...Production and Operation Management Cheng Guoping Chapter 1 Introduction 1. Production System 2. Production and operations in the organization 3. Function and jobs of POM 4. Decision Making in POM 5. The emergence of production and operation management 1. Production System Production and operation management (POM) is the management of an organization's production system, which converts input into the organization 's products and services. 1.1 Production system model Inputs conversions subsystem output Feedback Feedback Figure 1 A production System Model 2. Common ground and differences between manufacturing and services 1.2.1 Common Ground: • Entail customer satisfaction as a key measure of effectiveness • Require demand forecasting • Require design of both the product and the process • Involve purchase of materials, supplies, and services • Require equipment, tools, buildings, and skills, etc. 1.2.2 Differences: • Customer contact Service involves a much higher degree of customer contact than manufacturing does. The performance of a service typically occurs at the point of consumption. Manufacturing allows a separation between production and consumption. • Uniformity of input Service operations are subject to more variability of inputs than manufacturing operations are. Each patient, each lawn, each TV presents a specific problem. • Labor content of jobs Manufacturing ---capital...
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...Production and Operation Management Cheng Guoping Chapter 1 Introduction 1. Production System 2. Production and operations in the organization 3. Function and jobs of POM 4. Decision Making in POM 5. The emergence of production and operation management 1. Production System Production and operation management (POM) is the management of an organization's production system, which converts input into the organization 's products and services. 1.1 Production system model Inputs conversions subsystem output Feedback Feedback Figure 1 A production System Model 2. Common ground and differences between manufacturing and services 1.2.1 Common Ground: • Entail customer satisfaction as a key measure of effectiveness • Require demand forecasting • Require design of both the product and the process • Involve purchase of materials, supplies, and services • Require equipment, tools, buildings, and skills, etc. 1.2.2 Differences: • Customer contact Service involves a much higher degree of customer contact than manufacturing does. The performance of a service typically occurs at the point of consumption. Manufacturing allows a separation between production and consumption. • Uniformity of input Service operations are subject to more variability of inputs than manufacturing operations are. Each patient, each lawn, each TV presents a specific...
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...Information gained from planning stage used to purchase raw materials for products and packaging from suppliers. b) Operational System The operational system can explan as Design => Planing => Purchasing => Manufacturing => Distribution Design Toys are designed by a small group of designers who develop the concepts for the products. Planing The planning department translates the concepts into designs and determines resource requirements, including raw materials. Planning also projects sales and develops production plans for each product, timeframes for production runs and scheduling of production runs. Purchasing Information gained from planning stage used to purchase raw materials for products and packaging from suppliers.  Manufacturing Produces and packages toys for distribution Distribution Delivers packaged toys to the warehouse for storage. C Product and Service Deliver The Distribution start by Sale team will take order from customer. The delivery will use the contract transport. It will sent to the retail for sale to the customer. 3. Key System and Process analyze a) Supply Chain the company start with design the product by small group of designer then sent it to the planning department for determine resource including raw material , project sales etc. After that purchase the raw material for the product. Then produce and packing and distribute to the customer in this state, the company has the good process on Supply...
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...s. company a large multinational firm with several plants in each division , uses a comprehensive budgeting system for planning operation and measuring performance.The annual budgeting procces begins in August. five months prior to the begenning of the fiscal year.At this time , the divisional managers submit proposed budgets for sales, production and inventory.levels,& expenses. Capital expenditure request also are formalised at this time. he expense budget include direct labour and all factory overheads items, separated into fixed and variable componets.Direct materials are budgeted seperatly in developing the production and inventory schedules.The expense budgets for each division are developed from each plants results, as measured by the % variation from an adjusted budget in the first six months of the currrent year and at arget expense reduction % established by the corporation to determine plant % the plant budget for just completed half year period is revised to recognise changes in operating procedures and cost outsid the control of management(eg labour wage rate changes & product sytle changes).The difference between the revised budget and thee actual expenses is controllable variance , expressed as a % of the actual expenses if un favourable , this expense is added to the corperate target expense reduction %.A favourable plant variance % is subtracted from the corperate target. if a plant had 2% unfavourable contrallable variance the corporate target reduction...
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...opportunities in the financial industry as a Training Coordinator and a Senior Trainer. I feel that both of these opportunities are attainable with my professional background in banking and finance and my educational background with my Master’s in Adult Education and Training. Training Coordinator I. Job Description a. Report to the Managing Director for Consumer Lending Operations Training. Under minimal supervision, provide administrative and training program coordination for assigned Training Skill Area(s) for Operations, products and sale. Contribute and work on additional projects as requested within Consumer Lending to help in the coordination of efforts to support cross departmental efforts II. Experience Required b. Education: High school diploma or equivalent. 5 plus years of experience in training and development or other relevant experience. III. Skills Required c. Sufficient knowledge and understanding to lend support to Training Skill Area(s) such as credit and compliance; leadership and communications; operations; PC applications; products, sales, and relationship management skills; service skills. Advanced knowledge of the Bank's organization structure. Knowledge of basic business and banking terminology and concepts. Computer knowledge and skills: Advanced knowledge and technical expertise across all end-user software applications. Advanced knowledge and technical expertise in the Saba's Learning Management applications. Advanced...
