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| Operations and supply chain management (OSCM): |
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| the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services |
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| processes that move information and material to and from the manufacturing and service processes of the firm |
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| processes need to operate an existing supply chain strategically |
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| selection of suppliers that will deliver the goods and services needed t o create the firm’s product (i.e. receiving shipments, verifying them, transferring them to manufacturing facilities, and authorizing supplier payments) |
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| where the major product is produced or the service provided |
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| processes for receiving worn out, defective, and excess products back from customers and support for customers who have problems with delivered products (follow up activities for services/after sales support) |
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| 5 differences between services and goods: |
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Definition
Service is intangible
Service requires degree of interaction with the customer
Services heterogeneous (vary from day to day as a function of the attitudes of the customer and the servers)
Services are perishable and time dependent (cannot be stored)
Specifications of a service are defined and evaluated as a package of features that affect the senses |
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| a company building service activities into its product offerings for its current users (its installed base) |
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| doing something at the lowest possible cost |
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| doing the right things to create the most value for the company |
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| Central idea of supply chain management |
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| to apply a total system approach to managing the flow of information, materials, and services from raw material suppliers through factories and warehouses to the end customer |
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| ratio of quality to price paid |
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| aggressively seeks to eliminate causes of production defects |
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| An integrated set of activities designed to achieve high volume production using minimal inventories of parts that arrive at the workstation exactly when they are needed |
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| manufacturing strategy paradigm |
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| o Emphasized how manufacturing execs could use their factories’ capabilities as strategic competitive weapons |
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| business process reengineering |
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| oSeek innovations in the processes by which they run their operations |
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| approach seeks to make revolutionary changes and opposed to evolutionary changes |
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| to apply a total system approach to managing the flow of information, materials, and services from raw material suppliers through factories and warehouses to the end customer |
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| Service Science Management and Engineering (SSME) |
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| Aims to apply the latest concepts in information technology to continue to improve service productivity of technology based organizations |
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| should describe how a firm intends to create and sustain value for its current shareholders |
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| social aspect of the triple bottom line |
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| fair and beneficial business practices toward labor, the community, and the region in which a firm conducts its business |
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| economic aspect of the triple bottom line |
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| compensate shareholders who provide capital through stock purchases and other financial instruments via a competitive return on investment |
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| • Operations and supply chain strategy |
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| concerned with setting broad policies and plans for using the resources of a firm and must be integrated with corporate strategy |
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| design quality and process quality |
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| Two characteristics that define quality |
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| : relates to the set of features the product or service contains |
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| relates directly to the reliability of the product or service |
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| occurs when a company seeks to match the benefits of a successful position while maintaining its existing position |
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| criterion that differentiates the products or services of one firm from those of another |
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| screening criterion that permits a firm’s products to even be considered as possible candidates for purchase |
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| : show how a company’s strategy is delivered through a set of tailored activities |
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| core competences/capabilities |
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| skills that differentiate the service or manufacturing firm from its competitors |
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| common measure of how well a unit is using its resources/factors of production |
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| derivative, breakthrough, platform |
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| incremental changes such as new product packaging |
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| major changes that create entirely new markets |
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| incremental changes such as new product packaging |
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| series of related jobs usually directed toward some major output and requiring a significant period of time to perform |
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| planning, directing, controlling resources (people, equipment, material) to meet the technical, cost, and time constraints of a project |
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| pure project, functional project, matrix project |
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| three organizational structures used to tie the project to the parent firm |
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| “skunkworks;” self contained team works full time on the project |
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| housing the project within a functional division |
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| classic specialized organizational form; attempts to blend properties of functional and pure |
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| group of activities combined to be assignable to a single organizational unit |
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| further subdivisions of a project |
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| specific events to be reached at points in time |
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| where are milestones contained? |
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| Work breakdown structure WBS: |
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| defines the hierarchy of project tasks, subtasks, and work packages |
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| defined within the context of the work breakdown structure; pieces of work that consume time |
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| showing the amount of time involved and the sequence in which activities can be performed |
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| A true understanding of cost performance and schedule performance relies first on measuring technical performance objectively |
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| FOUNDATIONAL PRINCIPLE of EVM |
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| sequence of activities that form the longest chain in terms of their time to complete |
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| determining scheduling information about each activity in the project |
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| major goal of CPM (critical path method) |
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| extensions of the basic critical path method; attempt to develop a minimum cost schedule for an entire project and to control expenditures during the project |
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| That there is a relationship between activity completion time and the cost of a project |
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| Basic assumption in minimum cost scheduling / “crashing” |
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| refers to the compression or shortening of the time to complete the project |
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| Costs associated with expediting activities |
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| Costs associated with sustaining the project |
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| superimposes the current schedule onto a baseline plan so deviations are easily notices |
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| speed, quality, worker productivty |
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| metrics used to montior making processes |
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| this operations and supply chain process requires scheduling processes for workers and coordiantion of material and other critical resources used to produce/provide the service |
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| metaphorically defined as quality divided by price |
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| lean manufacturing/JIT/TQC; manufacturing strategy paradigm; service quality and productivity; total quality managment (TQM) and quality certification; business process reengineering (BPR); six sigma quality; supply chain management; elctronic commerce; service science |
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| eras of development of Operations and supply chain management |
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| coordinating the relationships between mutually supportive but separate organizations; optimizing global suppliers, production, and distribution networks; managing customer touch points; raising senior management awareness of operations and supply chain management as a significant competitive weapon; sustainability and triple bottom line |
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| current issues in operations and supply chain management |
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| a strategy that is designed to meet current needs without compromising the ability of future generatiosn to meet their needs |
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| most difficult to compete on this major competitive dimension |
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| cost, quality, deliver speed, deliver reliability, coping with changes in demand, flexibility and new product itnroduction speed, other product specific criteria |
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| 7 opeartions and supply competitive dimensions |
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| the piplinelike movemetn of the materials and information needed to rpoduce a good or servie |
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| the processes needed to determien the set of future actions required to operate an exisitng supply chain |
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| the type of process that moves products to warehouses or customers |
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| an approach that combines TQM and JIT |
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| tools that are taught to managers in green and black belt programs |
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| service science management and engineering |
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| a program to apply the latest concepts in information technology to improve service productivity |
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| operations and supply chain strategy |
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| concerned with setting borad policies and plans for using the reousrces of a firm and mst be integrated with corporate strategy |
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| relates to the core business processes needed to run the usiness; reflected directly in the costs associated with doing business |
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| quality assurance and control initiatives, process redesign, planning and control systems, and technology investments |
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| examples of strategies associated with oeprational efectiveness |
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| involves looking out and forecasting how business conditions that impact the firm's strategy are going to change in the future |
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| the major steps that need to be taken to drive success in the firm |
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| EVM (earned value management) |
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| technique that combines measures of scope, schedule, and cost for evaluating project progress |
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| program evaluation and review technique (pert) |
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| when activities are scheduled with probablistic task times |
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| resources are always available |
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| a key assumption related to the resources needed to complete activities when using the critical path method |
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| cost, quality, flexibility, delivery |
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| 3. What are the major priorities associated with operations strategy |
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Lacking of resources with the appropriate skill-sets to assist in the project
Lack of experienced project manager with the necesary project management skill
Lack of Traceability on the frequent changes made to the project
Lack of Traceability on the frequent changes made to the project
Lack of Traceability on the frequent changes made to the project
problems get ignored
no proper planning
fail to see dependencies between projects
communication issues
some key dependencies have been overloked |
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| 8 Most Common Project Management Mistakes |
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| a written description of the objectives to be achieved |
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