Wal-Mart achieved its lofty status through a combination of low prices and low operational costs, enabled by superb continuous inventory replenishment system. Now Wal-Mart is trying to lower costs further by changing its methods for scheduling the work shifts of its employees. In early 2007, Wal-Mart revealed that is was adopting a computerized scheduling system, a move that has been roundly criticized by workers’ rights advocates for the impact it may have on employees’ lives. Traditionally, scheduling employee shifts at big box stores such as Wal-Mart was the domain of store managers who arranged schedules manually. They based their decisions in part on current store promotions as well as on weekly sales data from the previous year. Typically, the process required a full day of effort for a store manager. Multiply that labor intensity by the number of stores in a chain and you have an expensive task with results that are marginally beneficial to the company. By using a computerized scheduling system, such as the system from Kronos that Wal-Mart adopted, a retail...
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...TRANSPORTATION MANAGEMENT SYSTEM Before the explain transportation management system (TMS), its functions and relationship with logistics; it is better to explain what is transportation and why transportation is important for logistics. Business logistics include material management and physical distribution. Material management is movement and storage of materials into company, and physical distribution refers to storage of finished products and movement to the customers. Basically logistics’ definition show that the logistics and movement of materials/ products relations. Also, other important term is transportation, it can be defined as the physical movement of goods, or people from one place to another. All these definitions prove that transportation is the important part of logistics. For the businesses transportation and transportation management is one of the key term because transportation costs are the approximately 50 percent of firm’s total logistics’ costs. Successful business logistics operation depends on successful transportation management. With the developing technologies transportation management has become faster and efficient with the transportation management systems. A Transportation Management System is software which helps to businesses to control process of orders, loads, following and tracking shipments, auditing and payments. Also, TMS helps to manage the supply chain, particularly coordinating and optimizing the movement of products and materials...
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...OPERATIONS MANAGEMENT AMERICAN CONNECTOR COMPANY INTRODUCTION About DJC DJC is easily perceived as the typical Japanese manufacturer when considering their core principles. DJC’s corporate objective was profit maximization. DJC emphasised on high quality products at low production costs and thus creating value for the company. Initially, it followed a strategy of coping American products, which were considered to be the most advanced in the world, but over a period of years realised highly efficient manufacturing is critical for gaining competitive advantage over its competitors and thus developed its RND team to produce quality products at par with American counterparts. Facing huge challenge to maintain its current market share in connector business due to increase in labour cost, raw material cost, rising yen and wide penetration of imported goods, DJC chose to build its new plant in Kawasaki Japan to achieve “the ultimate rationalization of mass production”. The plant was established in 1986 and is designed to produce 800 million connectors per year with the aim of achieving three main goals 1. 100% utilization. 2. 99% yield on raw material. 3. Six sigma policy reducing defects to 1 per million units of output delivering high customer satisfaction. The Kawasaki plant is successfully operated by Kawasaki management by carefully integrating decisions and policies meeting company’s goal and objectives. About American Connector American Connector Company (ACC)...
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...Uncertainty and risk Global optimization is complex because facilities are dispersed over a large area, different facilities have different goals, it’s a dynamic system; changes over time due to changing business and customer environment, seasonal fluctuations, competitors, trends, etc. Sources of uncertainty: lead-time, demand, transportation times, component availability, etc. Approaches to manage risk: 1. Build redundancy 2. Use info to better sense and respond to disruptions 3. Incorporate flexibility 4. Improve supply chain processes to including risk assessment measures Building blocks in effective supply chain: strategic partnerships, info sharing, outsourcing, e-business. Strategic issues – deal with long term goals (number, location, capacity of facilities) Tactical issues – quarterly/yearly basis (transportation, purchasing, inventory policies) Operational – day-to-day (truck-loading, scheduling, lead-time quotations) Supply chain disruptions: * Part shortages * Roll-out problems * Order change by customers * Production problems * Development problems * Quality problems Dealing with excess inventory: * Write-offs * Customers taking actions * Production curtailment * Markdowns and promotions Chapter 2 Types of inventory: raw materials, WIP, finished goods. We need inventory due to unexpected demand, uncertainty of supply, supplier costs, lead times, and...
