The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
The document discusses inventory management and the economic order quantity (EOQ) model. It explains that the EOQ model aims to minimize total inventory costs by balancing setup costs from ordering too frequently and holding costs from ordering too infrequently. The model assumes known, constant demand and costs. It describes how the optimal order quantity is calculated based on annual demand, setup cost per order, and holding cost per unit.
Here is a process to minimize material handling costs for arranging 6 departments in a factory layout:
1. Map the material flow between each department pair and estimate the volume of material (Xij) and cost per load (Cij) moved between each pair.
2. Calculate the total material handling cost (MHC) for each possible layout arrangement by summing the costs between each department pair:
MHC = ΣΣ XijCij
3. Try arranging the departments in different layouts that vary the distances between department pairs to minimize the total MHC. For example, arrange departments with the highest material flow closest together.
4. Compare the total MHC for each layout arrangement and select the one with the lowest cost
The document outlines a chapter on aggregate planning from an operations management textbook. It discusses aggregate planning strategies like changing capacity, demand, and mixes. Graphical and mathematical methods for aggregate planning are presented. An example shows a roofing supplier developing two aggregate plans - one with constant production and the other varying production monthly. Key costs like inventory carrying and labor costs are provided to analyze the plans. The learning objectives cover defining aggregate planning, identifying strategies, and solving problems graphically and mathematically.
The document outlines the process of material requirements planning (MRP) which involves determining gross requirements by working backwards from a master production schedule, accounting for bills of materials, lead times, and offsetting requirements by lead times to determine the necessary timing and quantities of orders. MRP provides a structure and process for planning dependent demand across a company based on end item requirements, component relationships, and timing constraints. The example shows how MRP is used to generate a gross requirements plan by exploding bills of materials levels and accounting for different item lead times.
The document outlines key aspects of human resource management and job design discussed in Chapter 10, including:
1. It discusses employment stability policies like following demand exactly or holding employment constant.
2. It covers topics like job classification, work schedules, job design approaches like specialization and expansion.
3. It also discusses ergonomics, motivation systems, and the use of visual tools in the workplace.
The document outlines concepts related to Just-in-Time (JIT) and lean operations, including:
1) JIT aims to have materials arrive where and when needed to eliminate waste using techniques like partnerships between suppliers and purchasers, small lot sizes, and reduced setup times.
2) The Toyota Production System emphasizes removing variability and waste through continuous improvement, respect for employees, and standard work practices.
3) Implementing JIT, TPS, and lean concepts can improve a company's throughput and competitiveness by exposing problems, reducing costs and inventory, and improving quality.
The document outlines concepts related to capacity planning, including:
1. It defines design capacity, effective capacity, and utilization, and provides an example to calculate these metrics for a bakery.
2. It discusses different approaches to managing capacity, such as leading or lagging demand, and making incremental vs. one-time capacity expansions.
3. It introduces break-even analysis as a technique to evaluate capacity alternatives by finding the point where total costs equal total revenue. Key variables in the analysis include fixed costs, variable costs, price, and production volume.
The document outlines the key concepts and methods for short-term scheduling. It discusses scheduling issues like forward versus backward scheduling and scheduling criteria. It also covers scheduling processes for process-focused facilities and the use of tools like input-output control, Gantt charts, and the assignment method to schedule jobs and resources in the short term. The learning objectives focus on explaining short-term scheduling relationships, applying scheduling tools and techniques, and using methods like Johnson's rule and finite capacity scheduling.
This document outlines the key topics in a chapter on supply chain management. It begins with an overview of Darden Restaurants as a global company case study. It then discusses the strategic importance of supply chains and how supply chain decisions impact different business strategies. Several supply chain strategies are presented, along with issues in global and integrated supply chains. The document also covers supply chain economics, vendor selection processes, logistics management, and metrics for measuring supply chain performance.
The document outlines factors that affect location decisions for companies. It discusses seven major factors including labor productivity, exchange rates, costs, political risks, proximity to markets/suppliers/competitors, and methods for evaluating location alternatives such as the factor-rating method, locational break-even analysis, and center-of-gravity method. The document uses examples from FedEx and various industries to illustrate key concepts in strategic facility location planning.
