Enviar búsqueda
Cargar
Chapter 18ii 2011
•
3 recomendaciones
•
1,324 vistas
Nardin A
Seguir
Empresariales
Denunciar
Compartir
Denunciar
Compartir
1 de 50
Descargar ahora
Descargar para leer sin conexión
Recomendados
Ch 17 introduction to controlling
Ch 17 introduction to controlling
Nardin A
Ch 18 managing operations
Ch 18 managing operations
Nardin A
Chapter 18 management (10 th edition) by robbins and coulter
Chapter 18 management (10 th edition) by robbins and coulter
Md. Abul Ala
Robbins9 ppt19
Robbins9 ppt19
umar0007
Ch 8 strategic management
Ch 8 strategic management
Nardin A
Chapter 7-decision-making
Chapter 7-decision-making
Rong Mohol
Robbins9 ppt12
Robbins9 ppt12
umar0007
Ch 6 managers as decision makers
Ch 6 managers as decision makers
Nardin A
Más contenido relacionado
La actualidad más candente
Chapter 17 management (10 th edition) by robbins and coulter
Chapter 17 management (10 th edition) by robbins and coulter
Md. Abul Ala
Chapter 19 Ppt19
Chapter 19 Ppt19
D
Chapter 9 management (10 th edition) by robbins and coulter
Chapter 9 management (10 th edition) by robbins and coulter
Md. Abul Ala
Ch 7 foundations of planning
Ch 7 foundations of planning
Nardin A
Management ch19
Management ch19
julianmillar
Griffinchap01 110410121102-phpapp02
Griffinchap01 110410121102-phpapp02
Rong Mohol
Management ch10
Management ch10
julianmillar
Robbins9 ppt07
Robbins9 ppt07
umar0007
Robbins9 ppt08
Robbins9 ppt08
umar0007
Robbins9 ppt18
Robbins9 ppt18
umar0007
Management Chapter02
Management Chapter02
WanBK Leo
Management ch8
Management ch8
julianmillar
Chapter 13 management (10 th edition) by robbins and coulter
Chapter 13 management (10 th edition) by robbins and coulter
Md. Abul Ala
Management ch9
Management ch9
julianmillar
Chapter 9 Planning Tools Techniques Ppt09
Chapter 9 Planning Tools Techniques Ppt09
D
Chapter 10ii 2010
Chapter 10ii 2010
Nardin A
Chapter 12 management (9 th edition) by robbins and coulter
Chapter 12 management (9 th edition) by robbins and coulter
Md. Abul Ala
Chapter 7 management (10 th edition) by robbins and coulter
Chapter 7 management (10 th edition) by robbins and coulter
Md. Abul Ala
Management ch13
Management ch13
julianmillar
Chapter 10 management (10 th edition) by robbins and coulter
Chapter 10 management (10 th edition) by robbins and coulter
Md. Abul Ala
La actualidad más candente
(20)
Chapter 17 management (10 th edition) by robbins and coulter
Chapter 17 management (10 th edition) by robbins and coulter
Chapter 19 Ppt19
Chapter 19 Ppt19
Chapter 9 management (10 th edition) by robbins and coulter
Chapter 9 management (10 th edition) by robbins and coulter
Ch 7 foundations of planning
Ch 7 foundations of planning
Management ch19
Management ch19
Griffinchap01 110410121102-phpapp02
Griffinchap01 110410121102-phpapp02
Management ch10
Management ch10
Robbins9 ppt07
Robbins9 ppt07
Robbins9 ppt08
Robbins9 ppt08
Robbins9 ppt18
Robbins9 ppt18
Management Chapter02
Management Chapter02
Management ch8
Management ch8
Chapter 13 management (10 th edition) by robbins and coulter
Chapter 13 management (10 th edition) by robbins and coulter
Management ch9
Management ch9
Chapter 9 Planning Tools Techniques Ppt09
Chapter 9 Planning Tools Techniques Ppt09
Chapter 10ii 2010
Chapter 10ii 2010
