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| Deals with the production of goods and services |
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| Tangible and intangible benefits that customers can derive from consuming a good or service at a price they are willing to pay |
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| Sources inputs into the transformation process of the organization from other for-profit and nonprofit organizations. |
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| Is typically responsible for the actual movement of goods and/or services across organizations. |
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| The network of manufacturing and service operations that supply one another from raw materials through manufacturing to the ultimate customer. The supply chain consists of the physical flow of materials, money and information along the entire chain of purchasing, production, and distribution. |
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| Process-related decisions determine the physical process or facility used to produce the prod- uct or service and the associated workforce policies and practices. |
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| Quality-related decisions affect the quality of the goods or services produced and delivered to customers. These decisions determine whether and to what extent customer specifications can be satisfied |
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| Providing the right amount of resources at the right place at the right time |
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| Inventory-related decisions in operations determine the type and level of inventory to be held against uncertainties. |
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| Operations managers plan and control the transformation process and its interfaces. |
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| Cross-functional Decision Making |
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| Every function must be concerned not only with its own decision responsibilities but with integrating decisions with other functions. |
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| Converts inputs to outputs. |
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| Internal and External Environments |
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| The nature of internal interaction through cross-functional decision making. Interaction with the external environment occurs through the economic, physical, social, and political environment of operations. |
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Definition
| A key concept is that efficiency need not be sacrificed in the pursuit of meet- ing customer needs. Rather, the customer can be a powerful driver for reducing waste and improving the efficiency of all processes |
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| Eliminating waste (non-value-adding) activities in every part of the business and improving the flow. |
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| Produce and deliver products or services while minimizing the negative impact on the global ecosystem and not endangering the ability to meet the needs of future generations. |
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| It includes the integration of suppliers, producers, and customers. Managing the supply chain requires all managers to consider the entire flow of materials, information, and money along the supply chain, from raw materials through production and distribution to the final customers. Supply chain management is improved by using lean operations to speed up the flow of materials and reduce waste along the supply chain. It is also facilitated by fast and accurate information processing between suppliers and customers that can be accomplished today via the Internet and other forms of electronic data transfer. |
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Definition
| Electronic information exchange between suppliers and customers |
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Term
| Globalization of Operations |
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Definition
| Globalized market and everything is spread to different countries |
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Term
| Operations Strategy (Functional Strategy) |
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Definition
| A consistent pattern of decisions for the transformation system and associated supply chain that are linked to the business strategy and other functional strate- gies, leading to a competitive advantage for the firm. |
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| What the company does to reach its goals |
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| What separates one company from another |
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| Facilities and plants are located on a worldwide basis, not country by country. Products and services can be shifted back and forth between countries. Components, parts, and services are sourced on a global basis. |
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| Takes into account not only the operations strategy of the firm but also the strategies of the suppliers and customers in the firm’s supply chain. |
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| The corporate strategy defines the business that the company is pursuing |
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| Defines how each particular business will compete. |
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| Common measures of objectives that can be used to quan- tify long-range operations performance. |
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| Indicate how the operations objectives will be achieved. A consistent pattern of strategic decisions should be made for each of the major decision categories (process, quality, capacity, and inventory). |
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| Competing through Quality |
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Definition
| Provide something consumers want |
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Definition
| Focus on customer requirements for cost saving purposes. |
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| Use quality improvement as a way of reducing wasted time in operations. |
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| If we reduce time, flexibility will automatically improve. Flexibility can be attacked directly by adding capacity, buying more flexible equipment, or redesigning the product for high variety. |
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| Operations objective should emphasize cost as the dominant objective, and operations should strive to reduce costs through strategic decisions such as superior process technology, low personnel costs, low inventory levels, a high degree of vertical integration, and quality improvement aimed at saving cost. Typical of a mature, price-sensitive market with a stan- dardized product. |
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Term
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| This strategy typically would be used in emerging and possibly growing markets where advantage can be gained by bringing out superior-quality products in a short amount of time. Price would not be the dominant form of competition, and higher prices could be charged, thereby putting a lower emphasis on costs. In this case, operations and the supply chain would emphasize flexibility to introduce superior new products rapidly and effectively as its objective. |
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| An objective that will win orders from the customers in a particular segment that mar- keting has selected as the target market. |
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| (flexibility, quality, and delivery) |
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