CHNG 1

Gii thieu ve QLSX

(POM)

NOI DUNG
Cac khai niem c ban
Van hanh
He thong san xuat
Quan ly

CAC KHAI NIEM C BAN

San xuat la hoat ong kinh doanh
SAN XUAT la cac qua trnh hay phng phap
c khai thac nham BIEN OI cac AU VAO
hu hnh nh nguyen vat t, vat lieu, ban
thanh pham, linh kien va cac au vao vo
hnh nh y tng, thong tin, tri thc THANH
AU RA la san pham/dch vu
SAN PHAM: la hang hoa, vat dung, phng
phap, thong tin ap ng c nhu cau hay
mong muon cua khach hang hay ngi s
dung
San pham thng bao gom mot tap hp cac
ac tnh hu hnh hay vo hnh ma ngi

CAC KHAI NIEM C BAN

SAN XUAT ra SAN PHAM luon oi hoi s
dung nguon lc au vao.
NGUON LC SAN XUAT c mua hay khai thac
trong t nhien co the bao gom:
+ at ai
+ Von
+ Nhan lc
+ Cong nghe, phng phap
+ Cac loai nguyen vat t va vat lieu
Ngi san xuat HP LY luon quan tam ti
viec lam sao at c gia tr cao nhat cua
au ra t tp hp xac nh cac yeu to au
vao ma anh ta co c
Ngi san xuat mong muon s dung phng
phap ky thuat ket hp cac au vao mot
cach co hieu suat sao cho at c gia tr cao
nhat au ra

CAC KHAI NIEM C BAN

DOANH NGHIEP SAN XUAT la mot thc the
kinh te thc hien cac hoat ong san xuat-kinh
doanh.
Kinh doanh co y ngha rong hn san xuat
Stephenson nh ngha kinh doanh la hoat ong
san xuat ra hang hoa/dch vu mot cach
thng xuyen hay mua-ban hang hoa vi muc
tieu la co c li nhuan hay thu c cua
cai thong qua viec thoa man nhu cau cua
con ngi
Muc tieu chu yeu cua san xuat-kinh doanh la
LI NHUAN

CAC KHAI NIEM C BAN

Kinh doanh luon i vi viec tao ra cua cai
(wealth)
Viec kien tao ra cua cai buoc phai bao gom
cac qua trnh
trong o lao ong, thiet ke, vat t-vat lieu,
thiet b, cong
nghe, von va cac thanh phan khac c s
dung mot cach
co hieu suat sao cho co the tao ra li nhuan
CO LI NHUAN CO CUA CAI

CAC KHAI NIEM C BAN

Tao ra li nhuan va cua cai quan trong oi
vi cong ty v:
Nhu cau kiem tien cua doanh nhan
Nhu cau duy tr kha nang tra n ngan hang
Nhu cau tai au t
Nhu cau duy tr hoat ong san xuat-kinh
doanh
Nhu cau phat trien kinh doanh
Tao ra li nhuan va cua cai quan trong oi
vi a phng
v co the:
Phat trien kinh te ben vng
Tao viec lam
Phat trien cac nganh cong nghiep

CAC KHAI NIEM C BAN

Tao ra li nhuan va cua cai quan trong oi
vi cong nhan
vien v co the:
Cai thien cuoc song
Bao am viec lam
Trien vong phat trien nghe nghiep chuyen
mon

CAC CHC NANG CUA SAN XUAT KINH

DOANH
Research & development creates product and
processes
Finance obtains funds
Marketing gets customers
Accounting tracks money
Top Management keeps people on task
Legal makes sure the company is following the
laws in purchases and sales
HR manages benefits, compensation, compliance
issues, recruiting, training, etc.
IT makes sure systems work to support everyone
else
Operations is the answer to the question, What
does your company do?. It is the day to day

VAN HANH
Van hanh (Operation) la mot trong ba chc
nang quan
trong nhat cua kinh doanh

VAN HANH
Finance is responsible for securing financial resources at
favorable prices and allocating those resources throughout the
organization, as well as budgeting, analyzing investment
proposals, and providing funds for operations.
Marketing and operations are the primary, or line, functions.
Marketing is responsible for assessing consumer wants and
needs, and selling and promoting the organizations goods or
services.
Operations is responsible for producing the goods or providing
the services offered by the organization.
To put this into perspective, if a business organization
were a car, operations would be its engine. And just as the
engine is the core of what a car does, in a business organization,
operations is the core of what the organization does. Operations
management is responsible for managing that core. Hence,
operations management is the management of systems or
processes that create goods and/or provide services.