Chapter 12 management (9 th edition) by robbins and coulter
Chapter 12 management (9 th edition) by robbins and coulter
Chapter 7 management (10 th edition) by robbins and coulter
Chapter 7 management (10 th edition) by robbins and coulter
Management ch13
Management ch13
Chapter 10 management (10 th edition) by robbins and coulter
Chapter 10 management (10 th edition) by robbins and coulter
Destacado
Chapter 16
Chapter 16
Nardin A
chapter 14 manager and communication
chapter 14 manager and communication
Nardin A
Chapter 18 pricing for international markets
Chapter 18 pricing for international markets
Nardin A
Ch 1 introduction to management and organizations mgt arab world edition
Ch 1 introduction to management and organizations mgt arab world edition
Nardin A
Chapter 6: Managers as Decision Makers
Chapter 6: Managers as Decision Makers
Nardin A
Chapter 8: Strategic Management
Chapter 8: Strategic Management
Nardin A
Chapter 7: Foundations of Planning
Chapter 7: Foundations of Planning
Nardin A
Chapter 2: Management History
Chapter 2: Management History
Nardin A
Ch 1 introduction to management and organizations
Ch 1 introduction to management and organizations
Nardin A
Chapter 14 international marketing channels
Chapter 14 international marketing channels
Nardin A
Ch 2 Management History
Ch 2 Management History
Nardin A
Chapter 3 management (9 th edition) by robbins and coulter
Chapter 3 management (9 th edition) by robbins and coulter
Md. Abul Ala
Chapter 3 The Research Process: The broad problem area and defining the pro...
Chapter 3 The Research Process: The broad problem area and defining the pro...
Nardin A
Ch 5 social responsibility and managerial ethics
Ch 5 social responsibility and managerial ethics
Nardin A
Introduction to Management and Organizations
Introduction to Management and Organizations
Zereen Akm
Nigeria: The Petroleum Industry Bill
Nigeria: The Petroleum Industry Bill
Perkins Abaje
BMS_Petroleum Mgt_Sonjai Kumar (Aviva)
BMS_Petroleum Mgt_Sonjai Kumar (Aviva)
Sonjai Kumar, SIRM
Conducting
Conducting
Mohamed Shawky
Fire fighting
Fire fighting
Muzahid Khan
Creating brand equity
Creating brand equity
Saxbee Consultants
Destacado
(20)
Chapter 16
Chapter 16
chapter 14 manager and communication
chapter 14 manager and communication
Chapter 18 pricing for international markets
Chapter 18 pricing for international markets
Ch 1 introduction to management and organizations mgt arab world edition
Ch 1 introduction to management and organizations mgt arab world edition
Chapter 6: Managers as Decision Makers
Chapter 6: Managers as Decision Makers
Chapter 8: Strategic Management
Chapter 8: Strategic Management
Chapter 7: Foundations of Planning
Chapter 7: Foundations of Planning
Chapter 2: Management History
Chapter 2: Management History
Ch 1 introduction to management and organizations
Ch 1 introduction to management and organizations
Chapter 14 international marketing channels
Chapter 14 international marketing channels
Ch 2 Management History
Ch 2 Management History
Chapter 3 management (9 th edition) by robbins and coulter
Chapter 3 management (9 th edition) by robbins and coulter
Chapter 3 The Research Process: The broad problem area and defining the pro...
Chapter 3 The Research Process: The broad problem area and defining the pro...
