埃伯特 商学精要（英文版第12版）教学手册ebert_be12e_im_06.docVIP

PAGE 7 Copyright ? 2019 Pearson Education, Inc. Chapter 6: Operations Management and Quality Chapter Overview All goods and services production systems have their own unique production processes. These processes provide utility by adding customer value. Companies with different business strategies are best served by having different operations capabilities. Even very similar and competing businesses can produce output and manage quality with completely different production systems. This chapter is dedicated to the study of operations and quality within both the manufacturing and service sectors. It explains the meaning of the term production (or operations) and describes the three kinds of utility that operations processes provide. It explains how companies with different business strategies are best served by having different operations capabilities and identifies the major factors considered in operations planning. The chapter also discusses the information contained in four kinds of operations schedules—the master operations schedule, detailed schedule, staff schedule, and project schedule—and identifies the activities involved in operations control. Finally, it looks at the activities and underlying objectives involved in total quality management and explains how a supply chain strategy differs from traditional strategies for coordinating operations among firms. Learning Objectives 7-1. Explain the meaning of operations and discuss the growth in the services and goods sectors of the U.S. economy. 7-2. Identify the three kinds of utility created by operations and the characteristics that distinguish service operations from goods production. 7-3. Explain how companies with different business strategies are best served by having different operations capabilities. 7-4. Identify the major factors that are considered in operations planning. 7-5. Discuss the information contained in four kinds of operations schedules—the master operations schedule, detailed sc