Académique Documents
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Learning Objectives
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Learning Objectives
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Learning Objectives
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Learning Objectives
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What is Operations
Management?
Operations management is concerned with the
design, planning, and control of the factors
that enable us to provide the product or
service outputs of the organization.
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Service
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Volume/variety continuum
Product orientation
Manufacturing:
- Repetitive, assembly line
- Continuous-flow systems
Service:
- Standard service systems
2001 South-Western Publishing
Process orientation
Manufacturing:
- Job-shop production system
- Project systems
Service:
- Custom service systems
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Operations Management
Decision Areas
To operate any business organization, a
number of decisions must be made. Based
upon the time frame involved, these decisions
can be conveniently categorized as long-term
system design decisions or as short-term
operating and control decisions.
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Product layout
A configuration set for a specific purpose, with all
product or service demands essentially identical.
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Steps in
Product Design
Preliminary
design
Make versus
buy decision
Transformation
process design
2001 South-Western Publishing
Seek suppliers
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Aggregate Planning
Link between the more general business
planning activities and the more specific master
planning activities.
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Inventory Management
One of the most studied of the short-term
decisions deals with the control of inventories.
Items in inventory may exist in any of four
forms:
Raw materials, work-in process, finished
goods, supplies.
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system outputs
system inputs
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Improving Productivity
Productivity
Productivity Improvement
Improvement Through
Through
Technology
Technology
Productivity
Productivity Improvement
Improvement Through
Through
aa Diverse
Diverse Work
Work Force
Force
Productivity
Productivity Improvement
Improvement Through
Through
Design
Design
2001 South-Western Publishing
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Fundamentals of Quality
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Consumer Perspective
Quality can be defined as the degree to which
the product or service meets the expectations of
the customer.
Producer Perspective
Quality can be defined as the degree to which
the product or service conforms to design
specifications.
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Fundamentals of Quality
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Fundamentals of Quality
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Service Factors
Responsiveness, reliability, assurance, empathy,
and tangibles.
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Cost of Quality
Prevention Costs
Appraisal Costs
Internal-Failure Costs
External-Failure Costs
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Customer-Driven Standards
External customer
User of an item who is not a part of the organization
that supplies the item.
Internal customer
User of an item who is a member of, or employee
of, the organization that supplies the item.
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Kaizen
Japanese term referring to the total quality
management principle of continuous improvement.
2001 South-Western Publishing
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Employee Participation
Quality Circle
A work team that meets regularly to identify,
analyze, and solve problems related to its work area.
Special-Purpose Team
A temporary team formed to solve a special or
nonrecurring problem.
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W. Edwards Deming
Perhaps the most prominent quality philosopher,
he devised a 14-point plan to summarize his
philosophy on quality improvement.
Joseph Juran
Observed that over 80 percent of quality defects
are caused by factors controllable by management.
Developed a trilogy of planning, control, and
implementation.
2001 South-Western Publishing
Transparency 17-34
Others
Armand Feigenbaum
Introduced the concept of total quality
control.
Kaoru Ishikawa
Introduced quality control circles.
Philip Crosby
Introduced the philosophy that quality is
free.
2001 South-Western Publishing
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Concerning Operations
Management, Tomorrows Managers
Must:
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Concerning Operations
Management, Tomorrows Managers
Must:
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