Ch 5 social responsibility and managerial ethics
Ch 5 social responsibility and managerial ethics
Introduction to Management and Organizations
Introduction to Management and Organizations
Nigeria: The Petroleum Industry Bill
Nigeria: The Petroleum Industry Bill
BMS_Petroleum Mgt_Sonjai Kumar (Aviva)
BMS_Petroleum Mgt_Sonjai Kumar (Aviva)
Conducting
Conducting
Fire fighting
Fire fighting
Creating brand equity
Creating brand equity
Similar a Chapter 18ii 2011
Chap19
Chap19
Niki Tabuty
Chap1 operations iipm
Chap1 operations iipm
School of Management Sciences Lucknow
Operation and value chain management
Operation and value chain management
Aashray For Everyone
Management ch19 (2)
Management ch19 (2)
Fida Karim 🇵🇰
CHAPTER_1 Introduction to Operations Mangement.ppt
CHAPTER_1 Introduction to Operations Mangement.ppt
fouadbelal1
10erobbins ppt18 -_r
10erobbins ppt18 -_r
osamamallick
Chapter 19.ppt
Chapter 19.ppt
ReeDaSaeed
Management ch19
Management ch19
Fida Karim 🇵🇰
Chapter 1 introduction to production management
Chapter 1 introduction to production management
alpha flores
Managing Growth in Advanced Manufacturing
Managing Growth in Advanced Manufacturing
Les Murray
Nonfinancial and Multiple Measures of Performance
Nonfinancial and Multiple Measures of Performance
MengsongNguon
information system Ch 2
information system Ch 2
Mohamed Ali
Ch 2.pdf
Ch 2.pdf
Mohamed Ali
Lec 01 om b 02 09-2015
Lec 01 om b 02 09-2015
Muhammad Zahid Maitlo
Ippt chap001
Ippt chap001
IIUM
Principle and Practice of Management MGT Ippt chap001
Principle and Practice of Management MGT Ippt chap001
IIUM
Organization and Management Robbins & Coulter Chapter 8: Strategic Management
Organization and Management Robbins & Coulter Chapter 8: Strategic Management
Irene Quintana
OM2E_Chapter01.ppt
OM2E_Chapter01.ppt
lloydshana4
robbins9_ppt18.ppt
robbins9_ppt18.ppt
engrtayyabahmad
robbins9_ppt18.ppt
robbins9_ppt18.ppt
engrtayyabahmad
Similar a Chapter 18ii 2011
(20)
Chap19
Chap19
Chap1 operations iipm
Chap1 operations iipm
Operation and value chain management
Operation and value chain management
Management ch19 (2)
Management ch19 (2)
CHAPTER_1 Introduction to Operations Mangement.ppt
CHAPTER_1 Introduction to Operations Mangement.ppt
10erobbins ppt18 -_r
10erobbins ppt18 -_r
Chapter 19.ppt
Chapter 19.ppt
Management ch19
Management ch19
Chapter 1 introduction to production management
Chapter 1 introduction to production management
Managing Growth in Advanced Manufacturing
Managing Growth in Advanced Manufacturing
Nonfinancial and Multiple Measures of Performance
Nonfinancial and Multiple Measures of Performance
information system Ch 2
information system Ch 2
Ch 2.pdf
Ch 2.pdf
Lec 01 om b 02 09-2015
Lec 01 om b 02 09-2015
Ippt chap001
Ippt chap001
Principle and Practice of Management MGT Ippt chap001
Principle and Practice of Management MGT Ippt chap001
Organization and Management Robbins & Coulter Chapter 8: Strategic Management
Organization and Management Robbins & Coulter Chapter 8: Strategic Management
OM2E_Chapter01.ppt
OM2E_Chapter01.ppt
robbins9_ppt18.ppt
robbins9_ppt18.ppt
robbins9_ppt18.ppt
robbins9_ppt18.ppt
Más de Nardin A
Chapter 12 products and services for businesses
Chapter 12 products and services for businesses
Nardin A
Chapter 2 SCIENTIFIC INVESTIGATION
Chapter 2 SCIENTIFIC INVESTIGATION
Nardin A
Chapter 1 INTRODUCTION TO RESEARCH
Chapter 1 INTRODUCTION TO RESEARCH
Nardin A
Chapter 2 stakeholders, managers, and ethics
Chapter 2 stakeholders, managers, and ethics
Nardin A
Chapter 07 promoting services and educating customers
Chapter 07 promoting services and educating customers
Nardin A
Chapter 06 setting prices and implementing revenue management
Chapter 06 setting prices and implementing revenue management
Nardin A
Chapter 4 the u.s. federal reserve and the creation of money
Chapter 4 the u.s. federal reserve and the creation of money
Nardin A
Chapter 3 Depository Institutions: Activities and Characteristics
Chapter 3 Depository Institutions: Activities and Characteristics
Nardin A
Chapter 2 Financial Institutions, Financial Intermediaries and Asset Manageme...
Chapter 2 Financial Institutions, Financial Intermediaries and Asset Manageme...
