Chapter 1: Introduction to Operation Management
1. Define operations management.
Operations management is the business function that is responsible for managing and coordinating the resources needed to produce a company’s products and services. Without operations management there would be no products or services to sell.
2. Explain the role of operations management in business.
The role of operations management is to transform organizational inputs—human resources, facilities, materials, technology, and information—into a company’s finished goods or services.
3. Describe decisions that operations managers make.
Operations management is responsible for a ...view middle of the document...
7. 7 Describe the flow of information between operations management and other business functions.
Operations managers need to work closely with all other business functions in a team format. Marketing needs to provide information about customer expectations. Finance needs to provide information about budget constraints. In turn, OM must communicate its needs and capabilities to the other functions.
Chapter 2: Operation Strategy & Competition
1. Define the role of business strategy.
A business strategy is a long-range plan and vision for a business. Each of the individual business functions needs to support the business strategy.
2. Explain how a business strategy is developed.
An organization develops its business strategy by doing environmental scanning and considering its mission and its core competencies.
3. Explain the role of operations strategy in the organization.
The role of operations strategy is to provide a long-range plan for the use of the company’s resources in producing the company’s primary goods and services.
4. Explain the relationship between business strategy and operations strategy.
The role of business strategy is to serve as an overall guide for the development of the organization’s operations strategy.
5. Describe how an operations strategy is developed.
The operations strategy focuses on developing specific capabilities called competitive priorities (cost, quality, time, flexibility). In designing its operation, an organization is governed by the operations strategy and the specific competitive priorities it has chosen to develop.
6. Identify competitive priorities of the operations function.
There are four categories of competitive priorities: cost, quality, time, and flexibility.
7. Explain the strategic role of technology.
Technology can be used by companies to gain a competitive advantage and should be acquired to support the company’s chosen competitive priorities.
8. Define productivity and identify productivity measures.
Productivity is a measure that indicates how efficiently an organization is using its resources.
9. Compute productivity measures.
Productivity is computed as the ratio of organizational outputs divided by inputs. Productivity= output/ input
Chapter 3: Product Design & Process Selection
1. Define product design and explain its strategic impact on the organization.
Product design is the process of deciding on the unique 4 characteristics (its appearance, the materials it is made of, its dimensions and tolerances, and its performance standards.) and features (appearance, color, texture, and performance.) of a company’s product. Process selection, on the other hand, is the development of the process necessary to produce the product being designed. Product design is a big strategic decision for a company, because the design of the product defines who the...