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...WESTERN GOVERNORS UNIVERSITY Submittal Cover Sheet Date: 12/20/2010 Student Name: Student ID Number: Student Degree Program: BSIT Student Email: Four Digit Assessment/Project Code: CPW1 Mentor Name: Laura Creamer / Les Vance For Revisions Only Indicate Previous Grader: Submissions received with an altered, incomplete or missing cover sheet will be returned for resubmission. Submit to: Western Governors University Attn.: Assessment Delivery Department 4001 South 700 East, Suite 700 Salt Lake City, Utah 84107-2533 Capstone Project Cover Sheet Capstone Project Title: Small Business Network Upgrade Student Name: Degree Program: BSIT Mentor Name: Laura Creamer / Les Vance Signature Block Student’s Signature Mentor’s Signature Table of Contents Capstone Report Summary (Introduction) ................................................................................................... 1 Goals and Objectives..................................................................................................................................... 6 Project Timeline (Appendix 2)..................................................................................................................... 11 Project Development .................................................................................................................................. 13 References ........................................................................................
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........................................................ 6 3.3 Link between Corporate Strategy and IT ............................................................... 9 3.4 Organization of IT departments ........................................................................... 10 3.4.1 Additional IT Human Resources Factors ...................................................... 11 3.5 Use of Consultants ............................................................................................... 11 3.6 Outsourcing .......................................................................................................... 12 3.7 Augmenting the Technology Decision Making Process ...................................... 14 3.7.1 Technology vs. The Marketplace .................................................................. 14 3.7.2 Comparing Vendors ...................................................................................... 16 3.8 Licensing Management / Piracy ........................................................................... 18 3.8.1 Transferring Licenses...
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...MSc IE LEAN MANUFACTURING Profesor Madya Dr. Muhamad Zameri b. Mat Saman FKM Dr Zameri 1 TRANSFORMATION PERIOD EMPHASIS STRATEGY 60’S How to do more Mass Production p 70’s How to do it cheaper Automation 80’s How to do it better QC, TQM, QFD q 90’s How to do it quicker IE 2000’s How to do it with less ???? Dr Zameri 2 Options for Increasing Contribution Marketing Option Current Sales Cost of Goods Gross Margin Finance Costs Subtotal Taxes at 25% Contribution $100,000 $100 000 – 80,000 20,000 – 6 000 6,000 14,000 – 3,500 $ 10,500 Finance/ Accounting Option Increase I Reduce R d Sales Finance Revenue 50% Costs 50% $150,000 $150 000 – 120,000 30,000 – 6 000 6,000 24,000 – 6,000 $ 18,000 $100,000 $100 000 – 80,000 20,000 – 3 000 3,000 17,000 – 4,250 $ 12,750 Dr Zameri Lean Option Reduce R d Production Costs 20% $100,000 $100 000 – 64,000 36,000 – 6 000 6,000 30,000 – 7,500 $ 22,500 3 Changing of Mind Set Selling Price = Cost + Profit Profit = Selling Price – Cost g The focus should be on reducing cost g The best way to reduce cost is to remove the waste Dr Zameri 4 Value Price Price Price Profit Price Profit Cost Cost Traditional thinking T diti l thi ki Cost + Profit = Price Lean thi ki L thinking Price - Cost = Profit Dr Zameri 5 Lean Operations Developed by the Toyota Motor Company p y y p y To compete with...
