operationmanagement
introduction to operations management
1 operation management
operation management
1 the process
of designing planning coordinating and controllin
all activities related to the production and delivery
of
goods and services
the focus is on the actual core business of an Organizatio
we often talk about the operations
concerns the optimal usage an deployment of inputs includin
raw materials labor Capital information customer with a
specific need when satisfying customer demand
in how many these businesses does operation
of
management play an important role
, anag
good is service
good
physical object tangible asset
ownership is clearly defined and can be transferred
can be kept in storage
little to none interaction with the end customer
service
intangible asset
there is typically no
transferof ownership
A cannot be stored
often in interaction with the customer
there is no strict separation between goods a services
products are typically positioned on a continuum
acknowledging that they consist of a blend of both
goods and services
, the transformation process
such a transformation might make various forms
change in the physical characteristics of the
inputs
change in the location of materials information
customers
or
changeof ownership of goods information
change the physical or psychological status of the
end customer
2 operations strategy levels of decision
making
operations strategy
the guiding principles organizations follow
jou planning
analysing and executing business operations
define how the
organization will use its resources
processes and capabilities to deliver value to its
customers and stakeholders
, the operations junction with the overall business
align
strategy
traditionele meubelzaak
zelf doen op een goedkope manier
binnenhuis architect
levelsof decision
making
Strategic decisions
lang term many years and wholistic decisions
typically made at top management level and
affecting the directions and goals of an organizatio
examples merges and acquisitions introduction
of
new products penetrating a new market and
opening new facilities downsizing the
organisation
tactical decisions
medium term la few months decisions
typically made at middle management level and
based on budgets forecasts cash
flow projections
introduction to operations management
1 operation management
operation management
1 the process
of designing planning coordinating and controllin
all activities related to the production and delivery
of
goods and services
the focus is on the actual core business of an Organizatio
we often talk about the operations
concerns the optimal usage an deployment of inputs includin
raw materials labor Capital information customer with a
specific need when satisfying customer demand
in how many these businesses does operation
of
management play an important role
, anag
good is service
good
physical object tangible asset
ownership is clearly defined and can be transferred
can be kept in storage
little to none interaction with the end customer
service
intangible asset
there is typically no
transferof ownership
A cannot be stored
often in interaction with the customer
there is no strict separation between goods a services
products are typically positioned on a continuum
acknowledging that they consist of a blend of both
goods and services
, the transformation process
such a transformation might make various forms
change in the physical characteristics of the
inputs
change in the location of materials information
customers
or
changeof ownership of goods information
change the physical or psychological status of the
end customer
2 operations strategy levels of decision
making
operations strategy
the guiding principles organizations follow
jou planning
analysing and executing business operations
define how the
organization will use its resources
processes and capabilities to deliver value to its
customers and stakeholders
, the operations junction with the overall business
align
strategy
traditionele meubelzaak
zelf doen op een goedkope manier
binnenhuis architect
levelsof decision
making
Strategic decisions
lang term many years and wholistic decisions
typically made at top management level and
affecting the directions and goals of an organizatio
examples merges and acquisitions introduction
of
new products penetrating a new market and
opening new facilities downsizing the
organisation
tactical decisions
medium term la few months decisions
typically made at middle management level and
based on budgets forecasts cash
flow projections
