pom midterm
TRANSCRIPT
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C1.
Operations
What is OM?Production
Operation Management*
Organizing to Produce Goods and Services
Marketing
Production/Operations
Finance/accounting
Why study OM?
one of three major functions of org.
know how g&s are produced
the most costly & profitable part of an org.
understand what operation managers do
What Operation Managers do management process
planning
staffing
leading
organizing
controlling
10 critical decisions of OMs
The heritage of OM.
Eli Whitney (1800)'s theory
F. W. Taylor (1881)'s theory
Henry Ford & Charles Sorensen
Services, Service sector & Pure service
Differences between G&S*
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Operations Differences between G&S*
C2.Operations
Strategy in
A Global View of Operations
Reduce Cost
maquiladoras
WTO
NAFTA
EU
Improve the Supply ChainProvide better G&S
Understand Markets
Learn to improve operations
Attract and retain Global Talent
Cultural and Ethical Issues
Developing Missions andStrategies*
Mission
Strategy
Differentiation
Cost leadership
Response
Achieving Competitive
Advantage through Operations
Competing on Differentiation
uniqueness
experience differentiation
Competing on Cost
Low-Cost leadership
Competing on Response
flexible
reliable
quick
G&S Design
Quality
Process and capcity design
Location Selection
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C5.Design
of
Goods
Product decision
Selection: What to produce
Definition: What's the function
Design: how to design
S1:G&S Selection
Production Strategy Options
Differentiation: Hardrock cafe
Low-cost: Walmart, TacoBell, Jetstar, Vietjetair
Rapid response: HP, Motorola, Toyota, Dell
Product Life Cycles* and
Strategies
Introduction:
Growth:
Maturity:
Decline:
Product-by-Value Analysis
Generating New Products New Product Opportunities
Understanding the Customer
Economic change
Sociological and demographic change
technological change
Political/legal change
market practice, professional standards,
suppliers, distributors
Importance of New Products
Product Development
Product development system*
Quality Function Deployment
build House of Quality*
Organizing for Product Development
Product development teams
Concurrent engineering
Manufacturability and Value Engineering
Robust design
Modular Design
DFMA
3-D object modeling
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C6 Managing
Quality and Strategy
Defining Quality & TQM*
Implications of Quality
Company reputation
Product liability
Global implications
Cost of Quality (COQ)
Prevention costs
Appraisal costs
Internal failure
External costs
Ethics and Quality Management
International Quality Standards*ISO 9000
ISO 14000
Total Quality Management
Continuous Improvement
Plan
Do
Check
Act
Six Sigma*
DMIAC
Employee Empowerment
quality circle
Benchmarking*
Determine what to benchmark
Form a benchmark team
identify benchmarking partners
Collect and analyze benchmarking information
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C7 Process
Four Process Strategies*
Process Focus
Utilization=Actual Output/Design Capacity
Efficiency=Actual output/Effective Capacity
Repetitive Focus
Repetitive process
Modules
Product Focus
Mass Customization Focus
build-to-order
Postponement
Comparison of Process Choices
Crossover Charts*
Focused Processes
Changing Processes
Process Analysis* and Design
Flow Diagrams
Time-Function Mapping
Value-Stream Mapping
Process Charts
Service Blueprinting
Service Process Design
Customer Interaction and
Process Design Matrix*
High Labor ContentMass Service (Low Customization)
Professional Service (High Cust.)
Low labor ContentService factory (Low Cust.)
Service Shop (High Cust.)
Layout
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S7.CapacityPlanning
Capacity*
Design and Effective Capacity
Design capacity
effective capacityUtilization=Actual Output/Design capacity
Efficiency=Actual Output/Effective Capacity
Capacity and Strategy
4 Capacity Considerations
Forecast demand accurately
Understand the technology and capacity increments
Find the optimum operating level (volume)
Build for change
Managing Demand
Demand Exceeds Capacity
Adjusting to Seasonal Demands
Tactics for Matching Capacity to Demand
Demand and Capacity Management in the Service Sector
Demand Management
Capacity Management
Capacity Planning
Estimate future capacity
requirement
Evaluate existing capacity (when down/up)
Identify alternatives
Conduct the financial analyses
Select one alternative
Implement alternative chosen
Monitor Results
Break-Even Analysis*
Definitions
Break-even analysis, Fixed cost, Variablecosts, Contribution, Revenue function
Assumptions
Graphic Approach
Algebraic Approach
BE in units=Total FC/(Price-VC)
BE in $=Tocal FC/[1-(VC/Price)]
Single-Product Case
Multiproduct Case:
Applying Decision Trees to Capacity
Applying Investment Analysis to
Strategy-driven Investments
Investment, Variable Cost, and Cash flow
Net Present Value*:S7.Capacity Planning.mmap - 3/17/2014 - Mindjet