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29 Cards in this Set
- Front
- Back
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Goods |
Physical Items produced by business organization |
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Services |
Activities that provide some combination of time, location, form and psychological value |
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Operations Management |
The management of systems or processes that create goods and or provide services |
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Supply Chain |
A sequence of activities and organizations involved in producing and delivering a good or service |
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Value added |
The difference bet the cost of inputs and the price of outputs |
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Points of Comparison bet Service and Goods |
•Degree of customer contact •Labor content of jobs •Uniformity of inputs •Inventory •Waged •Ability to patent •Measurement of Productivity •quality assurance |
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Primary factors for Goods and Services |
•Forecasting /capacity planning to match supply and demand •Process management • Managing Variations •Monitoring and controlling cost and productivity •Supply Chain Management •Location Planning, inventory management, quality control and scheduling |
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Personnel, Human resources |
Concerned with recruitment and training of personnel, labor relations , contract negotiations, wage and salary administration eyc |
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Public Relations |
Has responsibility for building and maintaining a positive public image of the org |
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Process |
One or more actions that transform inputs into outputs |
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Three categories of business processes |
1. upper-management processes 2. Operational processes 3. Supporting processes |
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Upper management processes |
These govern the operations of the entire organization |
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Operational processes |
These are the core processes that make up the value stream |
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Supporting processes |
Support core processes |
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Four Basic sources of variation |
1. the variety of goods or services being offered 2. Structural variation in demand 3. Random variation 4. Assignable variation |
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The variety of goods or services being offered |
The greater the variety of goods or services, the greater the variation in production or service requirements |
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Structural Variation in demand |
These variation includes trends and seasonal variation, are generally predictable, particularly important in capacity planning |
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Random Variation |
Natural variability is present to some extent in all processes, as well as in demand for services and products and it cannot generally be influenced by managers |
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Assignable Variation |
Caused by defective inputs, incorrect work methods - out of adjustment equipment and so on. This type of variation can be reduced or eliminated by analysis and corrective action |
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System Design |
Strategic decisions, relates to system capacity |
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System operations |
Tactical and operational decision , feedback on decisions involves measurement and control |
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Other Areas of Operation Functions |
• Purchasing • Industrial Eng'g •Distribution • Maintenance |
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Purchasing |
Has responsibility for procurement of materials, supplies and equipment - close contact with opm is necessaryto ensure correct quantities and timing |
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Industrial Eng'g |
Often concerned with scheduling , performance standards, work methods, quality control and material handling |
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Distribution |
Involves the shipping of goods to warehouses , retail outlets, or final customers |
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Maintenance |
Responsible for general upkeep and repair of equipment, bldgs, and grounds, heating and air conditioning, removing toxic wastes , parking and perhaps security |
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Key Decision of an Operations Manager |
•what resources will be needed and in what amounts • when will each resources be needed? When should the work be scheduled? When should materials and other supplies be ordered? •when is corrective action needed •where will be the work be done •how will the product be or service be designed? • who will do the work |
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Model |
An abstraction of reality; a simplified representation of something |
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Model classifications |
•Physical Models •Schematic Models • mathematical Models |