The document discusses maintenance and reliability in operations management. It outlines key topics like improving individual components, providing redundancy, implementing preventive maintenance, and increasing repair capabilities. The document uses the example of Orlando Utilities Commission, which takes its power plants offline for weeks of maintenance each year and overhauls systems every three years to complete over 1,800 tasks, to illustrate the strategic importance of maintenance and reliability.
This document discusses managing employee careers. It covers traditional versus career planning-oriented approaches, the roles of employees, managers and employers in career development, and how to enhance diversity through career management. Promotion decisions involve factors like seniority versus competence. Career development can foster employee commitment through programs and appraisals aligned with commitment. Managing older workers involves practices like flexible work and part-time options. The chapter aims to explain these concepts and how career management relates to employee commitment.
This document provides an overview of establishing strategic pay plans. It discusses basic factors in determining pay rates such as legal considerations, equity, and salary surveys. Methods for addressing equity issues include salary surveys, job analysis, job evaluation, and performance appraisal. Job evaluation methods like ranking, classification, and point methods are presented. The document also covers pricing managerial jobs, competency-based pay, and trends like broadbanding. Quantitative job evaluation methods like factor comparison are defined.
This document outlines the key topics and tools covered in a module on operations management decision-making. It includes an introduction to decision trees, decision tables, and the three types of decision-making environments: uncertainty, risk, and certainty. Formulas for expected monetary value, maximum, minimum and equally likely choices under uncertainty are provided. The document concludes with learning objectives and examples of using decision trees to evaluate sequential and ethical decisions.
The document discusses various topics relating to training and developing employees, including:
1) The purpose and process of employee orientation to help new employees feel welcome and understand expectations.
2) The four-step training process of instructional design, needs analysis, program implementation, and evaluation.
3) Different training methods such as on-the-job training, lectures, and programmed learning.
This document outlines the key topics in operations management layout strategies. It begins with an overview of McDonald's innovations in layout design over the years. The strategic importance of layout decisions is discussed as well as considerations for good layout design such as material handling, capacity, and flows. Different types of layout strategies are also summarized, including office, retail, warehouse, project/fixed position, process-oriented, work cell, and repetitive/product-oriented layouts. Specific examples and key issues are provided for each type.
This document outlines a presentation on outsourcing as a supply chain strategy. It includes an introduction to outsourcing, types of activities that can be outsourced, and strategies for evaluating outsourcing options. Key methodologies discussed include using factor rating to evaluate country and provider risks, and using break-even analysis to determine cost-effectiveness of outsourcing. Advantages, disadvantages, and ethical issues related to outsourcing are also covered.
This document summarizes key concepts about performance management and appraisal from Chapter 9. It discusses the differences between performance appraisal, which focuses on assessing and providing feedback to employees, and performance management, which takes a more integrated strategic approach. The chapter covers defining employee goals, potential problems with appraisal methods like the halo effect and bias, who should conduct appraisals, and how to conduct effective appraisal interviews that provide objective feedback to employees.
This PowerPoint presentation covers key topics in developing operations strategy in a global environment, including:
- Developing missions and strategies to achieve competitive advantage through operations.
- The ten strategic operations management decisions companies must make.
- Issues in operations strategy and developing and implementing strategy globally.
- Four global operations strategy options: international, multidomestic, global, and transnational.
- Factors to consider in global product design, process design, facility location analysis, and managing the impact of culture and ethics.
This chapter introduces human resource management (HRM) and its key concepts. HRM involves recruiting, training, rewarding and evaluating employees. Line managers are responsible for directing work and achieving goals, while staff managers assist and advise them. An effective HRM system links pay to performance, provides training, and creates a safe work environment. Measuring HRM's impact through metrics like an HR Scorecard is important for demonstrating how HRM activities contribute to business outcomes. Certification through programs like the SHRM helps ensure HR managers have the necessary proficiencies.