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...CHAPTER 8 HEALTH SERVICE DELIVERY MODULE 8.1 Overview This chapter presents the health delivery module of the assessment. Section 8.1 defines health service delivery and its key components. Section 8.2 provides guidelines on preparing a profile of health service delivery for the country of interest, including instructions on how to customize the profile for country-specific aspects of the health delivery process. Section 8.3 presents the indicator-based assessment, including detailed descriptions of the indicators. Section 8.4 discusses how to summarize the findings and develop recommendations. 8.1.1 What Is Health Service Delivery? The World Health Organization (WHO) defines service delivery as the way inputs are combined to allow the delivery of a series of interventions or health actions (WHO 2001b). As noted in the World Health Report 2000, “the service provision function [of the health system] is the most familiar; the entire health system is often identified with just service delivery.” The report states that service provision, or service delivery is the chief function the health system needs to perform (WHO 2000). As such, Figure 8.1 (see also Chapter 1, Figure 1.1) shows the relationship between service delivery and the other modules of this health systems assessment and their relationship with health system objectives. Because of the limited time to conduct this assessment, more emphasis will be placed on personal health (as opposed to public health) services and service...
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...Interbot: A Resume Based Employment Interview Chatbot Using an Enhanced Example Based Dialog Model Andrea May G. Aquino Department of Computer Science University of Santo Tomas Espana, Manila, 1008, PH andreamayaquino@gmail.com Katherine May Ann R. Bayona Department of Computer Science University of Santo Tomas Espana, Manila, 1008, PH kmarbayona@gmail.com Kimberly Ann D.R. Gonzales Department of Computer Science University of Santo Tomas Espana, Manila, 1008, PH kimberlyanngonzales @yahoo.com Gabrielle Ann D. Reyes Department of Computer Science University of Santo Tomas Espana, Manila, 1008, PH gabrielleannreyes@gmail.com Ria A. Sagum Department of Computer Science University of Santo Tomas Espana, Manila, 1008, PH riasagum31@yahoo.com ABSTRACT Traditional resume based recruitment interviews conducted by Human Resources (HR) specialists are time-consuming and costly. In-person interviews only allow companies to handle only a limited number of job applicants at a time. Also, there is no centralized database for resume storage and retrieval. As a result, a substantial amount of time and money is misdirected on interviewing unqualified job applicants. The proponents developed a resume based employment interview chatbot, using an enhanced example based dialog model, to evaluate job applicants’ consistency in their resume details and interview answers. The chatbot will replace the HR interviewer while maintaining the fundamental quality...
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...中国精益生产学院 国内顶尖的精益生产培训与辅导机构 Value Stream Mapping Purpose • Provide optimum value to the customer through a complete value creation process with minimum waste in: – Design (concept to customer) – Build (order to delivery) – Sustain (in-use through life cycle to service) Http://www.leancn.org PDF created with pdfFactory Pro trial version www.pdffactory.com 精益论坛http://bbs.leancn.org 中国精益生产学院 国内顶尖的精益生产培训与辅导机构 Why ? • Many organizations pursuing “lean” conversions have realized that improvement events alone are not enough • Improvement events create localized improvements, value stream mapping & analysis strengthens the gains by providing vision and plans that connect all improvement activities • Value stream mapping & analysis is a tool that allows you to see waste, and plan to eliminate it Http://www.leancn.org PDF created with pdfFactory Pro trial version www.pdffactory.com 精益论坛http://bbs.leancn.org 中国精益生产学院 国内顶尖的精益生产培训与辅导机构 What Is Value? A capability provided to a customer, Q of the highest quality, Q at the right time, Q at an appropriate price, as defined by the customer. Http://www.leancn.org PDF created with pdfFactory Pro trial version www.pdffactory.com 精益论坛http://bbs.leancn.org 中国精益生产学院 国内顶尖的精益生产培训与辅导机构 What Is Value? • "Value" is what the customer is buying • Always think first about the endcustomer – Who is the customer? – What are they buying? • Describe value using the customers' words Http://www.leancn.org ...
