PART I

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Operations as a Competitive Weapon: 

Chapter 1 Operations as a Competitive Weapon

Process View of an Ad Agency: 

Process View of an Ad Agency Figure 1.1

Nested Processes: 

Nested Processes Figure 1.2

Internal Value-Chain Linkages Showing Work and Information Flows: 

Internal Value-Chain Linkages Showing Work and Information Flows Figure 1.3

Types of OM Decisions: 

Types of OM Decisions Strategic choices New Processes Quality Value Chains Operating Decisions Process Management Project Management Inventory Scheduling

Operations Management as a Function: 

Operations Management as a Function Figure 1.4

Productivity: 

Productivity

Operations Roadmap: 

Operations Roadmap Figure 1.6

Decision Making: 

Decision Making Supplement A

Break-Even Analysis: 

Break-Even Analysis

Sensitivity Analysis: 

Sensitivity Analysis

Preference Matrix: 

Preference Matrix Example A.4

Under Certainty: 

Under Certainty Example A.5

Under Uncertainty: 

Under Uncertainty Example A.6

Under Uncertainty: 

Under Uncertainty Example A.6

Under Uncertainty: 

Under Uncertainty

Under Uncertainty: 

Under Uncertainty

Under Risk: 

Under Risk Highest Expected Value

Decision Trees: 

Decision Trees

Decision Trees: 

Decision Trees

Decision Trees: 

Decision Trees Figure A.6

Operations Strategy: 

Operations Strategy Chapter 2

Competitive Priorities: 

Competitive Priorities Figure 2.1 Capabilities current needed planned

Competitive Priorities: 

Competitive Priorities Figure 2.1 Cost 1. Low-cost operations Quality 2. Top quality 3. Consistent quality Time 4. Delivery speed 5. On-time delivery 6. Development speed Flexibility 7. Customization 8. Variety 9. Volume flexibility

New Service or Product Development Process: 

New Service or Product Development Process Figure 2.2

Corporate Strategy and Key Operations Management Decisions: 

Corporate Strategy and Key Operations Management Decisions Corporate strategy Figure 2.3

Process Design Strategies: 

Process Design Strategies Chapter 3

Major Decisions for Effective Process Design: 

Major Decisions for Effective Process Design Figure 3.1

Different Dimensions of Customer Contact in Service Processes: 

Different Dimensions of Customer Contact in Service Processes Figure 3.2

Customer-Contact Model for Processes: 

Figure 3.3 Customer-Contact Model for Processes

Process Repositioning at a Restaurant: 

Process Repositioning at a Restaurant Higher Complexity/Divergence Current Process Lower Complexity/Divergence Figure 3.5

Product-Process Matrix for Processes: 

Figure 3.6 Product-Process Matrix for Processes

The Big Picture King Soopers Bakery: 

The Big Picture King Soopers Bakery

The Big Picture King Soopers Bakery: 

The Big Picture King Soopers Bakery Figure 3.8

Vertical Integration: 

Vertical Integration Figure 3.9

Costs and Volume: 

Costs and Volume Figure 3.10