VAN HANH
OPERATION or the creation of goods or services involves
transforming or converting inputs into outputs.
Various inputs such as capital, labor, and information are
used to create goods or services using one or more
transformation processes (e.g., storing, transporting, cutting).
To ensure that the desired outputs are obtained, an
organization takes measurements at various points in the
transformation process (feedback) and then compares them
with previously established standards to determine whether
corrective action is needed (control).

The operations function involves the conversion of inputs into

outputs
The conversion system.

Examples of inputs, transformation

processes, and outputs

Operation output: GOOD AND

SERVICE
Goods and services often occur jointly. For example, having
the oil changed in your car is a service, but the oil that is
delivered is a good. Similarly, house painting is a service,
but the paint is a good.
The goods-service combination is a continuum. It can range
from primarily goods, with little service, to primarily
service, with few goods.
Because there are relatively few pure goods or pure services,
companies usually sell product packages, which are a
combination of goods and services. There are elements of
both goods production and service delivery in these
product packages. This makes managing operations more
interesting, and also more challenging.

Operation output: GOOD AND

SERVICE
Distinction between Manufacturing Operations and Service
Operations
Following characteristics can be considered for distinguishing
manufacturing operations with service operations:
1.Tangible/Intangible nature of output
2.Consumption of output
3.Nature of work (job)
4.Degree of customer contact
5.Customer participation in conversion
6.Measurement of performance.

The goods-service continuum.

Differences between production of

goods and service operations

VALUE-ADDED
The essence of the operations function is to add value during
the transformation process
Value-added is the term used to describe the difference
between
the cost of inputs and the value or price of outputs.
The greater the value-added, the greater the effectiveness of
these operations
The value of outputs is measured by the prices that customers
are willing to pay for those goods or services.
Firms use the money generated by value-added for R&D,
investment in new facilities and equipment, worker salaries, and
profits.
Consequently, the greater the value-added, the greater the

PRODUCTION SYSTEM
SYSTEM:
OBJECTIVE

FEEDBACK

PROCESS
INPUT

OUTPUT

OBJECTIVE: EFFECTIVENESS & EFFICIENCY

PRODUCTION SYSTEM
SYMPLE SYSTEM: has the following characteristics:
1. Production is an organized activity, so every production
system has an objective.
2. The system transforms the various inputs to useful
outputs.
3. It does not operate in isolation from the other
organization system.
4. There exists a feedback about the activities, which is
essential to control and improve system performance.

PRODUCTION SYSTEM
SYSTEM:
Muc
tieu
Moi
trng
ben trong
QUAN L

NHA
CUNG
CAP

Bien
phap
SAN XUATKINH DOANH

Tn hieu
phan
hoi

San
pha
Ke
m
t
qua

Moi
trn
g ben
ngoai

KHACH
HANG

PRODUCTION SYSTEM
+ nh ngha he thong
He thong la mot bo/tap hp nhng thanh
phan/yeu to co
quan he vi nhau va co quan he gia cac
ac tnh cua
chung cung moi quan he cua chung vi
moi trng xung
quanh tao thanh mot tong the
+ Cac yeu to/thanh phan cua he thong co
the la:
au vao: nhan s, thong tin, tien, nguyen
vat lieu

PRODUCTION SYSTEM

Moi trng: la nhng g nam ngoai tam

kiem soat cua
he thong va ong thi quyet nh ban chat
cua he thong.
+ Mc o kiem soat cua he thong la nang
lc s dung
cac nguon lc cua he thong e kiem soat
cac yeu to ben
trong va ben ngoai he thong.

PRODUCTION SYSTEM
Classification of Production System

MASS
customisation

PRODUCTION SYSTEM
JOB SHOP PRODUCTION
Job shop production are characterised by
manufacturing of one or few quantity of products
designed and produced as per the specification of
customers within prefixed time and cost.
The distinguishing feature of this is low volume and
high variety of products.
A job shop comprises of general purpose machines
arranged into different departments.
Each job demands unique technological requirements,
demands processing on machines in a certain
sequence.