Nardin A
Chapter 1 Introduction
Chapter 1 Introduction
Nardin A
Ch 14 managers and communications
Ch 14 managers and communications
Nardin A
Ch 16 managers as leaders
Ch 16 managers as leaders
Nardin A
Ch 15 motivating employees
Ch 15 motivating employees
Nardin A
Ch 10 managing human resources
Ch 10 managing human resources
Nardin A
Ch 9 organizational structure and design
Ch 9 organizational structure and design
Nardin A
Más de Nardin A
(15)
Chapter 12 products and services for businesses
Chapter 12 products and services for businesses
Chapter 2 SCIENTIFIC INVESTIGATION
Chapter 2 SCIENTIFIC INVESTIGATION
Chapter 1 INTRODUCTION TO RESEARCH
Chapter 1 INTRODUCTION TO RESEARCH
Chapter 2 stakeholders, managers, and ethics
Chapter 2 stakeholders, managers, and ethics
Chapter 07 promoting services and educating customers
Chapter 07 promoting services and educating customers
Chapter 06 setting prices and implementing revenue management
Chapter 06 setting prices and implementing revenue management
Chapter 4 the u.s. federal reserve and the creation of money
Chapter 4 the u.s. federal reserve and the creation of money
Chapter 3 Depository Institutions: Activities and Characteristics
Chapter 3 Depository Institutions: Activities and Characteristics
Chapter 2 Financial Institutions, Financial Intermediaries and Asset Manageme...
Chapter 2 Financial Institutions, Financial Intermediaries and Asset Manageme...
Chapter 1 Introduction
Chapter 1 Introduction
Ch 14 managers and communications
Ch 14 managers and communications
Ch 16 managers as leaders
Ch 16 managers as leaders
Ch 15 motivating employees
Ch 15 motivating employees
Ch 10 managing human resources
Ch 10 managing human resources
Ch 9 organizational structure and design
Ch 9 organizational structure and design
Último
MC Heights construction company in Jhang
MC Heights construction company in Jhang
mcgroupjeya
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
Borderless Access
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
JohnCarloValencia4
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
mcshagufta46
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BBPMedia1
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
Winbusinessin
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
APCO
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
AustraliaChapterIIBA
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
P&CO
7movierulz.uk
7movierulz.uk
aroemirsr
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
Brian Solis
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
HajeJanKamps
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
AnhNguyen97152
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
KaiNexus
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
Stephan Koning
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
HajeJanKamps
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
Thailand Board of Investment North America
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
believeminhh
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
Lviv Startup Club
Último
(20)
MC Heights construction company in Jhang
MC Heights construction company in Jhang
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
7movierulz.uk
7movierulz.uk
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
Chapter 18ii 2011
2.
Management: Arab World
Edition Robbins, Coulter, Sidani, Jamali Chapter 18: Managing Operations Lecturer: : [Insert your name here]
3.
Learning Outcomes Follow this
Learning Outline as you read and study this chapter. 18.1 The Role of Operations Management • Define operations management. • Contrast manufacturing and services organizations. • Describe the managers’ role in improving productivity. • Discuss the strategic role of operations management. 18.2 What Is Value Chain Management and Why Is It Important? • Define value chain and value chain management. • Describe the goal of value chain management. • Describe the benefits of successful value chain management. 18-3 Copyright © 2011 Pearson Education
4.
Learning Outcomes 18.3 Managing
Operations by Using Value Chain Management • Discuss the requirements for successful value chain management. • Explain the obstacles to value chain management. 18.4 Current Issues in Operations Management • Discuss technology’s role in manufacturing. • Explain ISO 9000 and Six Sigma. • Describe mass customization and how operations management contributes to it. 18-4 Copyright © 2011 Pearson Education
5.
The Role of
Operations Management 1. Define operations management. 2. Contrast manufacturing and services organizations. 3. Describe the managers’ role in improving productivity. 4. Discuss the strategic role of operations management. 18-5 Copyright © 2011 Pearson Education
6.
What Is Operations
Management? – Operations Management refers to the design, operation, and control of the transformation process that converts such resources as labor and raw materials into goods and services that are sold to customers. 18-6 Copyright © 2011 Pearson Education
7.
The Importance of
Operations Management – It encompasses both services and manufacturing. – It is important in effectively and efficiently managing productivity. – It plays a strategic role in an organization’s competitive success. 18-7 Copyright © 2011 Pearson Education
8.
Exhibit 18–1 18-8 Copyright ©
2011 Pearson Education The Operations System
9.