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...convince consumers about | | |the quality of the service to position the brand in | | |consumers’ mind | | |Competitors strategies and their success of attracting | | |consumers | 1.2. Importance of financial planning The financial planning starts with identification of total capital requirement. For this the finance managers make the sales forecast. Considering sales forecast, then organization requires deciding its production capacity which means the requirement of long term funds. If the production and...
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...years already and its machines are up to date. The company’s main products are two-by-four inch and two-by-six inch pieces of lumber used to building constructions. 60% of the products are logs in high quality, they’re sent to packaging department directly and the rest 40% are in lower quality and needs further improvement and refinement, so they’re sent to planing department for further works. The management of this company has many hidden problem which leads to the decline of the rating of this company, loss of its sales and customers, as well as the problem of over-stockpile of its products. The first problem I discovered is that every department in this company has two supervisors on operation, but packaging department doesn’t have. As we all know there are four levels of management, top managers, middle managers, first-line managers and non-managers. Based on the information of textbook (Management A Competency – Based Approach, 2002), first-line managers are directly responsible for the production of goods or services. A production supervisor belongs to this group. This level of management is the link between the operations of each department and the rest of the organization. First-line managers in most companies spend little time with higher management or with people from other organizations. Most of their time is spent with the people who they supervise and with other first-line managers. First-line managers often lead hectic work lives full of pressure and having little...
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...bakery items, meats, seafood’s, cheese, dairy products, produce, and packaged foods, and condiments. Kudler Fine Foods value all customers with prices that will meet the needs or wallet of anyone. Kudler Fine Foods has something for everyone whether shopping for personal, business, or party needs. The organization’s mission is to offer service at high quality because Kudler’s shops everywhere to obtain quality products for every customer. Kudler will go the extra mile to make sure Kudler is the supplier of choice for any customer wishing to purchase the finest gourmet delights. The organization currently has three locations but the goal of Kudler Fine Foods is to expand in the future. Kudler Fine Foods is looking too grown and increase sales. The future of the company depends on how...
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...Video Analysis: CanGo Weeks 3&4 Video Analysis: CanGo Weeks 3&4 Consolidated Consultants Martin Donohue Laura Guzman Malvin Henry Yvette Feliciano-Rodriguez Ryan Haryanto BUSN460 Senior Project DeVry University Professor Mozinski 3/31/2013 Introduction CanGo is an up and coming successful online organization, with much to consider in order improving its current processes. There are various problems within CanGo that are limiting the continued success that the company desires. CanGo must analyze what is in place currently with their technology, customer service process, marketing, etc. CanGo lacks discipline and leadership with successfully planning for the implementation of new projects and the ability to see them through. Much research must and should be conducted in order to identify how to proceed and what is necessary to obtain the proper results. 1. CanGo lacks results * This can be referred to as problem recognition. Why is it that customers are not buying a particular product? Why are there a high percentage of customers who do not complete their orders? Does this have to do with the way the product is being presented, or does their decision have to do with personal issues? A way to recognize these issues would be to conduct surveys. a. Recommendation- Know who your target market is so that you won’t advertise and sell the product to the wrong audience. CanGo should conduct a survey so that it may identify who our target market...
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...money in improving their infrastructure, we feel that with tougher competition in the present market, this company is not taking full advantage of its cash reserve and good presence in the Indian market which could be used to develop their old machine with state of the art new technology which could result in higher profit and lower cost in maintaining machine. Faced with a consistent loss of market share due to new competition it is our analysis that, to enhance further growth and profit, Hindustan Hydraulics must improve their sales service, better turnaround time to decrease down time of machines so that customers do not fall behind their production schedule and more money should be pumped into the R&D department to develop advanced systems. Other recommendations has been discussed in detail in this report. Table of Contents Executive Summary 2 Introduction 5 Positioning 6 Current environment and operation 7 PEST Analysis 8 a) Political forces b) Economic forces c) Socio-cultural forces d) Technological forces SWOT Analysis 10 a) Internal factor 10 1. Strengths 2. Weaknesses b) External Factors 11 3. Opportunities 4. Threats Gap Analysis 13 Customer Assessment 13 Competitor analysis 14 Strategic action plan 14 Stakeholder analysis 15 Strategic marketing Objectives 15 Recommendations...
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...INTRODUCTION Robert Samuel Kaplan was born in 1940. He is an American accounting academic, and a Professor of Accounting at Carnegie-Mellon University and Arthur Lowes Dickinson Professor of Accounting at the Harvard Business School. He had wrote a journal entitled “The Evolution of Management Accounting” in 1983. The purpose of this article is to summarize the development of management accounting, including the new demands for management information, and to develop a research strategy to meet these demands i) THE EVOLUTION OF MANAGEMENT ACCOUNTING (From Robert S. Kaplan point of view) In his paperwork, he divided it into five sections. • Section 1 - Development of cost accounting practices from the early textile mills and railroads (circa 1850) through the formation of the great industrial enterprises in the U.S. and the emergence of the scientific management approach. • Section 2 - Management control innovations of the DuPont Corporation and the General Motors Corporation after its reorganization by Pierre du Pont and Alfred Sloan in 1920. • Section 3 - Development in cost accounting and managerial control form 1925 to the present. • Section 4 - Challenges from the contemporary environment that may not be met by the accounting practices developed more than 60 years ago for a substantially different competitive situation. • Section 5 - Agenda for field based research to document or develop innovative management control practices appropriate for the changing...
