...MGT 550B MANAGING THE INNOVATION PROCESS Course Introduction Managing the Innovation Process Panos Kouvelis Emerson Distinguished Professor of Operations & Manufacturing Management INSTRUCTOR BACKGROUND INFORMATION Managing the Innovation Process Panos Kouvelis Emerson Distinguished Professor of Operations & Manufacturing Management PANOS KOUVELIS Emerson Distinguished Professor of Operations and Manufacturing Management Director of Boeing Center on Technology, Information & Manufacturing Sr. Associate Dean & Director of Executive Programs Has Always Been a Good Student !! (avoided “real life” as much as possible) B.S., Mechanical Engineering, NTUA M.S., Industrial & Systems Eng., USC MBA, USC Ph.D., Operations Management, Stanford Loves to Teach 4 years, Business School, UT Austin 5 years, Fuqua School of Business, Duke 14 years, Olin School of Business, Wash.U. (My wife has decorated my home office walls with nicely framed teaching awards, “most popular professor at Olin, ***Bus. Week ranking”) Managing the Innovation Process Panos Kouvelis Emerson Distinguished Professor of Operations & Manufacturing Management PANOS KOUVELIS (cont’d.) Consults Frequently (to any firm having money & troubles to spare) Recent “victims”: Solutia, Duke Hospital, IBM, Aerofil Tech., Express Scripts, LHB Ind., Reckitt & Beckinser, Boeing, Ingram Micro, MEMC, Spartech, MECS, Maxim, Bunge, Smurfit Stone, and Emerson. Writes a lot (“publish or perish”)...
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...Topic: Do the terms, ‘logistics management’ and ‘supply chain management’ have the same meaning in operations and why logistics management might be of strategic importance to a manufacturing or service organisation. During last two decades, the importance of logistics has been noticed around the world. In global markets, the effects and further developments of logistics and supply chain management for corporate success has increased significantly that result in a large amount of companies have taken actual benefits in logistics, such as reducing costs, enhancing customers' satisfaction and increasing sales. However, some people are confused with the relationship between logistics and supply chain management, what logistics or logistics management is and what supply chain management is, weather or not that they are the same meaning in operations. Therefore, this essay will argue that logistics management and supply chain management are not exactly the same in operations because of the scope where utilized and some specific activities are similar, but some are different. In the end, this essay will also talk about the reasons for logistics management is a important strategy to manufacturing or service companies. The first argument is that they are not completely the same terms in operations because of the scope where utilized are different. Firstly, according to Murphy & Wood (2008), CSCMP states that the supply chain management includes all activities about planning and management...
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...Toyota Operations Management maintenance of the production of goods or services 1. Introduction Operations management is the maintenance of the production of goods or services that a company is developing for sale. The management team is charged with the task of ensuring a profitable and safe production system, and also ensuring that resources are allocated and used in an efficient manner, minimizing waste in labour and material resources. In order to meet these goals, the management team thus has to attempt to find the best operations strategy available for their particular situation and product. The biggest challenge for any organization and its operations is to try to maximize productions by cutting down on waste, Finding the right balance between getting the production up to the required standard by using the resources available to the optimal level. There are many strategies that can be used by an operations manager depending on the needs of production, and in the first section we will examine some existing operation management strategies, and in the second section we will examine the effectiveness of these strategies, and how well they fit in with the goals of the target organization, Toyota. 2. Operations Managers Role The Role of an operations manager is of utmost importance as any operations manager who can effectively utilize an organizations resources to efficient effect by producing outputs of a standard & sustainable quality, contributes to the organizations...
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...School. MGT2005 OPERATIONS MANAGEMENT Semester 2, 2012 “You don’t have to change. . . Survival is not mandatory.” (Professor William E. Deming) Course Co-ordinator: Dr Yu Xiong Introduction to Operations Management Operations Management (OM) is a functional field of management encompassing the design, operation and improvement of the processes and systems employed in the creation and delivery of an organisation's products and services. Essentially, operations management is concerned with explaining how factories and services work. Managing operations well requires both strategic and tactical skills and is critical to every type of organization, for it is only through effective and efficient utilization of resources that an organization can be successful in the long run. A few common threads pervade the material we cover in this course: First, decision making in operations is highly context dependent. Recognising this is half the battle in managing an operation. The variety of operational contexts obscures the link between particular operational decisions and overall firm profitability. Making this link transparent is essential to making better operational decisions. Variability exists in any operation, and this variability needs to be managed Integration, both across functional areas within a firm, and across firms in the value creation and delivery network, is crucial for superior firm performance Finally, no product, service, or process is perfect...