Manufacturing and Services Manufacturing
Organizations – Use operations management in the transformation process of turning raw materials into physical goods. Service Organizations – Use operations management in creating non-physical outputs in the form of services (the activities of employees interacting with customers). 18-9 Copyright © 2011 Pearson Education
10.
Managing Productivity Productivity – The overall
output of goods or services produced divided by the inputs needed to generate that output. –A 18-10 combination of people and operations variables. Copyright © 2011 Pearson Education
11.
Managing Productivity (cont’d) Benefits
of Increased Productivity – Economic – Higher wages and profits without inflation – Increased 18-11 growth and development competitive capability due to lower costs Copyright © 2011 Pearson Education
12.
Exhibit 18–2 Deming’s 14
Points for Improving Productivity 1. Plan for the long-term future. 7. 2. Never be complacent concerning the quality of your product. Raise the quality of your line supervisors. 8. Drive out fear. 3. Establish statistical control over your production processes and require your suppliers to do so as well. 9. Encourage departments to work closely together rather than to concentrate on departmental or divisional distinctions. 4. Deal with the best and fewest number of suppliers. 10. Do not adopt strictly numerical goals. 5. Find out whether your problems are confined to particular parts of the production process or stem from the overall process itself. 11. Require your workers to do quality work. 6. Train workers for the job that you are asking them to perform. Source: W.E. Deming, ―Improvement of Quality and Productivity Through Action by Management,‖ National Productivity Review, Winter 1981–1982, pp. 12–22. With permission. Copyright 1981 by Executive Enterprises, Inc., 22 West 21st St., New York, NY 10010-6904. All rights reserved. 18-12 Copyright © 2011 Pearson Education 12. Train your employees to understand statistical methods. 13. Train your employees in new skills as the need arises. 14. Make top managers responsible for implementing these principles.
13.
Strategic Role of
Operations Management – The era of modern manufacturing began in the U.S. over 100 years ago. – After WWII, U.S. manufacturers focused on functional areas other than manufacturing. 18-13 Copyright © 2011 Pearson Education
14.
Strategic Role of
Operations Management (cont’d) – By the 1970’s, German and Japanese competitors integrated manufacturing technologies were producing quality goods at lower costs. – Today, successful organizations recognize the crucial role that operations management plays as part of the overall organizational strategy to establish and maintain global leadership planning. 18-14 Copyright © 2011 Pearson Education
15.
What Is Value
Chain Management and Why Is It Important? 1. Define value chain and value chain management. 2. Describe the goal of value chain management. 3. Describe the benefits of successful value chain management. 18-15 Copyright © 2011 Pearson Education
16.
Value Chain Management Value – 18-16 The
performance characteristics, features and attributes, and any other aspects of goods and services for which customers are willing to give up resources (i.e., spend money). Copyright © 2011 Pearson Education
17.
Value Chain Management
(cont’d) The Value Chain – The entire series of organizational work activities that add value at each step beginning with the processing of raw materials and ending with the finished product in the hands of end users. 18-17 Copyright © 2011 Pearson Education
18.
What is Value
Chain Management? Value Chain Management – The process of managing the entire sequence of integrated activities and information about product flows along the entire value chain. 18-18 Copyright © 2011 Pearson Education
19.
Goal of Value
Chain Management – To create a value chain strategy that fully integrates all members into a seamless chain that meets and exceeds customers’ needs and creates the highest value for the customer. 18-19 Copyright © 2011 Pearson Education
20.
Benefits of Value
Chain Management Improved Procurement Improved Logistics Benefits of Value Change Management Enhanced Customer Order Management 18-20 Copyright © 2011 Pearson Education Improved Product Development
21.
Managing Operations by Using
Value Chain Management 1. Discuss the requirements for successful value chain management. 2. Explain the obstacles to value chain management. 18-21 Copyright © 2011 Pearson Education
22.
Exhibit 18–3 Value
Chain Strategy Requirements 18-22 Copyright © 2011 Pearson Education
23.
Requirements for Value
Chain Management Coordination and collaboration Sharing information and being flexible throughout the value chain. 18-23 Collaborative relationships must exist among all chain participants. Requires open communication among the various value chain partners. Copyright © 2011 Pearson Education
24.
Requirements for Value
Chain Management (cont’d) Investment in information technology 18-24 Successful value chain management is not possible without a significant investment in information technology. Information technology can be used to restructure the value chain to better serve end users. Copyright © 2011 Pearson Education
25.