The document outlines key concepts in developing operations strategy in a global environment. It discusses developing missions and strategies, achieving competitive advantage, and global operations strategy options. The learning objectives are to understand strategic approaches, operations management decisions, success factors, and global strategy types. The document also provides examples of multinational corporations and their global operations.
This document outlines the key topics to be covered in Chapter 2 of an Operations Management textbook, including developing missions and strategies, achieving competitive advantage through operations, cultural and ethical issues in global operations, and global operations strategy options. The learning objectives are to define mission and strategy, identify approaches to competitive advantage, understand operations management decisions, and examine global strategy considerations. Examples are provided of company missions and the relationship between mission and functional area strategies.
The document outlines the key topics to be covered in Chapter 2, which includes operations strategy in a global environment. Some of the major sections covered are global company profiles of Boeing and other multinational corporations, achieving competitive advantage through operations, developing missions and strategies, and global operations strategy options. The learning objectives are also provided which indicate students should be able to define operations management concepts and strategies used by global companies.
This chapter discusses operations strategy and global operations. It defines mission and strategy, and identifies three strategic approaches to competitive advantage: differentiation, cost leadership, and response. The chapter outlines 10 decisions of operations management and how they apply differently to goods and services. It also discusses issues in developing effective operations strategies based on research from the PIMS program. Global operations strategies and considerations are presented through various company examples.
This document outlines the key topics to be covered in a chapter on operations strategy in a global environment. It includes an outline of subtopics, learning objectives, examples of Boeing's global suppliers, and definitions of mission and different strategies for achieving competitive advantage. The purpose is to provide students an overview of the concepts that will be discussed in the chapter.
Introduction
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy. We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business. We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy.
Key Points:
* Why do you need to define a product strategy for your company?
* What are the benefits of implementing a product planning process?
* What do you need to create successful products consistently?
Connect with me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
The document outlines the key concepts and learning objectives for a chapter on designing goods and services. It provides an overview of topics like product life cycles, product strategy options, product-by-value analysis, new product development, quality function deployment, and issues for product design. An example of constructing a house of quality for a new camera design is presented to illustrate quality function deployment.
The document outlines the sections of a sample business plan, including the mission statement, key management team, market analysis, business opportunities and concept, competition, goals and objectives, financial plan, resource requirements, risks and rewards, and key issues. The sections provide guidance on the type of information that should be included in each part of a full business plan, such as listing the management team and their experience, defining the market opportunity and competitive advantage, setting financial and performance targets, and addressing risks and resource needs.
This document provides an overview of 5 types of M&A deals: overcapacity, geographic roll-up, product or market expansion, R&D, and industry convergence. It describes the strategic objective and value hypothesis for each type. It then provides examples and analyses of specific deals that fall under each category, such as Daimler-Chrysler (overcapacity), Marionnaud (geographic roll-up), and Diageo/Ketel One and Diageo/Seagrams (product expansion).
Strategic Planning for More Effective Product ManagementSVPMA
Strategic Planning for More Effective Product Management by Brian Lawley
Go to link below for notes from this event at SVPMA Monthly Event May 2012
http://svpma.org/2012/05/may-2012-event/
This document provides information about an upcoming training event on product management. It begins with contact information for Hector Del Castillo. It then thanks attendees of previous AIPMM sessions at PCamp Boston and acknowledges support from the 280 Group. The document invites feedback and questions. It lists social media accounts to follow for updates. Biographical information is provided about Hector Del Castillo. An overview of AIPMM certifications is given. Common challenges for product managers are outlined. Tips are provided on how to prosper as a product manager, including organizing your search, expanding your network, standing out, marketing yourself, delivering value, investing in your future, expanding knowledge, and finding a great workplace. Useful links and upcoming training courses are listed
This document outlines the chapter topics for a textbook on operations management in a global environment. The chapter topics include a global company profile on Boeing, cultural and ethical issues in global operations, developing missions and strategies, achieving competitive advantage through operations, and global operations strategy options. The learning objectives are to identify key terms like mission and strategy, describe the ten strategic operations management decisions, and explain the four global operations strategies and why global issues are important.
Introduction
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy.
We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business.
We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy.
Objectives
* Why do you need to define the right product strategy?