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...INSTITUTE OF MANAGEMENT AND PUBLIC ADMINISTRATION [GIMPA] MASTERS IN BUSINESS ADMINISTRATION COURSE NUMBER: GMBA 607 MANAGING OPERATIONS Instructor: Dr. Samuel Famiyeh Office Location: D-Block, R14 GIMPA Main Campus E-Mails: sfamiyeh@gimpa.edu.gh APPOINTMENT TIME You are encouraged to talk to me about any problem or suggestions you may have concerning the course, careers, benefits of advanced courses in operations management, or things in general. If you can’t seem to find the time to talk with me face-to-face, send an email and I will respond as quickly as possible. DESCRIPTION OF THE COURSE Operations management is an area of 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...
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...Fundamental of Operation Management 1 1 FUNDAMENTAL OF OPERATION MANAGEMENT 2 Operation Management OVERVIEW What you will learn in this unit: what is operations management? operations management heritage. the roles of operation managers. the function of operations within the organisation. service operations management. manufacturing operations management. Fundamental of Operation Management 3 1.0 INTRODUCTION Operations Management is the science of managing and integrating different form of resources and transform it into service delivery or a product. It involves three core functions of an organisation, basically: finance, operation and marketing. Operations Management heritage was developed from the practice of production management and it encompasses the full spectrum of managerial roles and responsibilities. Both manufacturing and service based operations management has two set of distinct characteristics. 4 Operation Management 1.1 WHAT IS OPERATIONS MANAGEMENT? Operations Management is a set of activities that create value in the forms of goods and services by transforming input into outputs. The types of activities carry out would depend on the nature of the organisation and their business focus. For example a manufacturer’s key focus is to generate output of physical goods, which requires the utilisation of raw material, labour, machinery and management capabilities in order to create an economic value. The key word in understanding...
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...ONE Introduction Chapter 1 introduces you to the field of operations management. It describes the nature and scope of operations management, and how operations management relates to other parts of the organization. Among the important topics it covers are a comparison of manufacturing and service operations, a brief history of operations management, supply chain management, and a list of trends in business that relate to operations. After you have read this chapter, you will have a good understanding of what the operations function of a business organization encompasses. Chapter 2 discusses operations management in a broader context, and presents the issues of competition, strategy, and productivity. After you have read Chapter 2, you will understand the importance of the operations function relative to the goals of a business organization. This chapter also describes time-based strategies, which many organizations are now adopting as they seek to become more competitive and to better serve their customers. Introduction to operations management includes two chapters: 1 2 Introduction to Operations Management, Chapter 1 Competitiveness, Strategy, and Productivity, Chapter 2 CHAPTER 1 Introduction to Operations Management CHAPTER OUTLINE Introduction, 4 Production of Goods versus Delivery of Services, 7 LEARNING OBJECTIVES After completing this chapter, you should be able to: 1 Define the term operations management. 2 Identify the three major functional areas of...
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...Filled Notes for Chapter 1: Introduction to Operations Management Highlights of the chapter: 1. Operations as one of the three main functional concerns of most organizations. 2. The role and job of the operations manager as a planner and decision-maker. 3. Different ways of classifying (and understanding) production systems. 4. System design versus system operation. 5. Major characteristics of production systems. 6. Contemporary issues in operations management. 7. Operations as essentially managerial (planning, staffing, etc.) 8. The historical evolution of production/operations management. 9. Manufacturing operations versus service operations. Reading: The Challenges of Managing Services 1. In comparison to manufacturing industry, services have: a. Less structured jobs. b. Higher customer contact. c. Lower worker skills. d. Low skill entry-level positions. e. Higher employee turnover. f. Higher input variability. 2. Because of the factors listed in the answer to question 1, in service industry it is more difficult to control costs and quality resulting in lower productivity. In addition the risk of customer dissatisfaction is greater and employee motivation is lower. Reading: Why Manufacturing Matters 1. Since the U.S. economy is becoming more service based, the percentage of employment in manufacturing is declining while the percentage of employment in service industry is increasing. An agile manufacturer is able...
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...Filled Notes for Chapter 1: Introduction to Operations Management Highlights of the chapter: 1. Operations as one of the three main functional concerns of most organizations. 2. The role and job of the operations manager as a planner and decision-maker. 3. Different ways of classifying (and understanding) production systems. 4. System design versus system operation. 5. Major characteristics of production systems. 6. Contemporary issues in operations management. 7. Operations as essentially managerial (planning, staffing, etc.) 8. The historical evolution of production/operations management. 9. Manufacturing operations versus service operations. Reading: The Challenges of Managing Services 1. In comparison to manufacturing industry, services have: a. Less structured jobs. b. Higher customer contact. c. Lower worker skills. d. Low skill entry-level positions. e. Higher employee turnover. f. Higher input variability. 2. Because of the factors listed in the answer to question 1, in service industry it is more difficult to control costs and quality resulting in lower productivity. In addition the risk of customer dissatisfaction is greater and employee motivation is lower. Reading: Why Manufacturing Matters 1. Since the U.S. economy is becoming more service based, the percentage of employment in manufacturing is declining while the percentage of employment in service industry is increasing. An agile manufacturer is able to switch quickly and economically...
