Download Document
Showing pages : 1 - 3 of 32
This preview has blurred sections. Sign up to view the full version! View Full Document
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: CHAPTER 2 CHAPTER OUTLINE ± Introduction,±42± ±Competitiveness,±42 Why Some Organizations Fail, 43 Mission and Strategies 44 Strategies and Tactics, 45 Strategy Formulation, 47 Supply Chain Strategy, 51 Sustainability Strategy, 51 Global Strategy, 51 Operations Strategy, 52 Strategic Operations Management Decision Areas, 53 Quality and Time Strategies, 53 Implications of Organization Strategy for Operations Management, 54 Transforming Strategy into Action: The Balanced Scorecard, 54 ±Productivity,±56 Computing Productivity, 57 Productivity in the Service Sector, 60 Factors That Affect Productivity, 60 Improving Productivity, 62 Cases: An American Tragedy: How a Good Company Died, 66 Home-Style Cookies, 67 Hazel Revisited, 69 Your Garden Gloves, 69 Operations Tour: The U.S. Postal Service, 70 ±Competitiveness,± Strategy, and Productivity After completing this chapter, you should be able to: 1 List the three primary ways that business organizations compete. 2 Explain five reasons for the poor competi-tiveness of some companies. 3 Define the term strategy and explain why strategy is important. 4 Discuss and compare organization strat-egy and operations strategy, and explain why it is important to link the two. 5 Describe and give examples of time-based ±strategies.± 6 Define the term productivity ±and±explain± why it is important to organizations and to countries. 7 Provide some of the reasons for poor pro-ductivity and some ways of improving it. LEARNING OBJECTIVES 1 Introduction to Operations Management 2 Competitiveness, Strategy, and Productivity 3 Forecasting 4 Product and Service Design 5 Strategic Capacity Planning for Products and Services 6 Process Selection and Facility Layout 7 Work Design and Measurement 8 Location Planning and Analysis 9 Management of Quality 10 Quality Control 11 Aggregate Planning and Master Scheduling 12 MRP and ERP 13 Inventory Management 14 JIT and Lean Operations 15 Supply Chain Management 16 Scheduling 17 Project Management 18 Management of Waiting Lines 19 Linear Programming 41 This chapter discusses competitiveness, strategy, and productiv-ity, three separate but related topics that are vitally important to business organizations. Competitiveness relates to the effec-tiveness of an organization in the marketplace relative to other organizations that offer similar products or services. Operations and marketing have a major impact on competitiveness. Strategy relates to the plans that determine how an organization pursues its goals. Operations strategy is particularly important in this regard. Productivity relates to the effective use of resources, and it has a direct impact on competitiveness. Operations manage-ment is chiefly responsible for productivity. ...
View Full Document