OM final notes

OM final notes - management, flexibility, and innovation...

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INTRODUCTION Operations Management is defined as the design, operation, and improvement of the systems that create and delver the firm’s primary products or services. New product development phases: phase 0: planning, phase 1: concept development, phase 2: system-level design, phase 3: detail design, phase 4: testing and refinement, phase 5: production ramp-up Types of decisions in OM: Strategic: broad focus, long timespan, top mgt. level, tight link to corp. strategy Tactical: moderate focus, moderate timespan, mid mgt. level, moderate link to corp. strategy Operational: narrow focus, short timespan, 1 st line mgt. level, loose link to corp. strategy Value= quality/price Efficiency: doing something at lowest possible cost Effectiveness: doing the right things to create value OPERATIONS STRATEGY AND COMPETITIVENESS Strategy needs to support corporate strategy Competitive dimensions: cost, quality(product and process), delivery speed, delivery reliability, demand
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Unformatted text preview: management, flexibility, and innovation Order winners: criterion that differentiates one firm from another Order qualifiers: criterion that permit’s the firm’s products to even be considered for purchase Core capabilities: skills or knowledge that differentiates one firm from another. Productivity= outputs/inputs PRODUCT DESIGN/NEW PRODUCT DEVELOPMENT Quality function deployment: translates customer requirements into engineering specifications,. Aims to get design, engineering, and production people involved early on. Project based organization: project managers have more power. Functional managers report to project managers. Need “heavy weight” product manager. Functional based organization: functional managers have more power. Matrix organization: power overlaps...
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This note was uploaded on 01/25/2011 for the course MGT 3501 taught by Professor Chang during the Spring '10 term at Georgia Tech.

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