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...Transforming an Indian Manufacturing Company:The Rane Brake Linings Case 1. How do you consider the linkages of “Operations Strategy” to its “Business Strategy”? What do you believe are the key links? An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day, tactical issues. All business organizations are concerned with how they will survive and prosper in the future. A business strategy is often thought of as a plan or set of intentions that will set the long-term direction of the actions that are needed to ensure future organizational success. However, no matter how grand the plan or how noble the intention, an Organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between operations and the other business functions is similarly important. The objective of the operations function is to...
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...Operations Management History, Development & Brief Overview on Manufacturing/ Operations Management Operations management is an area of business concerned with the production of goods and services, and involves the responsibility of ensuring that business operations are efficient in terms of using as little resource 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 services). Operations traditionally refer to the production of goods and services separately, although the distinction between these two main types of operations is increasingly difficult to make as manufacturers tend to merge product and service offerings. More generally, Operations Management aims to increase the content of value-added activities in any given process. Fundamentally, these value-adding creative activities should be aligned with market opportunity (see Marketing) for optimal enterprise performance. According to the U.S. Department of Education, Operations Management is the field concerned with managing and directing the physical and/or technical functions of a firm or organization, particularly those relating to development, production, and manufacturing. Operations Management programs typically include instruction in principles of general management, manufacturing and production systems, plant management, equipment maintenance...
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...MGMT 306 PRODUCTION AND OPERATIONS MANAGEMENT HOMEWORK 1 (Please submit the Scantron form) I. TRUE/FALSE (A for True; B for False) 1. All organizations, including service firms such as banks and hospitals, have a production function. True (What is operations management? moderate) 2. Operations management is the set of activities that create value in the form of goods and services by transforming inputs into outputs. True (What is operations management? easy) 3. The operations manager performs the management activities of planning, organizing, staffing, leading, and controlling of the OM function. True (What operations managers do, easy) 4. "How much inventory of this item should we have?" is within the critical decision area of managing quality. False (What operations managers do, easy) 5. Customer interaction is often high for manufacturing processes, but low for services. False (Operations in the service sector, moderate) 6. One reason for global operations is to gain improvements in the supply chain. True (A global view of operations, moderate) {AACSB: Multiculture and Diversity} 7. A product will always be in the same stage of its product life cycle regardless of the country. False (A global view of operations, moderate) {AACSB: Multiculture and Diversity} 8. Boeing’s development of the 787 Dreamliner is an example of a company obtaining a competitive advantage via product differentiation/innovation. True (Global company profile, easy) 9. An organization's strategy...
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...distribution of products. The purpose is to ensure the whole business know what is happening when and where. By managing the international supply chain, companies are able to cut wastage and become more lean and mean, be more competitive and provide products faster. Being more lean and mean will drive the company to keep tighter control of internal inventories, production, distribution, sales and the inventories held and forecasted are all key elements in the SCM....
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...Operations Management… By D.B.S. Saurabh Marwah(201401017), Dingnan Ouyang(201400084), Boyang Yu(201400104) Students – Asia Pacific International College Literature review 1 Literature review of Operations management Saurabh Marwah, Dingnang, Boyang Asia Pacific International College Research Topic: The impact of total supply chain management on organization performance? Literature review 2 Introduction Operations management is an important part for all the organizations to run themselves successfully or in a professional manner. It refers to decisions and responsibilities of managing the resources dedicated to the production and service delivery. Managers are the people who are responsible managing the resources that make up the operations function. There are other functions also which are not core to the organizations which are for the smooth running of the organizations such as accounting, IT, human resources. Being an operations manager contains a lot of responsibilities and activates in the organization, which contribute to give good service. * Strategic objective: Operations managers must clearly understand the goals of the organization and develop vision in order to achieve them, which also involve translating the goals into implications. * Operations strategy: There are numerous decision-making involved with operations, it is important that operations manager should have a set of guidelines that are connected with organization’s...
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...Production and Operations Functions under the changing Techno-structural Environment By Shweta R. Chinchole September 2nd, 2013 Abstract: Majority of organizations today are restructuring, changing the work design and adapting the employee involvement (engagement) process in the business. However every function in an organization may or may not respond well to these changes. This paper focuses on the effects of Downsizing (effective way of restructuring the organization) and employee empowerment on the production and operation functions in the manufacturing industry. Employee empowerment has a positive impact on Production functions under specific conditions and with more of trust and social relationship between the management and employees. Empowerment is a boon to the manufacturing industry, as the in-depth knowledge of technical employees in operations is well utilized by the management. The Operation functions brings together raw materials with the production process to make products that customers need, here employees form the core, around which these processes revolve. Downsizing creates opportunities to identify, train and develop capable employees to fulfill more responsible roles in production and operation departments. Downsizing, from a company perspective, is a very positive event targeted to make their products better, increase their profit, and streamline operations. In organizations that have restructured, many do not handle the process of downsizing well and can...
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