PRODUCTION SYSTEM
JOB SHOP PRODUCTION
Characteristics: The Job-shop production system is
followed when there is:
1. High variety of products and low volume.
2. Use of general purpose machines and facilities.
3. Highly skilled operators who can take up each job
as a challenge because of uniqueness.
4. Large inventory of materials, tools, parts.
5. Detailed planning is essential for sequencing the
requirements of each product, capacities for each
work centre and order priorities.

JOB SHOP PRODUCTION

Advantages
1.Because of general purpose machines and facilities variety
of products can be produced.
2.Operators will become more skilled and competent, as each
job gives them learning opportunities.
3.Full potential of operators can be utilised.
4.Opportunity exists for creative methods and innovative
ideas.
Limitations
Following are the limitations of job shop production:
1.Higher cost due to frequent set up changes.
2.Higher level of inventory at all levels and hence higher
inventory cost.
3.Production planning is complicated.
4.Larger space requirements.

PRODUCTION SYSTEM
BATCH PRODUCTION
Batch production is defined by American Production and
Inventory Control Society (APICS) as a form of
manufacturing in which the job passes through the
functional departments in lots or batches and each lot may
have a different routing.
It is characterised by the manufacture of limited number of
products produced at regular intervals and stocked
awaiting sales.

BATCH PRODUCTION
Characteristics
Batch production system is used under the following
circumstances:
1.When there is shorter production runs.
2.When plant and machinery are flexible.
3.When plant and machinery set up is used for the production
of item in a batch and change of set up is required for
processing the next batch.
4.When manufacturing lead time and cost are lower as
compared to job order production.

BATCH PRODUCTION
Advantages
Following are the advantages of batch production:
1.Better utilisation of plant and machinery.
2.Promotes functional specialisation.
3.Cost per unit is lower as compared to job order production.
4.Lower investment in plant and machinery.
5.Flexibility to accommodate and process number of products.
6.Job satisfaction exists for operators.
Limitations
Following are the limitations of batch production:
1.Material handling is complex because of irregular and longer
flows.
2.Production planning and control is complex.
3.Work in process inventory is higher compared to continuous
production.
4.Higher set up costs due to frequent changes in set up.

PRODUCTION SYSTEM
MASS PRODUCTION
Manufacture of discrete parts or assemblies using a
continuous process are called mass production.
This production system is justified by very large volume of
production. The machines are arranged in a line or product
layout. Product and process standardisation exists and all
outputs follow the same path.

MASS PRODUCTION
Characteristics
Mass production is used under the following circumstances:
1.Standardisation of product and process sequence.
2.Dedicated special purpose machines having higher
production capacities and output rates.
3.Large volume of products.
4.Shorter cycle time of production.
5.Lower in process inventory.
6.Perfectly balanced production lines.
7.Flow of materials, components and parts is continuous and
without any back tracking.
8.Production planning and control is easy.
9.Material handling can be completely automatic.

MASS PRODUCTION
Advantages
1.Higher rate of production with reduced cycle time.
2.Higher capacity utilisation due to line balancing.
3.Less skilled operators are required.
4.Low process inventory.
5.Manufacturing cost per unit is low.
Limitations
1.Breakdown of one machine will stop an entire production
line.
2.Line layout needs major change with the changes in the
product design.
3.High investment in production facilities.
4.The cycle time is determined by the slowest operation.

PRODUCTION SYSTEM
CONTINUOUS PRODUCTION
Production facilities are arranged as per the sequence of
production operations from the first operations to the
finished product. The items are made to flow through the
sequence of operations through material handling devices
such as conveyors, transfer devices, etc.
Characteristics
1.Dedicated plant and equipment with zero flexibility
2.Material handling is fully automated.
3.Process follows a predetermined sequence of operations.
4.Component materials cannot be readily identified with final
product.
5.Planning and scheduling is a routine action.

CONTINUOUS PRODUCTION
Advantages
1.Standardisation of product and process sequence.
2.Higher rate of production with reduced cycle time.
3.Higher capacity utilisation due to line balancing.
4.Manpower is not required for material handling as it is
completely automatic.
5.Person with limited skills can be used on the production line.
6.Unit cost is lower due to high volume of production.
Limitations
1.Flexibility to accommodate and process number of products
does not exist.
2.Very high investment for setting flow lines.
3.Product differentiation is limited.

