Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
32 Cards in this Set
- Front
- Back
|
POM
|
The management of an organization's production system, whose function is to convert inputs into outputs--its products and services
|
|
|
Milestone Historical Developments in POM
|
1. The Industrial Revolution
2. Post-Civil War Period 3. Scientific Management 4. Human Relations 5. Operations Research 6. Service Revolution 7. Computer Revolution |
|
|
Father of Scientific Management
|
Frederick Winslow Taylor
|
|
|
What is Frederick Winslow Taylor known for?
|
Time studies
Method analysis Standards Planning & controlling Mass production |
|
|
What portion of the US work force is now employed in the service arena?
|
2/3
*1/2 of the 2/3 are white collar |
|
|
Strategic
|
-long-range
-needs of customers (capacity planning) **CLASSICAL MUSIC |
|
|
Tactical
|
-medium-range
-efficient scheduling of resources **COUNTRY MUSIC |
|
|
Operational Planning and Control
|
-short-range
-immediate tasks & activities **RAP MUSIC |
|
|
Success of Asian manufacturing
|
1. abundance of willing workers
2. low cost of labor 3. team work 4. cultural uniformity 5. government subsidies 6. absence of destructive competition |
|
|
Factors Affecting Today's Global Business Conditions
|
1. Reality of Global Competition
2. US quality, flexibility, & cost challenges customer service 3. Advanced production technology 4. Continuous growth of the scarce sector 5. Scarcity of production resources 6. Social responsibility issues |
|
|
Social Responsibility Issues
|
-Environmental
-Employee treatment -Societal impact |
|
|
Corporate Mission
|
set of long-range goals unique to each organization and including statements about the kind of business the company wants to be in, who its customers are, its basic beliefs about business, & its goals of survival, growth, & profitability
|
|
|
Business Strategy
|
Long-range game plan of an organization & provides a road map of how to achieve the corporate mission
|
|
|
Operations Strategy
|
Long range game plan for the production of the corporation's products or services and provides a road map for what the production function must do if business strategies are to be achieved
|
|
|
Competitive Priorities
|
1. cost
2. quality 3. delivery 4. flexibility |
|
|
What is not a competitive priority?
|
Service
|
|
|
6 Elements of Operations Strategy
|
1. Positioning the production system
2. Focus of production 3. Outsourcing 4. Production process & technology plans 5. Allocation of resources to strategic alternatives 6. Facility planning: capacity, location, & layout |
|
|
Standardized product
|
-produced in high volume
-estimate market place ex: Mc Donald's |
|
|
Custom product
|
unique, not made in high volume
|
|
|
Product-focused
|
Product-focused LINE
-assembly line, predictable, fast, countable |
|
|
Process-focused
|
-emphasis on what has to happen along the way
-nature of what needs to be done occurs in different locations |
|
|
Produce-to-stock
|
produce, put on shelf, wait for someone to want it
|
|
|
Produce-to-order
|
don't make a thing until you have an order, then make it
|
|
|
Intro
|
-sales begin
-market and production begin -profits are negative |
|
|
Growth
|
-sales growing
-market intensified -production expands per demand |
|
|
Maturity
|
-sales level off
-high volume production -profits peak |
|
|
Decline
|
everything goes downhill
|
|
|
Product-focused Advantages
|
1. reduced materials handling
2. small amounts of work in process 3. reduced total processing time 4. simplified production planning & control 5. simplification of tasks, enabling unskilled workers to learn tasks quickly |
|
|
Product-focused Disadvantages
|
1. Lack of process/flexibility
2. Lack of flexibility in timing 3. Large investment $ 4. Dependence of the whole on each part 5. Worker monotony |
|
|
Process-focused Advantages
|
1. flexibility--product & volume
2. smaller investment in equipment 3. expertise 4. diversity of tasks |
|
|
Process-focused Disadvantages
|
1. Lack of materials-handling efficiency
2. Lack of efficiency in timing 3. Complication of production in planning & control 4. Costs increase--salaries vs. hourly wage 5. Lowered productivity |
|
|
Amount of customer contact
|
-high
-low |
