Key operations questions Chapter 1 Operations management ➤ What is operations management? ➤ Why is operations management important in all types of organization? ➤ What is the input–transformation– output process? ➤ What is the process hierarchy? ➤ How do operations processes have different characteristics? ➤ What are the activities of operations management? Chapter 2 Operations performance ➤ Why is operations performance important in any organization? ➤ How does the operations function incorporate
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Commissioned Paper On the Interface Between Operations and Human Resources Management John Boudreau • Wallace Hopp • John O. McClain • L. Joseph Thomas ILR Human Resource Studies‚ Cornell University‚ Ithaca‚ New York 14853 IEMS Department‚ Northwestern University‚ Evanston‚ Illinois 60208 Johnson School of Management‚ Cornell University‚ Ithaca‚ New York 14853 Johnson School of Management‚ Cornell University‚ Ithaca‚ New York 14853 jwb6@cornell.edu • hopp@northwestern.edu • jom1@cornell.edu
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ARID AGRICULTURE UNIVERSITY‚ RAWALPINDI MGT- 696 “Operations Management” BBA–6 (A & B Sections) Spring 2013 Visiting Faculty Member: M. Javed Akhtar Ex- General Manager Training‚ OPF Ex-Director Gneral‚ NAVTEC Head Office Prime Minister’s Secretariat jam431@gmail.com Office Contact/Timings: 051-2541041 (direct)‚ 0300-5338951(Cell) (0800 Hrs. to 1500 Hrs.) Course Coordinator Mr. Irfanullah Munir The Prologue This three credit Hrs. course is
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Hong Kong Environment Light Sound Temperature Humidity Man Machine/Technology Posture Fatigue Physical comfort 1 A little about me … • Calvin Or • Assistant Professor‚ Dept of IMSE • BEng.‚ Industrial Engineering & Engineering Management • MSc‚ Industrial Engineering • PhD‚ Industrial & Systems Engineering Contact Information – Tel: 2859-2587 – Email: klor@hku.hk – Office hour: By appointment 2 Course syllabus 3 About my teaching and class • Teaching is about sharing
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1. Introduction An organization’s operations function is concerned with getting things done i.e. producing goods and/or services for customers. Effectively‚ the main objective of the operations function is to produce those goods and services required by customers whilst managing resources as efficiently as possible. 2. RELATINSHIP WITH OTHER ORGANIZATIONAL FUNCTIONS The operations function lies at the heart of any organization and interacts with all the other functions. Although
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Operations Management as the process whereby resources‚ flowing within a defined system‚ are combined and transformed by a controlled manner to add value in accordance with policies communicated by management. Operations management is the process through which goods and services are supplied. In order to understand the functions of operations management‚ a closer emphasis on the term operations is needed. Operations as a term cover both production operations and service operations. The common characteristic
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low price had released the potential of the watch to become a fashion accessory. Swatch’s operations reaped the benefits of high volume‚ but had to cope with an everincreasing variety of product designs. Through automation and rigid standardisation of the internal mechanism of the watch‚ the company managed this increase in variety without crippling its costs. It is the success of the company’s operations managers in keeping their costs low (direct labour cost is less than seven per cent of the
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end of this session. This was the step‚ a stimulus towards being a future Business person. And for which it was very vital for me to know how a business organization manages the various processes associated with its goods and services. As a future Operation Manager it’s my responsibility to be cognizant about the know-how of what exactly my roles would then be. I learnt that OM in simple terms is a collection of processes that helps creating a service or a good starting from its input phase giving
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Operation Assignment Name: HongYu Qiao ID: B332898 The operation network of Tesco in UK are the largest within the Group‚ with over 3300 stores and 310‚000 colleagues. Tesco has been trying to build a better supermarket in the UK and deliver the things that matter to their customers—great service‚ range‚ quality and great value.The key factors for Tesco to success include staffs‚ goods‚ delivery‚ layout‚ price and quality. For example‚Tesco
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Source: Honda Motor Company Introduction If any operation wants to understand its strategic contribution it must answer two questions. First‚ what part is it expected to play within the business - that is‚ its role in the business? Second‚ what are its specific performance objectives? Both these issues are vital to any operation. Without an appreciation of its role within the business‚ the people who manage the operation can never be sure that they really are contributing to the long-term success
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