Requirements for Value
Chain Management (cont’d) Changes in organizational processes Non-value-adding activities should be eliminated. Better demand forecasting is necessary and possible because of closer ties with customers and suppliers. Selected functions may need to be done collaboratively with other partners in the value chain. 18-25 Organizational processes must be critically evaluated, from beginning to end, to see where value is being added. New measures are needed for evaluating performance of various activities along the value chain. Copyright © 2011 Pearson Education
26.
Requirements for Value
Chain Management (cont’d) Committed leadership A culture focused on superb customer value requires serious leadership commitment. Managers need to outline expectations for what is involved in value chain management. 18-26 Value chain management requires managers’ continuous support, facilitation, and promotion. Managers should clarify expectations regarding each employee’s role in the value chain. Copyright © 2011 Pearson Education
27.
Requirements for Value
Chain Management (cont’d) Employees/Human Resources Design jobs that are flexible. Hire employees who have the ability to learn and adapt. Employees need to learn: how to improve the flow of materials throughout the chain, how to identify activities that add value, how to make better decisions faster, or 18-27 how to use information technology software, how to improve any number of other potential work activities. Copyright © 2011 Pearson Education
28.
Requirements for Value
Chain Management (cont’d) Organizational culture and attitudes Cultural attitudes include: openness flexibility mutual respect 18-28 collaborating sharing trust Attitudes encompass external partners as well. Copyright © 2011 Pearson Education
29.
Exhibit 18–4 Obstacles to
Successful Value Chain Management 18-29 Copyright © 2011 Pearson Education
30.
Obstacles to Value
Chain Management Organizational barriers – Refusal or reluctance to share information – Reluctance – Security 18-30 to shake up the status quo issues Copyright © 2011 Pearson Education
31.
Obstacles to Value
Chain Management (cont’d) Cultural attitudes – Lack of trust and too much trust – Fear of loss of decision-making power Required capabilities – Lacking or failing to develop the requisite value chain management skills 18-31 Copyright © 2011 Pearson Education
32.
Obstacles to Value
Chain Management (cont’d) People – Lacking commitment to do whatever it takes – Refusing to be flexible in meeting the demands of a changing situation – Not being motivated to perform at a high level – Lack 18-32 of trained managers to lead value chain initiatives Copyright © 2011 Pearson Education
33.
Current Issues in
Operations Management 1. Discuss technology’s role in manufacturing. 2. Explain ISO 9000 and Six Sigma. 3. Describe mass customization and how operations management contributes to it. 18-33 Copyright © 2011 Pearson Education
34.
Technology’s Role in
Manufacturing – Smart companies are looking at ways to use technology to improve operations management. – To connect more closely with customers, production must be synchronized (i.e. well-coordinated) across the enterprise. 18-34 Copyright © 2011 Pearson Education
35.
Technology’s Role in
Manufacturing (cont’d) – To avoid bottlenecks and slowdowns, the production function must be a full partner in the entire business system. – Technology 18-35 is making such extensive collaboration possible. Copyright © 2011 Pearson Education
36.
Technology’s Role in
Manufacturing (cont’d) – Increased automation and integration of production facilities with business systems also helps in controlling costs. – Predictive maintenance, remote diagnostics, and utility cost savings 18-36 Copyright © 2011 Pearson Education
37.
The Concept of
Quality – The ability of a product or service to reliably do what it’s supposed to do and to satisfy customer expectations. 18-37 Copyright © 2011 Pearson Education
38.
Exhibit 18–5 Product Quality
Dimensions 1. Performance – Operating characteristics 2. Features – Important special characteristics 3. Flexibility – Meeting operating specifications over some period of time 4. Durability – Amount of use before performance deteriorates 5. Conformance – Match with pre-established standards 6. Serviceability – Ease and speed of repair or normal service 7. Aesthetics – How a product looks and feels 8. Perceived quality – Subjective assessment of characteristics (product image) Sources: Adapted from J.W. Dean, Jr., and J.R. Evans, Total Quality: Management, Organization and Society (St. Paul, MN: West Publishing Company, 1994); H.V. Roberts and B.F. Sergesketter, Quality is Personal (New York: The Free Press, 1993): D. Garvin, Managed Quality: The Strategic and Competitive Edge (New York: The Free Press, 1988); and M.A. Hitt, R.D. Ireland, and R.E. Hoskisson, Strategic Management, 4th ed. (Cincinnati, OH: SouthWestern, 2001), p. 211. 18-38 Copyright © 2011 Pearson Education
39.
