...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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...CHAPTER 1 INTRODUCTION TO OPERATIONS MANAGEMENT KEY IDEAS 1. Three Basic Business Functions. Operations is that part of an organization responsible for the creation of value in the form of goods and/or services, ideally balancing the supply of these items with customer demand. Operations works in conjunction with the complementary business functions of finance, responsible for securing and allocating the financial resources necessary to maintain the organization, and marketing, responsible for evaluating and enhancing customer demand. 2. Input, Output and Value-added. Any operation can be described as a set of inputs (i.e. labor and materials) that are transformed into a set of outputs (i.e. goods and/or services), as illustrated in Figure 1.4 of page 6 of the textbook. The essence of operations management is value-added, or the degree to which the value of all outputs of an operation exceed the value of its inputs. 3. Goods vs. Services. Goods imply tangible products, those that can handled and/or stored in some fashion, such as manufactured items or food. Services are intangible products, such as health care or education. Material goods often require a distribution system to get them into the hands of consumers, while service industries tend to deal directly with consumers. Other important points on which the production of goods and services differ are summarized in Table 1.3 on page 9 of the textbook. 4. Process Management. A process is any action involved...
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...Fall 2015 – MGT 3110 - HW01-Ch01 DUE: 8/23/2015 50 points 1. Problem #1.6, page 21 2. Problem #1.7, page 22 3. An Appliance Service company repaired 15 lawn-mowers, 18 refrigerators, and 10 washers in an 8-hour day with his standard crew of 6 workers. The average wage for the workers is $12.50 per hour. The materials cost for a day was $500 while the overhead cost was $300. The retail price for each respective service is $50, $125, and $80? a. What is the multifactor productivity? b. How much of a reduction in input is necessary for a 4% increase in multifactor productivity? SHOW ALL YOUR WORK FOR FULL CREDIT -- NO WORK NO CREDIT!!!!! Completed homework must be uploaded to Blackboard. Acceptable file formats are pdf, docx, xlsx. Files of any other format will NOT be graded. Emailed homework will NOT be graded. Partial answer key: 1. Problem #1.6, page 21: Change %: 9.09%, 11.11%, -9.10%, 5.28% 2. Problem #1.7, page 22: Change %: 7.517% 3. (a) 2.7143; (b) $53.87 NOTE: 1. Please read and follow the guidelines. Remember, JPG files will not be graded. 2. Make sure the file orientation is vertical (portrait) so that we can read your work properly. I don't want to have to tilt my head sideways. If the orientation is not vertical (portrait) the HW will NOT be graded. 3. Please use a scanner to convert your paper work into electronic format. If you wish to use your mobile device camera, then make...
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...Chapter Solutions Operations Management.pdf DOWNLOAD HERE CHAPTER 12: INVENTORY MANAGEMENT – Suggested Solutions to ... http://users.ipfw.edu/khamaljn/P301/Class_Notes/Solutions-Chapter12.pdf 1 BUS P301:01 CHAPTER 12: INVENTORY MANAGEMENT – Suggested Solutions to Selected Questions Summer II, 2009 Question 12.5 This is EOQ with D = 19,500 units/yr; H = $ ... CHAPTER 11 Operations Management http://www.eng.uwi.tt/depts/mech/ugrad/courses/meng3006/Week09b.pdf Operations Management, ... • To decouple operations ... CHAPTER 11 11-39 Inventory Management Economic Production Quantity I n v en t o r y L ev el CHAPTER 10 Operations Management - Academic Resources at ... http://academic.missouriwestern.edu/mlewis14/MGT%20416/Lectures/My%20Chap010.pdf Operations Management 8th edition 10-2 Quality Control CHAPTER 10 Quality Control McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson PRODUCTION/OPERATIONS MANAGEMENT - … http://faculty-staff.ou.edu/B/Samir.Barman-1/POMsp02.doc PRODUCTION/OPERATIONS MANAGEMENT. BAD 5262 . SPRING 2002. Course Instructor: Samir Barman, Ph.D. ... Apr 02 Chapter 3 All Example Problems. Operations in a PR: 3.1-3.6 Chapter 7 Accounting for Financial Management http://harbert.auburn.edu/~yostkev/teaching/finc3630/notes/Chapter7solutions.pdf Chapter 7 Accounting for Financial Management ANSWERS TO END-OF-CHAPTER QUESTIONS 7-3 No, because the $20 million of retained earnings would probably not be held as cash...
