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    Opman Reviewer

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    Arkhie Davocol
    The document discusses several key concepts in operations management: - Basic research advances knowledge without immediate commercial goals, while applied research aims for applications. Qualitative methods rely on judgment and experience for forecasting rather than numbers. - A key aspect of operations management is process management, which transforms inputs to outputs. Operations management focuses on managing processes to produce products and services. - Mass production uses division of labor and specialized equipment to produce large volumes of standardized goods requiring little skill. The Japanese quality revolution popularized just-in-time production and lean systems.

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    Opman Reviewer

    Uploaded by

    Arkhie Davocol
    137 views2 pages
    The document discusses several key concepts in operations management: - Basic research advances knowledge without immediate commercial goals, while applied research aims for applications. Qualitative methods rely on judgment and experience for forecasting rather than numbers. - A key aspect of operations management is process management, which transforms inputs to outputs. Operations management focuses on managing processes to produce products and services. - Mass production uses division of labor and specialized equipment to produce large volumes of standardized goods requiring little skill. The Japanese quality revolution popularized just-in-time production and lean systems.

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    The document discusses several key concepts in operations management: - Basic research advances knowledge without immediate commercial goals, while applied research aims for applications. Qualitative methods rely on judgment and experience for forecasting rather than numbers. - A key aspect of operations management is process management, which transforms inputs to outputs. Operations management focuses on managing processes to produce products and services. - Mass production uses division of labor and specialized equipment to produce large volumes of standardized goods requiring little skill. The Japanese quality revolution popularized just-in-time production and lean systems.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    137 views2 pages

    Opman Reviewer

    Uploaded by

    Arkhie Davocol
    The document discusses several key concepts in operations management: - Basic research advances knowledge without immediate commercial goals, while applied research aims for applications. Qualitative methods rely on judgment and experience for forecasting rather than numbers. - A key aspect of operations management is process management, which transforms inputs to outputs. Operations management focuses on managing processes to produce products and services. - Mass production uses division of labor and specialized equipment to produce large volumes of standardized goods requiring little skill. The Japanese quality revolution popularized just-in-time production and lean systems.

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     Basic research- Has the objective of advancing the state of knowledge about a subject

    without any near-term expectation of commercial applications

     Applied research- Has the objective of achieving commercial applications

     Ethics A standard of behavior that guides how one should act in various situations.

    Qualitative methods consist mainly of subjective inputs, which often defy precise
    numerical description.

    Qualitative techniques permit inclusion of soft information (e.g., human factors,


    personal opinions, hunches) in the forecasting process. Those factors are often
    omitted or downplayed when quantitative techniques are used because they are
    difficult or impossible to quantify.

    Qualitative techniques rely on judgment, experience, and expertise to formulate forecasts;

    A key aspect of operations management is process management. A process


    consists of one or more actions that transform inputs into outputs. In essence, the
    central role of all management is process management.

    Operations Management- focuses on carefully managing the processes to produce and distribute
    products and services. –Carter Mcnamara

    Operations Management- Defined as the design, operation and improvement of the systems that create
    and deliver the firms primary products and services. –Richard Chase

    The other concept used by Ford was the Division of Labor- the breaking up of a production
    process into small tasks. Unlike craft production were each workers was responsible for doing
    many tasks, and thus required skill, with division of labor the tasks were so narrow that virtually
    no skill was required.

    Mass Production- a system of production in which large volumes of standardized goods are
    produced by low-skilled or semi-skilled workers using highly specialized and often costly
    equipment.

    The Japanese can be credited with spawning the “quality revolution” that occurred in industrialized
    countries, and with generating widespread interest in time-based management (just-in-time
    production). LEAN SYSTEM

    ROBUST DESIGN- A design that results in products or services that can function over a broad range of
    conditions.

    Taguchi’s Approach- Japanese engineer Genichi Taguchi’s approach is based on the concept of robust
    design. The central feature of Taguchi’s approach is parameter design. This involves determining the
    specification settings for both the product and process that will result in robust design.
    MASS CUSTOMIZATION- A strategy of producing basically standardized goods or services, but
    incorporating some degree of customization in the final product or service; Facilitating Techniques are:
    1. Delayed differentiation- The process of producing, but not quite completing, a product or service
    until customer preferences are known. It is a postponement tactic (Example: Produce a piece of
    furniture, but do not stain it; the customer chooses the stain)
    2. Modular design- A form of standardization in which component parts are grouped into modules
    that are easily replaced or interchanged

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