MASS CUSTOMISATION PRODUCTION

Phat trien cong nghiep t au the ky
th 18 a tao ra chuyen bien c ban
t san xuat tieu thu cong sang san
xuat hang loat (mass production)
Cuoi the ky 20 a xuat hien xu the
mi trong san xuat CN: san xuat theo
n hang cua khach hang (mass
customisation)
Mass customization is also commonly referred to as
Build to order
Assemble to order
Con gure to order
Make to order

MASS CUSTOMISATION PRODUCTION

San xuat theo n hang cua khach hang (mass
customisation) vi cac ac trng sau:
Thiet ke co tnh ac thu, tc ap ng
ung yeu cau cua khach hang (nh trong
san xuat tieu thu cong)
Vong i cua san pham rat ngan
Th trng b phan manh
San xuat theo mo hnh san xuat hang loat
S dung cong nghe (thong tin), t ong
hoa..: body scanning,

MASS CUSTOMISATION PRODUCTION

Advantages
1. Product differenciation is unlimited, improved customer
satisfaction)
2. Affordable price
3. Lower total costs
4. Competitive advantages
5. Flexibility under changing market condition
6. Higher quality product
7. Broader product line
8. Higher profit
9. Avoidance of forecast errors
10. Avoidance of purchasing delays
11. Optimise margin by standardising service
12. Consistent response time and delivery

MASS CUSTOMISATION PRODUCTION

Limitations
1.High needs for sound consumers information
2.Cross-trained and empowed workers
3. requires a highly flexible production technology
4. requires unique operational capabilities.
5. requires an elaborate system for eliciting
customers' wants and needs.
6. People are not willing to pay to have everything
customized.
7. requires a strong direct-to-customer logistics
system

MANUFACTURING TECHNOLOGY
Cong nghe san xuat (manufacturing technology)
la thanh phan ac biet quan trong trong he
thong san xuat va van hanh. ay cung
chnh la trach nhiem trong tam cua ky s
trong POM
Cong nghe san xuat trc tiep thc hien qua
trnh bien oi nguyen vat lieu thanh san
pham
Cong nghe san xuat bao gom nhieu thanh
phan. Cac thanh phan cong nghe co quan
he mat thiet, bo sung cho nhau nhng co gii
han toi thieu va toi a cho moi thanh phan
e thc hien c qua trnh bien oi mot
cach hieu qua.
Cong nghe san xuat (manufacturing technology)

CAC THANH PHAN CUA CN SAN XUAT

MANUFACTURING TECHNOLOGY
QUA TRNH SAN XUAT la mot chuoi
cac hoat ong san xuat-cong nghe tao
ra mot san pham hoan chnh. Qua trnh
SX oi hoi ap dung ong thi nhieu
loai hnh CN san xuat
Cac loai hnh cong nghe cua nganh det
may:
Keo si
Det thoi, det kim
Nhuom, hoan tat
May
Cac loai CN khac: cong nghe nhiet, CN
san xuat linh phu kien: kim, day keo,

QUY TRNH KEO SI

Lch s phat trien cua cong nghe che

tao (manufacturing technology)

MANAGEMENT
Quan l la mot qua trnh lam viec vi va
thong qua ngi khac nham at c cac
muc tieu cua n v trong mot moi trng
co nhieu thay oi. Nhiem vu trong tam cua
qua trnh nay la s dung cac nguon lc b
han che mot cach co hieu suat va at
hieu qua.

MANAGEMENT
Moi
trn
g thay
oi

Can oi
hieu
suat va
hieu
qua

Lam viec
vi &
thong qua
ngi
khac

Moi
trng
thay
oi

S dung
toi a
nguon
lc b
han che

MANAGEMENT

CHC NANG CUA QUAN LY

1. Lap ke hoach va ra quyet nh la qua trnh xac
nh cac muc tieu va cac phng tien, bien
phap e at muc tieu.
Xac nh cac van e can giai quyet, nhu cau
can phai thoa man: YEU CAU NAO PHAI AP
NG VA U TIEN AP NG TRC TIEN?
Phan tch cac van e, nhu cau, cac moi quan
he cua chung trong qua kh-hien tai va tng
lai: CAC NHAN TO/YEU TO NAO A HAY CO
THE ANH HNG EN VIEC AP NG CAC
YEU CAU A NH?
Xac nh cac anh hng va qui mo cua cac
anh hng len nhu cau. AU LA NHNG YEU
TO/NHAN TO QUAN TRONG NHAT?
Xac nh cac phng tien, bien phap co the
phat huy cac anh hng tch cc va han che
cac anh hng tieu cc ti nhu cau can at.