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...sector reforms in India have been going on for more than a decade Initially the focus was more on bringing about structural changes like unbundling of SEBs and creation of independent generation, transmission and distribution companies Subsequently power generation received maximum focus In the recent past, it was felt that power distribution was the weakest link in the entire value chain and sector cannot achieve viability unless issues in the power distribution sector are resolved, aiming at a sustainable development of the sector With these objectives in mind, Government of India’s Ministry of Power launched R-APDRP scheme This is a unique initiative in the utility industry globally This covers total automation of core utility business processes of the targeted towns in an ESCOM covering millions of consumers using a common infrastructure 3 What is R-APDRP R-APDRP is GoI’s initiative with primarily objectives of Establishment of baseline data Fixation of accountability Reduction of AT&C losses Commercial viability Reduction of outages & interruptions Increase consumer satisfaction through strengthening & up-gradation of Sub-Transmission & Distribution network & adoption of Information Technology during XI Plan What is R-APDRP To cover urban areas with population > 30,000 (10,000 in case of special category states) To demonstrate performance improvement for availing financial benefits Total programme size is over Rs 50,000 Cr GoI grant component for Part-A : Rs...
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...Course Related 2 Virtual Expert 2 JSB Inc. 2 James S. Black (Company founder) 2 Abigail Foley (Senior vice president of Business Development) 2 Mark Thompson (Business Development Manager) 2 Major Business Functions (In JSB) 3 Manufacturing 3 Sales and Marketing 3 Human Resources 3 Finance and Accounting 3 Terms 3 Information vs Data 3 Digital Manufacturing 3 DELMIA 3 POS 3 Inventory Management System 3 Mapping Technology 3 Electronic Business / E-Business 3 Electronic Commerce / E-Commerce 3 E-Government 3 Problem Solving 3 Critical Thinking 3 Steps 3 1. Problem Identification 3 Dimensions of Business Problems 3 Organizations 3 Technology 3 People 3 Examples 3 2. Solution Design 3 3. Solution Evaluation and Choice 3 4. Implementation 3 Analyzing Performance 3 Case Study Analysis 3 Identify the most important facts surrounding the case 3 Identify key issues and problems 3 Specify alternative courses of action 3 Evaluate each course of action 3 Recommend the best course of action 3 Information Systems 3 Definition 3 Information Technology versus Information Systems 3 Information Technology 3 Information System 3 Dimensions 3 Organization 4 Technology 4 Components 4 Hardware 4 Software 4 Data Management Technology 4 Networking and Telecommunications Technology 4 Function 4 People 4 Functions 4 Input 4 Processing 4 Output 4 Types 4 Strategic-level systems 5 ...
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...RMGT Task 1 GenRays HRIS Project Page 1 Table of Contents GenRays Matrix (A) ............................................................................................................................ 4 GenRays Project Charter (B) ....................................................................................................... 19 Project Title ............................................................................................................................................. 19 Purpose ................................................................................................................................................... 19 Description .............................................................................................................................................. 19 Objective ................................................................................................................................................. 20 Success Criteria or Expected Benefits ..................................................................................................... 21 Funding ................................................................................................................................................... 21 Major Deliverables .................................................................................................................................. 22 Acceptance Criteria ...............................................
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...Business Man 1 Intro to Bus Man as science - Study Unit 1 & 2 Man science uses a scientific approach to solver many problems. Used in variety of orgs to sove different types of problems. Encompasses a logicical mathematical approach to problem solving 1.1 Man science process • Observation - Identification of a problem that exists in the system or organization. • Definition of the Problem - problem must be clearly and consistently defined showing its boundaries and interaction with the objectives of the organization. • Model Construction - Development of the functional mathematical relationships that describe the decision variables, objective function and constraints of the problem. • Model Solution - Models solved using management science techniques. • Model Implementation - Actual use of the model or its solution. 1.2 Factors of production Natural resources i.e. crude oil Capital i.e. investors Labour i.e. technical and academic Entrepeneurship i.e. takes capital and link labour and natural resouces combined with risk to provide goods and services. Knowledge i.e. to determine wants and needs quickly and to respond to them with products and services. 1.3 3 Most NB Economic systems = Capatalism, Socialism and Communism 1.3.1 Capatalism Free market system Built on principles of private ownership Is based on the right to make a profit, right to compete and the right to own property. System is market driven and the solutions to a country's economic problems...
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