Process Mapping

1.     can be defined as the process of taking a strategic plan and turning it into process objectives by identifying key steps that must be taken to move from the beginning of the process to the end of the process in the most effective and efficient manner.

Operations Management

1.    can be defined as a multi‐disciplinary field that focuses on managing all aspects of an organization’s operations.

input

1.      the raw materials required to create the product or service.

Transformation

the production process

Output

1.       the final product or completed service transaction) and feedback (the

quality review check

Quality management 

1.   an approach taken by management to assess, maintain and improve upon the activities of a process in order to maintain the quality of a product or service.

Benchmarking

the process of comparing the practices and strategies of other companies.

The Five Competitive Forces

a.       threat of new entrants

b.      the bargaining power of suppliers

c.       the bargaining power of buyers

d.      the threat of substitute products and services.

Supply chain management

1.  a system management concept employed by some organizations to optimize the factors of material costs, quality and service.

Communication

1.     the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs.

Collaboration

1.      to work, one with another

Strategic sourcing

1.   involves conducting an analysis of all supplies and goods required to perform activities within all process that may exist in a company.

Just In Time (JIT) 

1.  seeks to maintain just enough supplies and raw materials to perform daily activities within a process and to be able to continue performing those activities only into the near future.

Outsourcing

1.   is the contracting or subcontracting of   noncore activities to free up cash,

personnel, time, and facilities for activities in which a company holds a competitive  advantage

SWOT Analysis

   i.      Strengths: power by reason of influence, authority

ii.      Opportunities: a situation or condition favorable for attainment of a goal.

iii.      Weaknesses: the state or quality of being weak; lack of strength

iv.      Threats:an indication or warning of probable trouble

Multi‐level task force 

1. is used when all levels of management need to be involved in developing the required change.

Homogenous Management

1.       Have similar characteristics such as decision making styles, agreements are made quickly and social groups are smaller. 

Project management

1.       the process of planning, controlling, monitoring and reviewing a

project.

Heterogeneous Management

1.   Diverse in decision making styles, and able to identify more potential issues resulting in a diverse number of solutions

Project

1.       is a set of activities spanning over an extended period of time with a definitive

beginning and end with a specific resultexpected