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37 Cards in this Set
- Front
- Back
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OPERATIONS MANAGEMENT |
THE MANAGEMENT OF SYSTEMS OR PROCESSES THAT CREATE GOODS OR PROVIDE SERVICES |
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GOODS VS. SERVICES |
GOOD: PHYSICAL ITEM THAT IS PRODUCED BY BUSINESS ORGANIZATIONS
SERVICES: ACTIVITIES THAT PROVIDE SOME COMBINATION OF TIME, LOCATION, FORM AND PSYCHOLOGICAL VALUE |
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TRANSFORMATION/CONVERSION PROCESS |
TRANSFORMATION OF INPUTS TO OUTPUTS |
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3 BASIC FUNCTIONS OF OPERATIONS |
1. FINANCE 2. OPERATIONS 3. MARKETING |
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ACTIVITIES OF OPERATIONS |
1. FORECASTING 2. CAPACITY PLANNING 3. FACILITIES AND LAYOUT 4. SCHEDULING 5. MANAGING INVENTORIES 6. ASSURING QUALITY 7. MOTIVATING & TRAINING EMPLOYEES 8. LOCATING FACILITIES
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OTHER AREAS IN OPPERATIONS |
1. PURCHASING 2. INDUSTRIAL ENGINEERING 3. DISTRIBUTION 4. MAINTENANCE |
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RESPONSIBILITIES OF OPERATIONS MANAGERS |
CREATION OF GOODS OR PROVISION OF SERVICES |
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SUPPLY CHAIN |
SEQUENCE OF ACTIVITIES AND ORGANIZATIONS INVOLVED IN PRODUCING AND DELIVERING A GOOD OR SERVICE |
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OUTSOURCING |
BUYING GOODS OR SERVICES INSTEAD OF PRODUCING THEM IN-HOUSE |
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HAZEL CASE |
-WORKED AT COMPANY FOR 15 YEARS -COMPANY DOWNSIZED AND FIRED HER -COULDN'T FIND ANOTHER JOB -STARTED MOWING GRASS FOR EXTRA MONEY -DECIDED TO MAKE A BUSINESS OUT OF IT -DID SO WELL SHE HIRED 2 P/T WORKERS |
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COMPETITIVENESS |
HOW EFFECTIVELY AN ORGANIZATION MEETS THE WANTS AND NEEDS OF CUSTOMERS RELATIVE TO OTHERS THAT OFFER SIMILAR GOODS OR SERVICES |
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MARKETING INFLUENCES OF COMPETITIVENESS |
1. IDENTIFYING CONSUMER WANTS/ NEEDS 2. PRICING 3. ADVERTISING AND PROMOTION |
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OPERATIONS INFLUENCES ON COMPETITIVENESS |
1. PRODUCT AND SERVICE DESIGN 2. COST 3. LOCATION 4. QUALITY 5. QUICK RESPONSE 6. FLEXIBILITY 7. INVENTORY MANAGEMENT 8. SUPPLY CHAIN MANAGEMENT 9. SERVICE 10. MANAGERS AND WORKERS |
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WHY SOME ORGANIZATIONS FAIL |
1. NEGLECTING OPERATIONS STRATEGIES 2. FAILURE TO TAKE ADVANTAGE OF STRENGTHS/ OPPORTUNITIES AND/ OR FAILING TO RECOGNIZE COMPETITIVE THREATS 3. PUTTING TOO MUCH EMPHASIS ON SHORT TERM FINANCIAL PERFORMANCE AT THE EXPENSE OF RESEARCH AND DEVELOPMENT 4. PLACING TOO MUCH EMPHASIS ON PRODUCT AND SERVICE DESIGN AND NOT ENOUGH ON PROCESS DESIGN AND IMPROVEMENT 5. NEGLECTING INVESTMENTS IN CAPITAL AND HR 6. FAILURE TO ESTABLISH GOOD INTERNAL COMMUNICATIONS AND COOPERATION AMONG DIFFERENT FUNCTIONAL AREAS 7. FAILURE TO CONSIDER CUSTOMER WANTS AND NEEDS |
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CORE COMPETENCIES |
THE SPECIAL ATTRIBUTES OR ABILITIES THAT GIVE AN ORGANIZATION A COMPETITIVE EDGE |
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ORDER QUALIFIERS |
CHARACTERISTICS THAT CUSTOMERS PERCEIVE AS MINIMUM STANDARDS OF ACCEPTABILITY TO BE CONSIDERED AS A POTENTIAL FOR PURCHASE |
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ORDER WINNER |
CHARACTERISTICS OF AN ORGANIZATIONS GOODS OR SERVICES THAT CAUSE IT TO BE PERCEIVED AS BETTER THAN THE COMPETITION |
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ENVIRONMENTAL SCANNING |
THE CONSIDERING OG EVENTS AND TRENDS THAT PRESENT THREATS OF OPPORTUNITIES FOR A COMPANY |
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EXTERNAL FACTORS OF ENVIRONMENTAL SCANNING |