PRODUCTION OPERATION MANAGEMENT

Definition 1
The design, operation and improvement of the systems
that create and deliver the primary product and service
combinations
Definition 2
The design, operation and improvement of the internal
and external systems, resources and technologies that
create and deliver the firms primary product and
service combinations.
Definition 3
The design, operation and improvement of the internal
and external systems, resources and technologies that
create product and service combinations in any type of
organization.

PRODUCTION OPERATION MANAGEMENT

POM in thi subject is a process of planning, organizing,
directing and controlling the activities of the production
function. It combines and transforms various resources
used in the production subsystem of the organization into
value added product in a controlled manner as per the
policies of the organization.
E.S. Buffa defines production management as, Production
operation management deals with decision making
related to production processes so that the resulting
goods or services are produced according to
specifications, in the amount and by the schedule
demanded and out of minimum cost.

PRODUCTION OPERATION MANAGEMENT

POM = IEU KHIEN QUA TRNH SX
Muc tieu

ieu khien he
thong
au vao:
nguyen vat
lieu,
nhan lc, von,
CN

Qua trnh san

xuat:
Bien au vao
thanh au ra

Hieu suat

Hie
u
qua
au ra:
San pham,

dch vu

PRODUCTION OPERATION MANAGEMENT

POM: ieu khien QUA TRNH SX nham at c
hieu suat-hieu qua
F

Trang thai
thc te

Muc tieu

Tn hieu phan hoi

PRODUCTION OPERATION MANAGEMENT

HIEU SUAT-HIEU QUA CUA HE THONG

1. La cac muc tieu quan trong ma

toan bo hoat ong san xuat, kinh
doanh phai nham ti va nham ti
ong thi
2. Ch co the ap dung cho he thong
khong ap dung cho thanh phan
3. Ch co the anh gia c sau khi
mot giai oan san xuat a c
hoan tat vi mot so lng nhat
nh san pham a c tao thanh,
dch vu a c thc hien cho khach

PRODUCTION OPERATION MANAGEMENT

HIEU SUAT-HIEU QUA CUA HE THONG

4. oi khi mau thuan vi muc tieu hay

mong muon cua mot n v va ca
nhan nhng ch trong ngan han
5. Phai o c khach quan e biet
chnh xac he thong ang i ve au,
co can phai ieu chnh hay thay oi
khong, theo hng nao
6. Khong bao gi co the at c 100%
hieu qua va hieu suat cung khong
bao gi co the at mot mc o
nhat nh mot cach chac chan

PRODUCTION OPERATIONS MANAGEMENT

HIEU SUAT-HIEU QUA CUA HE THONG

7. Co the at c vi kha nang cao

nhat khi mc o can at la kha thi
trong pham vi ve nguon lc va thi
gian cho phep va cac yeu to ben
ngoai la kiem soat c (kha nang
d bao c kha nang xuat hien
va qui mo anh hng, co kha nang
ngan chan hay han che anh hng
tieu cc khi xay ra)
8. Khong ch chu anh hng cua cac
thanh phan/nhan to ma ca quan
he gia cac chung

PRODUCTION OPERATIONS MANAGEMENT

V DU VE CH SO HIEU SUAT VA HIEU QUA
CUA HE THONG SAN XUAT
Hieu qua:
Li nhuan/1 san pham
Doanh thu/1 nhan vien
Thu nhap trung bnh/thang
Chat lng san pham: cac ac trng cua san
pham va tnh phu hp
So lan giao hang ung han
So lng tham phien cua khach hang/1 mat
hang
Thi gian dch vu khach hang

PRODUCTION OPERATIONS MANAGEMENT

V DU VE CH SO HIEU SUAT VA HIEU QUA
CUA HE THONG SAN XUAT
Hieu suat
Chi ph san xuat n v
Thi gian san xuat/1san pham
Nang lc san xuat (so san pham/thi gian)
Hieu dung cua may moc (so gi lam
viec/tong thi gian san xuat)
Chi ph nang lng/1san pham

