宁波大学《管理学原理》Chapter 12.pptVIP

Chapter 12 Operations Management Operations Management (p.334)-the study and application of the transformation process How you convert resources (labor and raw materials) into outputs (products) Transformation Process All organizations produce goods or services through the transformation process (p.334) – the process through which an organization creates value by turning inputs into outputs Transformation Process Production Manufacturing organizations (p.334) – produce physical outputs Examples: Cars Cell phones Food Books Service organizations (p.335) – produce nonphysical outputs Examples: Education Medical Services Transportation Let’s be productive Productivity (p.335) – the over all output of goods and services divided by the inputs needed to generate that output Productivity = Output/(labor+capital+materials) Why is productivity important? Productivity depends on people and operations variables – need to focus on both! Increase your global competitiveness! Want to increase efficiency Produce more, while saving time and money Customers want value Every organization needs customers who will use their service or buy their products. Customers want the goods or services to give them value. Value (p.337) – the performance characteristics, features, and attributes, or any other aspects of goods and services for which customers are willing to give up resources (usually money) Value Chain So we transform raw materials and other resources into some products or services that customers want – somewhere along the line it gains value. Value chain (p.337) – the series of organizational work activities that adds value at each step beginning with the processing of raw materials and ending with a finished product in the hands of end users. Value Chain Management Value chain management (p.338) – the process of managing the process of activities and information about the product as it goes through the value chain. Effectiveness oriented – aims to create the highest va