* What are the benefits of implementing a product planning process?
* What do you need to constantly create insanely great products?
Contact me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you accelerate your career, or create and implement a product strategy and product planning process successfully to grow your business.
The document discusses the COBIT 5 framework, which provides a comprehensive approach to governing and managing enterprise information and technology. It describes the five principles of COBIT 5, including meeting stakeholder needs, covering the enterprise end-to-end, applying a single integrated framework, enabling a holistic approach, and separating governance from management. It also outlines the seven enablers and 37 processes that make up the COBIT 5 framework. The framework is designed to help enterprises optimize value from IT investments while managing IT-related risks.
The document is an outline for a PowerPoint presentation about product design and services. It includes topics like product strategy options, product life cycles, generating new products, product development systems, quality function deployment for product design, defining products and services, and applying decision trees to product issues. The outline contains learning objectives that focus on defining products and services, production documents, customer participation in design and production of services, and applying decision trees to product design.
Havells India Ltd. is the largest integrated electrical company in India with a presence across 5 continents and 50 countries. Over the past 40 years, Havells has expanded from one manufacturing plant to 15 plants across India and become a global leader in lighting and electrical equipment. Havells has a full portfolio of electrical solutions including switches, cables, switchgears, lighting, and appliances. The company has achieved rapid international growth, with nearly half of its revenue coming from overseas markets.
This document provides an overview of HP's global supply chain management and sustainability efforts. It discusses how HP works with over 450 major material suppliers across 178 countries. It also outlines HP's efforts to promote social and environmental responsibility within its supply chain through initiatives like a supplier code of conduct, audits, and partnering with other companies on common standards and assessments. The goal is to drive improvements, rationalize HP's complex supply chain, and make sustainability an integrated part of its sourcing and business decisions.
Exploring the risk factors associated with peb projects in lahore.Rizwan Khurram
This document summarizes a literature review on risk factors associated with pre-engineered building projects. It discusses risk identification and different categories of risk including design, finance, and management. Under design category, it identifies several technical risks such as accidents on site, changes in design, errors in drawings, difficulty in construction, equipment failure, shortage of electricity, material theft, and disputes. The finance category includes risks related to financial issues. The management category discusses risks associated with project management.
Information Technology Project Management - part 11Rizwan Khurram
This document discusses project risk management techniques. It covers planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and controlling risks. Qualitative techniques include probability/impact matrices and top ten risk tracking. Quantitative techniques include decision tree analysis, simulation, and sensitivity analysis. The goal of risk management is to minimize negative risks and maximize opportunities to help improve project success.
Information Technology Project Management - part 10Rizwan Khurram
The document discusses communications management for IT projects. It covers planning communications, managing communications through various technologies and media, controlling communications, and improving communications. Some key points include developing communication skills, running effective meetings, using templates to standardize communications, and how collaboration technologies can both help and hinder project communications if not used properly. The goal of project communications is to ensure stakeholders receive necessary information throughout the project life cycle.
Information Technology Project Management - part 09Rizwan Khurram
The document discusses human resource management for IT projects. It covers defining project human resource management and its processes. Some key topics include planning human resource management, acquiring and developing project teams, motivation theories, and tools for managing project teams. The document provides an overview of considering people and human resource management as critical factors for project success.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
Information Technology Project Management - part 07Rizwan Khurram
This document summarizes key points from the textbook "Information Technology Project Management, Seventh Edition". It discusses the importance of project cost management and describes the processes of planning cost management, estimating costs, determining budgets, and controlling costs. It emphasizes that IT projects often experience cost overruns and provides examples of government IT project failures that exceeded budgets by billions of dollars. The document also defines important cost management terms and outlines techniques for creating cost estimates and budgets.
Information Technology Project Management - part 05Rizwan Khurram
This document provides an overview of scope management for IT projects. It discusses planning scope management, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. A WBS decomposes project deliverables into smaller components to aid in planning, scheduling, resource allocation, and change management. Maintaining a WBS dictionary with detailed descriptions of each item is important. Scope management aims to formally accept completed project deliverables and control any changes to the agreed-upon scope.