Exhibit 18–5 (cont’d)
Service Quality Dimensions 1. Timeliness – Performed in promised period of time 2. Courtesy – Performed cheerfully 3. Consistency – Giving all customers similar experiences each time 4. Convenience – Accessibility to customers 5. Completeness – Fully serviced, as required 6. Accuracy – Performed correctly each time Sources: Adapted from J.W. Dean, Jr., and J.R. Evans, Total Quality: Management, Organization and Society (St. Paul, MN: West Publishing Company, 1994); H.V. Roberts and B.F. Sergesketter, Quality is Personal (New York: The Free Press, 1993): D. Garvin, Managed Quality: The Strategic and Competitive Edge (New York: The Free Press, 1988); and M.A. Hitt, R.D. Ireland, and R.E. Hoskisson, Strategic Management, 4th ed. (Cincinnati, OH: SouthWestern, 2001), p. 211. 18-39 Copyright © 2011 Pearson Education
40.
Quality initiatives and
Quality Goals Quality Initiatives – Planning for quality – Organizing and leading for quality – Controlling for quality Quality Goals – ISO – Six 18-40 9000 certification Sigma standards Copyright © 2011 Pearson Education
41.
Quality Initiatives –
1 Planning for quality – Managers must have quality improvement goals and strategies and plans to achieve those goals. – Goals can help focus everyone’s attention on some objective quality standard. 18-41 Copyright © 2011 Pearson Education
42.
Quality Initiatives –
2 Organizing and leading for quality – Because quality improvement initiatives are carried out by employees, managers need to look at how they can best organize and lead them. – Organizations with extensive and successful quality improvement programs tend to rely on two important people approaches: – (1) – (2) 18-42 cross-functional work teams; and self-directed, or empowered, work teams. Copyright © 2011 Pearson Education
43.
Quality Initiatives –
3 Controlling for quality – Quality improvement initiatives are not possible without a means of monitoring and evaluating their progress. – This involves implementing many standards such as those related to inventory control, defect rate, raw materials procurement, or other operations management areas. 18-43 Copyright © 2011 Pearson Education
44.
Quality Goals –
ISO 9000 certification – ISO 9000 is a series of international quality management standards established by the International Organization for Standardization which sets uniform guidelines for processes to ensure that products conform to customer requirements. – These standards cover everything from contract review to product design to product delivery. 18-44 Copyright © 2011 Pearson Education
45.
Quality Goals –
ISO 9000 certification (cont’d) – The ISO 9000 standards have become the internationally recognized standard for evaluating and comparing companies in the global marketplace. – This type of certification can be a prerequisite for doing business globally. 18-45 Copyright © 2011 Pearson Education
46.
Quality Goals –
Six Sigma – Six Sigma is a quality standard that establishes a goal of no more than 3.4 defects per million units or procedures. – Sigma is a Greek letter used in statistics. The higher the sigma, the fewer the deviations from the norm—that is, the fewer the defects. – At Six Sigma, you are about as close to defect free as you can get. It is an ambitious quality goal! – Many quality-driven businesses are using it and benefiting from it including many in the Arab region. 18-46 Copyright © 2011 Pearson Education
47.
Mass Customization – Is a
design-to-order concept that provides consumers with a product when, where, and how they want it. – Makes heavy use of technology (flexible manufacturing techniques) and engages in a continual dialogue with customers. 18-47 Copyright © 2011 Pearson Education
48.
Benefits of Mass
Customization – Creates an important relationship between the firm and the customer in providing loyalty-building value to the customer and in garnering valuable market information for the firm. 18-48 Copyright © 2011 Pearson Education
49.
Terms to Know operations
management intellectual property manufacturing organizations quality service organizations ISO 9000 productivity Six Sigma value mass customization value chain Cellular manufacturing value chain management organizational processes RFID 18-49 Copyright © 2011 Pearson Education
50.
18-50 Copyright © 2011
Pearson Education
Descargar ahora