1. ECONOMIC CONDITIONS 2. POLITICAL CONDITIONS 3. LEGAL ENVIRONMENT 4. TECHNOLOGY 5. COMPETITION 6. MARKETS |
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INTERNAL FACTORS OF ENVIRONMENTAL SCANNING
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1. HUMAN RESOURCES 2. FACILITIES 3. FINANCIAL RESOURCES 4. CUSTOMERS 5. PRODUCTS AND SERVICES 6. TECHNOLOGY 7. SUPPLIES 8. OTHER |
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GLOBAL STRATEGY ISSUES |
-WHAT WORKS IN ONE COUNTRY WILL NOT NECESSARILY WORK IN ANOTHER -THREAT OF POLITICAL OR SOCIAL UPHEAVAL -DIFFICULTY OF COORDINATING AND MANAGING FAR-FLUNG OPERATIONS |
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MISSION/ MISSION STATEMENT |
MISSION: AN ORGANIZATIONS REASON FOR EXISTENCE
MISSION STATEMENT: STATES THE PURPOSE OF THE ORGANIZATION
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STRATEGIES |
PLANS FOR ACHIEVING ORGANIZATIONAL GOALS |
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GOALS |
PROVIDE DETAIL ANS SCOPE OF THE MISSION |
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OPERATIONS STRATEGIES |
APPROACH CONSISTENT WITH THE ORGANIZATION STRATEGY THAT IS USED TO GUIDE THE OPERATIONS FUNCTIONS |
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QUALITY BASED STRATEGY |
FOCUSES ON QUALITY IN ALL PHASES OF AN ORGANIZATION |
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TIME-BASED STRATEGY |
FOCUSES ON THE REDUCTION OF TIME NEEDED TO ACCOMPLISH TASKS |
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WAYS TO ACHIEVE TIME REDUCTION |
1. PLANNING TIME 2. PRODUCT/SERVICE DESIGN TIME 3. PROCESSING TIME 4. CHANGEOVER TIME 5. DELIVERY TIME 6. RESPONSE TIME FOR COMPLAINTS |
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PRODUCTIVITY |
MEASURE OF THE EFFECTIVE USE OF RESOURCES USUALLY EXPRESSED AS THE RATIO OF OUTPUT TO INPUT
PRODUCTIVITY= OUTPUT/ INPUT |
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PRODUCTIVITY GROWTH |
INCREASE IN PRODUCTIVITY FROM ONE PERIOD TO THE NEXT
PRODUCTIVITY GROWTH= CP-PP/PP |
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KEY STEPS IN IMPROVING PRODUCTIVITY |
1. DEVELOP PRODUCTIVITY MEASURES 2. LOOK AT SYSTEM AS A WHOLE AND DECIDE WHICH OPERATIONS ARE MOST CRITICAL 3. DEVELOP METHODS FOR ACHEIVING PRODUCTIVITY IMPROVEMENTS 4. ESTABLISH REASONABLE GOALS FOR IMPROVEMENT 5. MAKE IT CLEAR THAT MANAGEMENT SUPPORTS AND ENCOURAGES PRODUCTIVITY IMPROVEMENT 6. MEASURE IMPROVEMENTS AND PUBLICIZE THEM |
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WHY DID BURGMASTER FAIL? |
1. NEGLECTING OPERATIONS STRATEGIES 2. FAILURE TO TAKE ADVANTAGE OF SWOT 3. TOO MUCH EMPHASIS ON S/T FINANCIAL NOT ENOUGH ON R&D 4. TOO MUCH EMPHASIS ON PRODUCT DESIGN, NOT ENOUGH ON PROCESS 5. NEGLECTING INVESTMENTS IN CAPITAL AND HR |
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NATURE OF PROJECTS |
-PROJECTS GO THROUGH LIFE CYCLES WHICH INCLUDE PROJECT DEFINITION, PLANNING, EXECUTION OF MAJOR ACTIVITIES AND PROJECT PHASEOUT -VARIOUS SKILLS ARE REQUIRED THROUGHOUT - BRINGS PEOPLE WITH DIVERSE SKILLS AND KNOWLEDGE TOGETHER |
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KEY DECISIONS IN PROJECT MANAGEMENT |
1. DECIDING WHICH PROJECTS TO IMPLEMENT 2. SELECTING THE PROJECT MANAGER 3. SELECTING THE PROJECT TEAM 4. PLANNING AND DESIGNATING THE PROJECT 5. MANAGING AND CONTROLLING PROJECT RESOURCES 6. DECIDING IF AND WHEN A PROJECT SHOULD BE TERMINATED |
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RESPONSIBILITIES OF THE PROJECT MANAGER |
1. THE WORK 2. THE HUMAN RESOURCES 3. COMMUNICATIONS 4. QUALITY 5. TIME 6. COSTS |
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PROJECT CHAMPIONS |
A PERSON WHO PROMOTES AND SUPPORTS A PROJECT -USUALLY WITHING THE COMPANY - "TALK UP" THE PROJECT -CAN BE CRUCIAL TO THE SUCCESS OF A PROJECT
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WHAT DO I HATE? |
THIS CLASS |
