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Lecture Notes of Unit - 1 VTU OM
Lecture Notes of Unit - 1 VTU OM
Manage (plan, organize, staff, direct and control) the activities relating to the production
of goods and/or services with maximum efficiency (at the lowest cost) and effectiveness
(in the eyes of the customer).
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Operations Management
Types of Conversions
Physical
Chemical
Locational
Educational
Entertained
Price or Cost
Quality
o Short Run: Conformance, Design (Fitness for Use)
o Long Run: Continuous Improvement Thru the Learning Organization
Flexibility
o Product Mix: make various products and adjust mix
o Handle volume Surge
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Time - Dependability
o Speed of Delivery (Lead Time)
o Speed to Market (New Product Development Time)
Service
o Delivering a comprehensive solution products & augmenting services to the
customers needs
Interfunctional Strategies
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Significant Developments
Division of Labor
Standardized Parts
Scientific Management
Time and Motion Study
Efficiency Improvement
Wage Incentives
Assembly Lines
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Operations Research
Cellular Manufacturing
Mass Customization
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The management of systems or processes that create goods and/or provide services.
Value-Added: The difference between the cost of inputs and the value or price of outputs.
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Uniformity of input.
Uniformity of output.
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Measurement of productivity.
Quality assurance.
Amount of inventory.
Evaluation of work.
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Models
Quantitative Approaches
Analysis of Trade-Offs
Systems Approach
Ethics
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Scientific Management
Mass production
Interchangeable parts
Division of labor
Theory Z
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Trends in Business
Management of technology.
Globalization.
Outsourcing.
Agility.
Ethical behavior.
Operations strategy.
Revenue management.
Lean production
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Competitiveness
Advertising and promotion are ways organizations can inform potential customers
about features of their products or services, and attract buyers.
Cost
Location
Quality
Quick response
Flexibility
Strategy
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Low cost. Outsource operations to third-world countries that have low labor costs.
Scale-based strategies. Use capital-intensive methods to achieve high output volume and
low unit costs.
Service. Focus on various aspects of service (e.g., helpful, courteous, reliable, etc.).
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Economic conditions. These include the general health and direction of the economy,
inflation and deflation, interest rates, tax laws, and tariffs.
Technology. This can include the rate at which product innovations are occurring,
current and future process technology (equipment, materials handling), and design
technology.
Competition. This includes the number and strength of competitors, the basis of
competition (price, quality, special features), and the ease of market entry.
Markets. This includes size, location, brand loyalties, ease of entry, potential for growth,
long-term stability, and demographics.
Human resources. These include the skills and abilities of managers and workers;
special talents (creativity, designing, problem solving); loyalty to the organization;
expertise; dedication; and experience.
Facilities and equipment. Capacities, location, age, and cost to maintain or replace can
have a significant impact on operations.
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Financial resources. Cash flow, access to additional funding, existing debt burden, and
cost of capital are important considerations.
Customers. Loyalty, existing relationships, and understanding of wants and needs are
important.
Products and services. These include existing products and services, and the potential
for new products and services.
Technology. This includes existing technology, the ability to integrate new technology,
and the probable impact of technology on current and future operations.
Other. Other factors include patents, labor relations, company or product image,
distribution channels, relationships with distributors, maintenance of facilities and
equipment, access to resources, and access to markets.
Operations Strategy
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Productivity
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