問題一覧
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The management of systems are processes that create goods and/or provide services
operations management
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Operations management affects:
1. companies ability to compete 2. nation's ability to compete internationally
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The three basic functions of organization
finance operations marketing
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This function involves the conversion of inputs into outputs
operations
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Is the difference between the cost of inputs and the value or price of outputs
value added
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Are a combination of goods and services, Can make a company more competitive
product packages
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Examples of inputs in food processor
raw vegetables metal sheets water energy labor building equipment
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Processing examples for food processor
cleaning making cans cutting cooking packing labeling
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Outputs examples for food processor
canned vegetables
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Inputs examples for hospital process
doctors,nurses hospital medical supplies equipment laboratory
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Processing examples for hospital process
examination surgery monitoring medication therapy
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Outputs example for hospital process
healthy patients
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The process of converting raw materials, components or parts into finished goods that meet a customer's expectations or specifications
manufacturing
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Commonly employs a man machine set up with division of labor in a large scale product
manufacturing
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Is a transaction in which no physical goods are transferred from the seller to the buyer
service
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It is a tangible output
production of goods
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It is an act
delivery of service
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An example of service job categories
government wholesale or retail financial services health care personal services business services education
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What are the key differences of manufacturing and service organization
1. customer contact 2. uniformity of input 3. labor content of jobs 4. uniformity of output 5. measurement of productivity 6. production and delivery 7. quality assurance 8. amount of inventory 9. evaluation of work 10. ability to patent design
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operations management scope includes
forecasting capacity planning scheduling managing inventories assuring quality motivating employees deciding where to locate facilities supply chain management
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Types of operations
goods producing storage or transportation exchange entertainment communication
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Examples of goods producing type of operations
farming mining construction manufacturing power generation
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Examples of storage or transportation types of operations
warehousing trucking mail service moving taxis buses hotels airlines
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Examples of exchange types of operations
retailing wholesaling banking renting leasing library loans
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Example of entertainment types of operations
films radio and television concerts recording
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Examples of communication types of operations
newspapers radio and television newscasts telephone satellites
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Increasing this allows companies to maintain or increase their output using fewer workers
productivity
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Some manufacturing work has been outsourced to more productive companies
outsourcing
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Operations management decision making
models quantitative approaches analysis of trade-offs systems approach establishing priorities ethics
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Key decisions of operations managers
what when where how who
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What
what resources or want amounts
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When
needed or scheduled or ordered
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Where
work to be done
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HOW
designed
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Who
to do the work
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It is an obstruction of reality
models
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Three types of models
physical schematic mathematical
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Is where a thing increases and another must decrease
trade off
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It is commonly expressed in terms of opportunity cost
trade off
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Commonly expressed in terms of opportunity cost of one potential choice which is the loss of the best available alternative
trade off
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System design
capacity location arrangement of departments product and service planning acquisition and placement of equipment
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System operation
personal inventory scheduling project management quality assurance
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Easy to use, less expensive
models are beneficial
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Requires users to organize
models are beneficial
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Increase understanding of the problem
models are beneficial
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Enable what if questions
models are beneficial
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Consistent tool for evaluation and standardized format
models are beneficial
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Power of mathematics
models are beneficial
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Quantitative information may be emphasized over qualitative
limitations of models
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Models may be incorrectly applied and results misinterpreted
limitations of models
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Non-qualified users may not comprehend the rules on how to use the model
limitations of
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Use of models does not guarantee good decisions
limitations of models
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Quantitative approaches
linear programming queuing techniques inventory models project model statistical models
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Decision on the amount of inventory to stock Increased cost of holding inventory versus level of customer service
analysis of trade-offs
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A few factors account for a high percentage of occurrence of some events
pareto phenomenon
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80/20 rule
pareto phenomenon
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80% of problems are caused by 20% of the activities
80/20 rule pareto phenomenon
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Ethical issues
financial statements worker safety product safety quality environment community hiring or firing workers closing facilities workers rights
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Historical evolution of operations management
industrial evolution (1770s) scientific management (1911) human relations movement (1920 to 1960) decision models (1915, 1960 to 1970's) influence of japanese manufacturers
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Trends in business
the internet, e-commerce, e-business management technology globalization management of supply chains outsourcing agility ethical behavior
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The application of scientific discoveries to the development and improvement of goods and services
technology
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Types of technology in management technology
product and service technology process technology information technology
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A sequence of activities and organizations involved in producing and delivering a good or service
supply chain
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Simple product supply chain
suppliers to direct suppliers to producers to distributors to final consumer
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Goods and service characteristic in customer contact
goods low service high
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Goods and services characteristic uniformity of input
good high service low
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Goods or services characteristic labor content
goods low service high
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Goods and service characteristic uniformity of output
goods high service low
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Goods and service characteristic output
good tangible service intangible
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Goods and service characteristic measurement of productivity
goods easy service difficult
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Goods and service characteristic opportunity to correct problems
goods high service low
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Goods and service characteristic inventory
goods much service little
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Goods and service characteristic evaluation
goods easier service difficult
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Goods and service characteristic patentable
goods usually service not usual
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System design
capacity location arrangement of the departments product and service planning acquisition and placement of equipment
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System operation
personal inventory scheduling project management quality assurance
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Quantitative approaches
linear programming queuing techniques inventory models project models statistical models
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Analysis of trade off
increased cost of holding inventory versus level of customer service
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Ethical issues
financial statements worker safety product safety quality environment community hiring or firing workers closing facilities workers rights