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...Title OPERATIONS MANAGEMENT Courses with numerical and conceptual focus Course Planner 16031::Gurpreet Kaur Lectures 3.0 Tutorials Practicals Credits 1.0 0.0 4.0 TextBooks Sr No T-1 Title Operations Management 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...
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...[pic] |Kazakhstan Institute of Management, Economics and Strategic Research (KIMEP) International Summer School, 2011 OPM 5202 OPERATIONS MANAGEMENT | | [pic] OPM 5202 OPERATIONS MANAGEMENT Instructor: Dr. Ardeshir Lohrasbi Office: Telephone: FAX: Email:zlohrasbi@gmail.com Instructor: Dr. Ardeshir Lohrasbi Office: Office Hours: Tel: Fax: E-mail: zlohrasbi@gmail.com Website: https://edocs.uis.edu/alohr1/www Introduction: Welcome to OPM 5202 Operations Management .It is a great pleasure to have all of you in my class. I have been at University of Illinois Springfield in USA for 31 years and served as a Chair of Department of Business Administration , MBA director and Chair of Management Department for several times and my work was recognized last May at the University of Illinois Springfield Faculty Recognition.I taught in graduate and undergraduate online and on ground many different courses such as Production and Operations management, Project Management, Computer Software Application in Business, Service Management, Inventory Management…etc. and I have done a number of consulting for private and public services and presented many research papers at a local and national level. In this class I will share my life time experiences and teachings with all of you. My goal is you learn the course materials and be able to apply the topics, computer applications and techniques in the real world. For more information please...
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...so that you can be successful in this course. 4201 Wilshire Blvd., Suite #610 ♦ Los Angeles, CA 90010, CA, U.S.A. ♦ T: (323) 938-4428 ♦ F: (323) 938-4-4429 ♦ E: www.iau.la MGT 620a Operations Management & Supply Chain Syllabus Class Details Name: Email: Phone: Room: Method: Steve B. Young, Ph.D. (A.B.D.) syoung18@verizon.net (818) 360-6115 LA-Classroom C Hybrid Term/Year: Days: Time: Start Date: End Date: Spring Session 1 / 2015 Wednesdays 6:00pm-10:00pm January 05, 2015 February 27, 2015 Instructor’s Biography Steve Young graduated from Western Michigan University with a Bachelor of Science in Engineering and Business. He spent time as an HR director and consultant with many Aerospace firms. Steve has worked in numerous management positions for Boeing, Lockheed Martin, Eco Polymers, Hughes, and PM-10 Consultants specializing in the area of Human resource, business management, and business operations. Steve received his MBA from West Coast University with an emphasis in management and is looking to receive his PhD from Walden University in Applied Management and Decision Making with specializations in Organizational Change and Leadership in 2008. Steve is a senior faculty member and has been teaching for the University of Phoenix in their Undergraduate and Graduate Business Management Program for over 14 years. Steve has been involved in two successful starts up companies since 1985 that are still operating today in a growth environment. He functions as a consultant...
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...BA 365 INTRODUCTION TO OPERATIONS MANAGEMENT To purchase this tutorial visit here: http://mindsblow.us/question_des/BA365INTRODUCTIONTOOPERATIONSMANAGEMENT/24 contact us at: help@mindblows.us BA 365 INTRODUCTION TO OPERATIONS MANAGEMENT Module Assignments 1 Discussion Forum: Disney World Case Study: Natural Designs Inc. 2 Discussion Forum: Baldridge Case Study: Boutique Hotels 3 Discussion Forum: Vaccine Distribution Assignment Questions Chapter 6 4 Discussion Forum: Weddings Midterm exam 5 Discussion Forum: Black Friday Assignment Questions Chapter 10 6 Discussion Forum: Lean Enterprise Case Study: South Town Medical Center 7 Discussion Forum: Hotels Case Study: Online Purchasing at McDonalds 8 Discussion Forum: Course Review Final Exam BA 365 INTRODUCTION TO OPERATIONS MANAGEMENT To purchase this tutorial visit here: http://mindsblow.us/question_des/BA365INTRODUCTIONTOOPERATIONSMANAGEMENT/24 contact us at: help@mindblows.us BA 365 INTRODUCTION TO OPERATIONS MANAGEMENT Module Assignments 1 Discussion Forum: Disney World Case Study: Natural Designs Inc. 2 Discussion Forum: Baldridge Case Study: Boutique Hotels 3 Discussion Forum: Vaccine Distribution Assignment Questions Chapter 6 4 Discussion Forum: Weddings Midterm exam 5 Discussion Forum: Black Friday Assignment Questions Chapter 10 6 Discussion Forum: Lean Enterprise Case Study: South Town Medical Center 7 Discussion Forum: Hotels Case Study: Online Purchasing at McDonalds 8 Discussion...