Information Technology Project Management - part 04Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics include developing project charters to formally initiate projects, creating comprehensive project management plans, and directing and managing project work according to plans.
Information Technology Project Management - part 02Rizwan Khurram
This document discusses key topics from the textbook "Information Technology Project Management, Seventh Edition" including: the systems view of project management and how it applies to IT projects; understanding organizations and their structures/cultures; the importance of stakeholder management and top management commitment; project phases and life cycles; attributes and diversity of IT projects; and recent trends like globalization, outsourcing, virtual teams, and agile project management.
Information Technology Project Management - part 01Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It discusses key topics covered in the textbook such as the history and growth of project management as a profession, the role of the project manager, challenges in IT project management, and best practices for project success. The textbook aims to explain fundamental concepts in project management and discuss their application to information technology projects.
Information Technology Project Management - part 12Rizwan Khurram
The document describes the key processes involved in project procurement management: planning procurements, conducting procurements by obtaining seller responses and selecting sellers, controlling procurements by managing relationships and monitoring performance, and closing procurements by completing contracts. It discusses determining procurement needs, preparing procurement documents, soliciting bids, evaluating bids, and awarding and administering contracts. The goal is to acquire necessary goods and services from outside sources to complete project tasks.
The document summarizes Lord Macaulay's address to the British Parliament in 1833 outlining his agenda for changing the education system in British India. Macaulay proposed replacing India's ancient education system and culture with an English system in order to create a class of Indians who would be "interpreters between the British and millions of Indians" but would be English in their tastes, opinions, morals and intellect. This would allow Britain to maintain long-term control over India by dominating the population mentally through creating a privileged Western-educated class. The document reflects on how Pakistan inherited this system and it still influences Pakistanis to see foreign/English culture as superior, damaging self-esteem and independence. It questions if it is
The document outlines the activities and assignments for a course on strategic delivery of change. It includes:
- Two individual assignments focusing on changes in the student's organization and leadership.
- Two case studies on types of metaphors and the nature of change.
- Three class presentations on changes in Pakistan, force field analysis, and a failed change project.
- A final group project decided by each group regarding change management in their own organization.
- A final exam.
It provides updates on the due dates for assignments and presentations, including the final semester project presentations scheduled for January 5th and a tentative final exam date of January 12th.
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Managers have several approaches and interventions available to help facilitate organizational change. From a behavioral perspective, managers must align rewards and performance management with the desired changes. Cognitively, managers can link goals to increase motivation for change. Considering human psychology, managers should understand individuals' emotional responses to change, address underlying issues, and foster an environment where people can grow. Ultimately, reducing learning anxiety through involvement, training, and support helps ensure changes succeed where simply increasing pressure to change may backfire.
The document provides an introduction to change management. It discusses the inevitability of change and how organizations must adapt to continuous change or risk failure. It categorizes different types of changes that organizations face, such as strategic, leadership, cultural, cost-cutting, and process changes. It also summarizes common barriers to change and models for managing the change process successfully. Overall, the document emphasizes that change is constant and that organizations must be prepared to change quickly in order to survive.
A mission statement describes the current purpose and objectives of an organization, while a vision statement describes where the organization aims to be in the future. A mission statement tells an organization's reason for existing in less than 30 seconds and provides focus, while a vision statement inspires and guides the organization towards its goals. Core competencies are unique skills and capabilities that provide competitive advantage and are difficult for competitors to imitate.
Total employee involvement is a system that directly involves all employees in contributing to organizational success by giving them responsibilities. It allows everyone to be deeply involved in problem solving, continuous improvement, and finding new opportunities using their skills and knowledge. Key aspects of total employee involvement include motivating employees through teamwork, training, recognition and rewards, feedback, and empowering employees to make decisions.
This slide can be used to further explore the characteristics of multinational companies
CPI is the Corrupt Perceptions Index calculated by Transparency International, an organization dedicated to fighting business corruption. The Index is calculated from up to 13 different individual scores. For details and the methodology, see www.transparency.org. In case students are interested, the country with the lowest score in the 2006 survey was Haiti with a score of 1.8 out of 10.