PRODUCTION OPERATIONS MANAGEMENT

QUAN LY ONG VAI TRO TI 80% TAM QUAN

TRONG CHO VIEC AT C HIEU SUAT &
HIEU QUA CUA HTSX

PRODUCTION OPERATIONS MANAGEMENT

TIEU CHUAN HIEU SUAT QUAN TRONG NHAT
CUA HTSX: NANG SUAT HE THONG
PRODUCTIVITY-P

P = OUTPUT/INPUT
OUTPUT: gia tr th trng cua hang hoa
INPUT: chi ph cho toan bo nguon lc c s
dung e tao ra OUTPUT

PRODUCTION OPERATIONS MANAGEMENT

TIEU CHUAN HIEU SUAT QUAN TRONG NHAT
CUA HTSX: NANG SUAT HE THONG
PRODUCTIVITY-P

P = OUTPUT/INPUT
OUTPUT: gia tr th trng cua hang hoa
INPUT: chi ph cho toan bo nguon lc c s
dung e tao ra OUTPUT

PRODUCTION OPERATIONS MANAGEMENT

TIEU CHUAN HIEU SUAT CUA CAC NGUON
LC SX: NANG SUAT NGUON LC PARTIAL
PRODUCTIVITY

P = OUTPUT/INPUT(R)
OUTPUT: gia tr th trng cua hang hoa
INPUT: chi ph cho nguon lc nhat nh c s
dung e tao ra OUTPUT

PRODUCTION OPERATIONS MANAGEMENT

V DU TNH NANG SUAT

Cac
nguye
n
nhan
lam
giam
nang
suat

PRODUCTION OPERATIONS
MANAGEMENT
THE OBJECTIVES OF POM is to produce goods services of
right quality and quantity at the right time and right
manufacturing cost.
1. RIGHT QUALITY
The quality of product is established based upon the customers
needs. The right quality is not necessarily best quality. It is
determined by the cost of the product and the technical
characteristics as suited to the specific requirements.
2. RIGHT QUANTITY
The manufacturing organization should produce the products in
right number. If they are produced in excess of demand the
capital will block up in the form of inventory and if the
quantity is produced in short of demand, leads to shortage of
products.

PRODUCTION OPERATIONS
MANAGEMENT
THE OBJECTIVES OF POM
3. RIGHT TIME
Timeliness of delivery is one of the important parameter to
judge the effectiveness of production department. So, the
production department has to make the optimal utilization
of input resources to achieve its objective.
4. RIGHT MANUFACTURING COST
Manufacturing costs are established before the product is
actually manufactured. Hence, all attempts should be
made to produce the products at pre-established cost, so
as to reduce the variation between actual and the
standard (pre-established) cost.

PRODUCTION OPERATIONS
MANAGEMENT
THE SCOPE OF OPERATIONS MANAGEMENT
Operations management people are involved in product and
service design, process selection, selection and
management of technology, design of work systems,
location planning, facilities planning, and quality
improvement of the organizations products or services.
The operations function includes many interrelated activities,
such as forecasting, capacity planning, scheduling,
managing inventories, assuring quality, motivating
employees, deciding where to locate facilities, and more.

THE SCOPE OF OPERATIONS MANAGEMENT

.

PRODUCTION OPERATIONS MANAGEMENT

EXAMPLE: A GARMENT FACTORY.
Assembly operation: buying components such as
fabrics, threads, needles, accessories, and other
items from suppliers, and then assembling
garment.
Fabrication work, patern cutting, embroying, and buy
mainly yarns, couloring substances and a few parts
and materials such as stabilising and polishing
substances.
Key management tasks in either case are scheduling
production, deciding which components to make
and which to buy, ordering parts and materials,
deciding on the style of garment to produce and
how many, purchasing new equipment to replace
old or worn out equipment, maintaining
equipment, motivating workers, and ensuring that

A primary function of an operations manager is to

guide the system by decision making. Certain
decisions affect the design of the system, and
others affect the operation of the system.
System design involves decisions that relate to
system capacity, the geographic location of
facilities, arrangement of departments and
placement of equipment within physical
structures, product and service planning, and
acquisition of equipment.
System operation involves management of
personnel, inventory planning and control,
scheduling, project management, and quality
assurance.
The operations function also includes purchasing,

EXAMPLES OF TYPES OF OPERATIONS

EXAMPLES OF OPERATION MANAGEMENT DECISIONS

EXAMPLES OF OPERATION MANAGEMENT DECISIONS

HISTORY OF POM

HISTORY OF POM

Lch s phat trien cua cong nghe che tao

(manufacturing technology) cung vi POM