Journal of Operations Management 31 (2013) 169–180 Contents lists available at SciVerse ScienceDirect Journal of Operations Management journal homepage: www.elsevier.com/locate/jom Servitization: Disentangling the impact of service business model innovation on manufacturing firm performance Ivanka Visnjic Kastalli a,b,∗ , Bart Van Looy c,d a Operations and Innovation Management Department, ESADE Business School, Spain Cambridge Service Alliance, University of Cambridge, United Kingdom Faculty
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money Collect only necessary and sufficient data Data is generally used by machines Data is useless unless it is process to create information Information: Processed data Data process by machines giving information Information is used to run an organization efficiently Information used by managers to initiate actions TYPES OF INFORMATION Operational Information - used to day to day operations Example information needed by a shopkeeper: Daily sales account List of low stock items to be re-ordered List
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The manufacturing TQM and service quality literatures: synergistic or conflicting paradigms? Rhian Silvestro Warwick Business School, University of Warwick, Warwick, UK Introduction Although most of the exponents of TQM explicitly claim that TQM is transferable to services, the precepts and practices have been derived from the experience of consultants and practitioners in manufacturing. Both the US and Japanese “gurus” focus and address their work primarily to manufacturers, with application
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good or service. It is a measure of what a customer is required to give up in obtaining these goods or services. For an individual, price is a reflection of value. We, as individuals, may tend to pay no more than what we believe the good or service is worth. In the total marketplace, all potential customers evaluate the availability goods and services and therefore establish the demand for each. Value, like beauty, is in the eye of the beholder. When setting price for any good or service, it must
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JIT Introduction JIT in time concept was initiated in Japan making the Toyota as its mater piece. JIT is system whether company starts manufacturing/purchasing once the customer orders the good effectively making zero inventories. In other words, in a JIT environment materials are purchased and produced as and when it is needed. The whole idea is based on the phrase provide the goods just in time as promised when the order is placed by the customer. The opposite of the JIT production is known as
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a semi-variable cost as either a variable or fixed cost. 2. Describe the implications for variance analysis of analyzing a step-fixed cost as either a variable or fixed cost. 3. Describe the implications on operating decisions of analyzing an operation with mixed costs as either a variable or fixed cost. 15-2: “Variance Analysis Refines Overhead Cost Control,” by J. C. Cooper and J. D. Suver, Healthcare Financial Management (February 1992). This article attempts to analyze the full
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Cost-Volume-Profit Analysis In Brief Managers need to estimate future revenues, costs, and profits to help them plan and monitor operations. They use cost-volume-profit (CVP) analysis to identify the levels of operating activity needed to avoid losses, achieve targeted profits, plan future operations, and monitor organizational performance. Managers also analyze operational risk as they choose an appropriate cost structure. This Chapter Addresses the Following Questions: What is cost-volume-profit
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is vital for organisations to understand what their customers want. Aldi understands that its customers want value for money but do not want to compromise on quality. This case study will demonstrate how Aldi uses a lean approach to its business operations to offer its customers quality products at competitive prices. Since opening its first store in 1913, Aldi has established itself as a reputable retailer operating in international markets including Germany, Australia and the U.S. Aldi has over
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and strategies, this edition continues to focus on how to make that mission a reality. Fourteenth Edition Highlights of the Fourteenth Edition: More than 40 real-life supply chain cases afford the opportunity to apply of the acquisition process. Criteria for supply decisions have been organized into three categories: (1) strategic, (2) operational, and (3) additional. In this third category, new factors such as balance sheet and income statement considerations, dimensions of risk, and
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and strategies, this edition continues to focus on how to make that mission a reality. Fourteenth Edition Highlights of the Fourteenth Edition: More than 40 real-life supply chain cases afford the opportunity to apply of the acquisition process. Criteria for supply decisions have been organized into three categories: (1) strategic, (2) operational, and (3) additional. In this third category, new factors such as balance sheet and income statement considerations, dimensions of risk, and
Words: 188430 - Pages: 754
