Operations Management is the activity of managing the resources which produce and deliver goods and services (Slack et al., 2010). Operations can be seen as one of many functions (e.g. marketing, finance, personnel) within the organisation. The operations function can be described as that part of the organisation devoted to the production or delivery of goods and services. This means all organisations undertake operations activities because every organisation produces goods and/or services.
Returns on Intelligence Business Operating Management: Tài liệu hướng dẫn sử dụng iBom - Kho trình bày về cách đăng nhập hệ thống, cập nhật danh mục, kế hoạch vật tư, nhập kho, xuất kho, kiểm kê và điều chỉnh kho, báo cáo hàng xuất và tồn kho.
When you complete this chapter you should be able to describe or explain: A brief history of operations management, career opportunities in operations management, the future of the discipline, measuring productivity.
Chapter 1 - Introduction to operations management. In this chapter you should be able to: Define the terms operations management and supply chain, identify similarities and differences between production and service operations, explain the importance of learning about operations management,...
Lecture Operations management - Chapter 4S: Reliability. After completing this unit, you should be able to: Define reliability, perform simple reliability computations, explain the term availability and perform simple calculations.
After reading this chapter, you will be able to: Define operations management and differentiate between operations and manufacturing; explain how operations management differs in manufacturing and service firms; describe the elements involved in planning and designing an operations system; specify some techniques managers may use to manage the logistics of transforming inputs into finished products; assess the importance of quality in operations management; evaluate a business's dilemma and propose a solution.
Operations management is identified within the organizational chart and its role in the organization is defined. Chapter one presents a concept map and outlines the textbook chapters. The chapters are grouped by the key themes of strategic planning, project management, decision analysis, quality, supply chain management, and e-commerce.
An operations manager uses job design techniques to structure work to meet the physical and behavioral needs of the employee. Work measurement methods are used to determine the most efficient means of performing a given task, as well as to set reasonable standards for performing it. Work performance standards are important to the workplace so accomplished can be measured and evaluated. Standards permit better planning and costing and provide a basis for compensating the work force and even providing incentives.
When you complete this chapter you should be able to: Define mission and strategy, identify and explain three strategic approaches to competitive advantage, identify and define the 10 decisions of operations management, understand the significance of key success factors and core competencies, identify and explain four global operations strategy options.
Lecture Operations management - Chapter 5: Service design presents the following content: service economy, characteristics of services, service design process, tools for service design, waiting line analysis for service improvement.
Lecture Operations management - Chapter 7 presents capacity and facilities. The main contents of this chapter include all of the following: Capacity planning, basic layouts, designing process layouts, designing service layouts, designing product layouts, hybrid layouts.
Lecture Operations management - Chapter 7: Facility location models presents the following content: Types of facilities, site selection: where to locate, global supply chain factors, location analysis techniques.
Lecture Operations management - Chapter 9 introduce the project management. The main contents of this chapter include all of the following: Project planning, project scheduling, project control, CPM/PERT probabilistic activity times, microsoft project, project crashing and time-cost trade-off.
Lecture Operations management - Chapter 11: Global supply chain procurement and distribution include all of the following contents: Procurement, E-procurement, distribution, transportation, the global supply chain.
Lecture Operations management - Chapter 13 presents the following content: Elements of inventory management, inventory control systems, economic order quantity models, quantity discounts, reorder point, order quantity for a periodic inventory system.
Lecture Operations management - Chapter 13: Operational decision-making tools include all of the following contents: Monte Carlo simulation, computer simulation with excel, areas of simulation application. Inviting you refer.
Lecture Operations management - Chapter 17 presents the following content: Objectives in scheduling, loading, sequencing, monitoring, advanced planning and scheduling systems, theory of constraints, employee scheduling.
Chapter 1 introduces you to the field of operations management. It describes the nature and scope of operations management, and how operations management relates to other parts of the organization. Among the other important topics it covers are a comparison of manufacturing and service operations, a brief history of operations management, and a list of trends in business that relate to operations. After you have read this chapter, you will have a good understanding of what the operations function of a business organization encompasses.