Discussion Questions for OM 5016 Class 2 Ch 1 &2. Operations Management Introduction and Strategy 1. What is Operations Management? What are major OM decisions? 2. What are the key differences between goods and services? 3. What a role does productivity play? How to measure productivity and what challenges do we have in measuring and improving productivity? 4. What is mission and strategy? How important is it for an organization to develop a mission and strategy? 5. What
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value to customers‚ resulting in improved marketplace success; 2. Improvement of overall company performance and capabilities; and 3. Organizational and personal learning 2012 Lockheed Martin Missiles and Fire Control‚ Grand Prairie‚ Texas (manufacturing) Philippine Version AWARD AND RECOGNITIONS The PQA is conferred annually to qualified organizations in the private and public sectors. Organizations which have demonstrated management excellence by the purposefulness with which it continues
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Cross-Functional Alignment in Supply Chain Planning: A Case Study of Sales and Operations Planning Rogelio Oliva Noel H. Watson Working Paper 07-001 Copyright © 2007‚ 2008‚ 2009 by Rogelio Oliva and Noel H. Watson Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Cross-Functional Alignment in Supply
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is a manufacturing company‚ which has been focusing on welding products for the recent 30 years. The company had outstanding brothers leading the company to success. John was a technical genius and he brought the best skills in production and James was good at management and he was working on the employees ’ incentives. The company gained its reputation through the world war till present as the welding equipment supplier with higher quality and lower price at the same time. For the production aspect
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successful fast food chains. Both have battled out all these years over their operational differences which form the core of their corporate culture. The “Doing It All For You” (McDonald’s) vs. “Having It Your Way” (BK’s) stems from their respective production methods. McDonald’s “Made to Stock” vs. BK’s “Made to Order” also originate from the differences in their respective processes. Exhibits 1 and 2 show the Process Flow Diagrams (PFDs) of McDonald’s and BK respectively. Exhibit 3 provides a detailed
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Purchase and Material management Introduction: Most of the manufacturing units spend more than 60% of the money in the form of material only whether in the form of raw material or in the form of finished goods. Material management: Involves controlling the types of product‚ amount location‚ movement‚ and timing of the purchase of various materials. Purchasing involves: Procuring material‚ supplies machinery and service needed for production and maintenance. Material management: It is an integrated
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likely to use repetitive process. This is mostly because they have standardize products with a variety of options. Another reason why we believe Folgers uses repetitive process is their practice of mass production. We noticed that Folgers has about 550 employees‚ but it also has multiple manufacturing operations‚ making us assume these employees are not required to have significant skill in order to produce products. We believe that Ohori uses batch processing because they are a small-capacity company
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worldwide renowned wound care brand which has been produced in two manufacturing plants—Brazil and China. This analysis is for the factory in Shanghai‚ China‚ which mainly supports the sales in Japan‚ North America‚ Australia and China. On July‚ 2009‚ the operation team was asked to do the business plan for 2010‚ including the annual volume‚ the total production hours and the overall operation cost. Based on the unique production process of Band-aid‚ there are seven work centers to go through from
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system provides the mechanism for management to reveal the problems by systematically lowering capacities or inventories until the problem are exposed. For example‚ the water surface represents service system capacity‚ such as staff levels. In manufacturing‚ the water surface represents product and component inventory levels. The rocks represent problems encountered in the fulfillment of services or products. When the water surface is high enough‚ the boat passes over the rocks because the high
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society the ability to compete in a global market has existing implications for existing patterns of work‚ the distribution of services and the production of goods. Piore & Sabel (1984) have argued that the deterioration of a number of Western capitalist societies is a result of a largely redundant model of industrial development based on the mass production of standardised goods.
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