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...developed leadership and management capability * Goal Four: Have developed and applied knowledge of international business and management theory * Goal Five: Have developed a range of research skills and project capabilities * Goal Six: (Specialist programmes only) Have developed specialist knowledge about the theory and practice of your programme of study All of the learning that takes place within modules is designed to enable you to achieve the above goals and your assessment tasks are mapped directly to these goals as outlined in each assessment brief. OUTLINE STUDY PLAN 2012/2013 | | Global Supply Chain Management MO0255 | S01 | Week | Lectures | Lecture Topic | Seminar | Recommended Reading | Directed study | 1 | Lecture 1 | Module Introduction | Making the groups of 4-5 studentsCase Study ReviewIntroduction to operation management (Operation Objectives in the Penang Mutiara Hotel) | Slack, N. (2010), sixth Edition, Chapter 2 | -Reading the TLP carefully-Reading stipulated chapters 1, 2 and 3 of the Slack, N. (2010). | | Lecture 2 | Introduction to Global Supply chain and management | | Slack, N. (2010), sixth Edition, Chapter 13 | -Evaluate the supply chain performance in “Siemens”-Evaluate the global sourcing policy within “Levi Strauss” | 2 | Lecture 1 | SC Performance measurement | Case Study ReviewGlobal Supply Chain managementSupplying Fast Fashion (C13, Slack) | Slack, N. (2010), sixth Edition, Chapters 13 & 17. | -Evaluate...
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...Spring 2011 - DS 3520 OPERATIONS MANAGEMENT Course Number and Title: Operations Management - DS 3520 (3 semester hours) Prerequisite: Junior or Senior standing and must have passed ECON 3610 (Statistics). This applies to all students regardless of their major in the University. Course Description (from current catalog): Management of the processes, resources, and technologies in the production of goods and services. This course will cover topics concerning the design, operation, and improvement of production systems. These are topics such as operations strategy, capacity planning, design and analysis of processes, quality management management systems, supply chain management, production planning and inventory management. It will also address important business issues and contexts such as sustainability, strategic partnerships and alliances, global competitiveness, quality and productivity, and lean production philosophy. Learning Objectives and Expected Learning Outcomes: The learning objectives and expected learning outcomes are: 1) To introduce the fundamental concepts of Operations Management; to provide factual knowledge, terminology, methods, and theories of the field required for the management of the transformation process by which inputs are converted into useful goods and services in a production system. Students will demonstrate the understanding of the key terminology and concepts of operations management. This is linked to...
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...Queen’s University Belfast Queen’s University Management 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...
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...BA365 INTRODUCTION TO OPERATIONS MANAGEMENT To purchase this visit following link: http://www.activitymode.com/product/ba365-introduction-to-operations-management/ Contact us at: SUPPORT@ACTIVITYMODE.COM BA365 INTRODUCTION TO OPERATIONS MANAGEMENT Module Assignments 1 Discussion Forum: Disney World Case Study: Natural Designs Inc. 2 Discussion Forum: Baldridge Case Study: Boutique Hotels 3 Discussion Forum: Vaccine Distribution Assignment Questions Chapter 6 4 Discussion Forum: Weddings Midterm exam 5 Discussion Forum: Black Friday Assignment Questions Chapter 10 6 Discussion Forum: Lean Enterprise Case Study: South Town Medical Center 7 Discussion Forum: Hotels Case Study: Online Purchasing at McDonalds 8 Discussion Forum: Course Review Final Exam Activity mode aims to provide quality study notes and tutorials to the students of BA365 Introduction to Operations Management in order to ace their studies. BA365 INTRODUCTION TO OPERATIONS MANAGEMENT To purchase this visit following link: http://www.activitymode.com/product/ba365-introduction-to-operations-management/ Contact us at: SUPPORT@ACTIVITYMODE.COM BA365 INTRODUCTION TO OPERATIONS MANAGEMENT Module Assignments 1 Discussion Forum: Disney World Case Study: Natural Designs Inc. 2 Discussion Forum: Baldridge Case Study: Boutique Hotels 3 Discussion Forum: Vaccine Distribution Assignment Questions Chapter 6 4 Discussion Forum: Weddings Midterm exam 5 Discussion Forum: Black Friday Assignment...