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...Asia and make a promotion campaign by using a famous person as Madonna (famous singer). In 1992 economical problems lead Tapi to sell Adidas to Lyonnais bank. Lyonnais sold Adidas to Robert Louis-Dreyfus who was also the president of the Olympique de Marseille football team. In 1997, Adidas AG acquired the Salomon Group, and its corporate name was changed to Adidas-Salomon AG. Seven years later, top English fashion designer Stella McCartney launched a joint-venture line with Adidas. This line was a sports performance collection for women called "Adidas by Stella McCartney". After 2 years, Adidas introduced the Adidas 1, the first ever production shoe to utilize a microprocessor. In August 2005, Adidas bought rival Reebok. At the same time sales had been closer to those of Nike in North America. The acquisition of Reebok would also allow Adidas to compete with Nike worldwide as the number two athletic shoemaker in the world. Three months later Adidas released a new version of the Adidas 1, make it better, stronger and faster. On April 11 2006, Adidas announced an 11-year deal to become the official NBA apparel provider. 2. Products Adidas manufactures anything related to sport, like shoes, clothes, watches, balls, Sunglasses, Protective Equipment,...
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...Introduction The company chosen for this assignment is XYTech Sdn. Bhd. which is based in Prai Industrial Park, Penang, Malaysia. XYTech started its operation in 1988 with a goal of continuous innovation and commitment to provide worldwide automation solution to its customer. XYTech designs, develops, and manufactures industrial automation equipment for customers from various industries including Automotive, Medical, Electronic,Air-conditioning and Semiconductor. Expertise includes High vacuum applications, Leak detection technologies, Assembly automation and Test systems. XYTech also builds Precision material handling and Secondary processing equipment used in the Semiconductor industry. XYTech provides its customers complete integrated engineering solutions from conceptual design to operational equipment; as well as after sales support. The company mission is to produce highly dependable and reliable machineries with effective cost and superior support and services to their customers. In the automation industry, competition is aggressive and dynamic where competitor will compete to gain the orders. Slack, Chambers and Johnston (2010) states that, there are five elements which are quality, speed, cost, flexibility and dependability are essential in operation objectives. XYTech has to fulfill all the elements in their operation objectives in which their customer expects besides meeting their machineries specification and requirements. As automation competitor competes with each...
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...Introduction The company chosen for this assignment is XYTech Sdn. Bhd. which is based in Prai Industrial Park, Penang, Malaysia. XYTech started its operation in 1988 with a goal of continuous innovation and commitment to provide worldwide automation solution to its customer. XYTech designs, develops, and manufactures industrial automation equipment for customers from various industries including Automotive, Medical, Electronic,Air-conditioning and Semiconductor. Expertise includes High vacuum applications, Leak detection technologies, Assembly automation and Test systems. XYTech also builds Precision material handling and Secondary processing equipment used in the Semiconductor industry. XYTech provides its customers complete integrated engineering solutions from conceptual design to operational equipment; as well as after sales support. The company mission is to produce highly dependable and reliable machineries with effective cost and superior support and services to their customers. In the automation industry, competition is aggressive and dynamic where competitor will compete to gain the orders. Slack, Chambers and Johnston (2010) states that, there are five elements which are quality, speed, cost, flexibility and dependability are essential in operation objectives. XYTech has to fulfill all the elements in their operation objectives in which their customer expects besides meeting their machineries specification and requirements. As automation competitor competes with each...
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...advertising campaigns show 50-ish men competing in 1950’s era yo-yo competitions, grandmothers showing their grandsons how to do yo-yo tricks, and pre-teen girls trying to get their yo-yos away from their dads who are monopolizing them. This advertising campaign has been highly effective. After a couple of rough start-up years, HHYY achieved profitability in 1996 and has seen sales and profits increase each year since then. HHYY is a closely held Subchapter S Corporation with all the stock being held by the founders and their family members. The founders, John Cooper and Juan Martinez share the position of Office of the CEO. John is also the Chief Operating Officer (COO) while Juan is the Chief Financial Officer (CFO). An organization chart for HHYY is in Figure 1. The firm employees about 350 people in a single location in the suburbs of Cut and Shoot, Texas. Figure 1. Hi-Ho Yo-Yo, Inc. Organization Chart Office of the CEO Legal COO CFO Production QA Purchasing HR Marketing Accounting Finance Plant Manager Design Engineering Advertising Sales Trade Custom General Large Accounts Products HHYY produces four distinct lines of yo-yos (see Table 1) and sells through two distinct channels of distribution. The Premium Prestige line...
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