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26 Cards in this Set

  • Front
  • Back
operations management
business function responsile for planning, coordinatring, and controlling the resources needed to produce a company's goods and services
role of OM
tranform organizational inputs into outputs
the transformation process
inputs - human resources, facilities, technologies and materials become
output - goods and services
value added
the net increase created during the tranformation of inputs into final outputs, the greater the better
performing activities at the lowest possible cost
primarily produce a tangible product and typically have low customer contact, products can be inventoried, capital intensive, long response time
Service organizations
produce an intangible product, ideas, assistance, information and have a high cutome contact, short response time, labor intensive
quasi-manufacturing organizations
low customer contact, capital intensive, but provide a service ie, post office, mail order catalogues
strategical decisions
set the direction for teh entire compnay; they are broad in scope adn long-term in nature
tactical decisions
decisions that are specific and short term in nature and are bound by strategic decisions
why study Operations Management ? (3)
- 25% of all canadian jobs are in goods producing sector
- core of all organizations
- contribute to corporate stratey
service compared to producing goods is more . . (5)
- labour intensive
- knowledge based
- can not automate
- total productivity = output/input
-service biggest factor - RMA
total productivity = output/input
- has to be greater than one
- to be succesful in service industry
old trends in OM pas (5)
- lengthy product development
- large batch shipments
- standardized product
- job specialization
- local or national focus
trend in OM future (5)
- global focus
-empowered employees
- time based competition
- in in time shipment
- mass customization
industrial revolution
movement that changed production by subsitituting machine power for labor power
scientific approach?
managing through improving output by redesigning jobs and determining acceptable levels of worker output
hawthorne studies
focusing on the worker's needs and responsible for creating the human relations movement
human relations movement
idea that other factors other than money can contribute to worker productivity
management science
mathematical models to develope quantitative techniques to solve problems
just in time
achive higher volume productiong through elimination of waste and continuous improvement
total quality management
improve quality by eliminating causes of product defects and by making quality the responsibility of everyone in the organization
flexibility and mass customization
attempt to offer a greater variety of product choices and do it on a high volume
time-based competition
develop new procuts and deliver them to customers faster than competitors
supply chain management
manage the flow of matericals from suppliers to customers in order to reduce overall cost adn increase responsiveness to customers
lean systems
total system approach to creative efficient operations