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...STRATEGIC AND OPERATIONS MANAGEMENT ICSA IQS – Strategic and Operations Management Version 2 Updated June 2006 i Contents Contents Syllabus Part I Chapter 1 The nature of strategy. Strategic choice, analysis and evaluation: the balanced scorecard And the strategic balance sheet. Strategic alliance analytical techniques: Portfolio analysis, competitor analysis, value chain analysis, market migration analysis. The boardroom strategic role Mission, ethics and values. Social responsibility The Corporate Environment and System Theory the market, and other PEST factors. Internal Factors The distinction between strategy and policy. Planning: short, medium and long term. Targets, resource planning techniques, including scenario planning. Strategy: effective corporate performance: Strategic options for direction, change and growth. Policy making and implementation. Supply chain management and logistics. The virtual organization Creative and rational modes in strategic management: applications and limitations. The rational cycle: corporate needs, decision making, implementation, monitoring, review and feedback. Measurement of corporate performance, concepts of output and outcome. Contingency management and agile strategies. The management of change: growth, stability and contractions Business Process Re-engineering 1 Page v Chapter 2 22 Chapter 3 Chapter 4 Chapter 5 Chapter 6 39 43 75 92 Chapter 7 Chapter 8 Chapter 9 96 118 124 Chapter 10 162 Chapter 11 Chapter...
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...Polytechnic University LGT2106 Principles of Operations Management 1st Semester 2015/2016 Subject Description This is a foundation subject on Operations Management (OM). It will provide students with an understanding of the strategies, processes, and analytics of OM for both manufacturing and service organizations. At the end of the course, students will have a fair understanding of how things should be done and the importance of these functions to the success of the firm. Learning Outcomes On completion of the subject all students will be able to: a. Analyze business situations and problems by applying conceptual frameworks drawn from OM; b. Apply basic OM theories and understand the operation of manufacturing and service processes; c. Identify and analyze the means by which value is created in goods and services and delivered to users. Subject Approach The teaching approach will be a combination of lectures, class discussions, and assignments on assigned topics and case analysis. Basic concepts and technical knowledge of OM will be covered in lectures. Cases and examples will be discussed in tutorials. Students will receive feedback within three weeks of the submission of their work. Textbook Jacobs, F.R., and Chase, R.B. (2014). Operations and Supply Chain Management, (14th ed.). McGraw-Hill, New York. Reference Stevenson, W.J., and Sum, C.C. (2014). Operations Management, (2nd ed.). McGraw-Hill, Singapore. ...
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...Welcome to OPERATIONS MANAGEMENT Operations Management is important, exciting, challenging, and everywhere your look! Important, because it’s concerned with creating all of the products and services upon which we depend. Exciting, because it’s at the centre of so many of the changes affecting the world of business. Challenging, because the solutions that we find need to work globally and responsibly within society and the environment. And everywhere, because every service and product that you use – the cereal you eat at breakfast, the chair you sit on, and the radio station you listen to while you eat – is the result of an operation or process. Our aim in writing Operations Management is to give you a comprehensive understanding of the issues and techniques of operations management, and to help you get a great final result in your course. Here’s how you might make the most of the text: ● Get ahead with the latest developments – from the up-to-the-minute Operations in practice features in every chapter to the focus on corporate social responsibility in the final chapter – these put you at the cutting edge. ● Use the Worked examples and Problems and applications to improve your use of key quantitative and qualitative techniques, and work your way to better grades in your assignments and exams. ● Follow up on the recommended readings at the end of each chapter. They’re specially selected to enhance your learning and give you an edge in your course...
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