Slack_6th_2-students

Slack_6th_2-students - Slack, Chambers and Johnston,...

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Unformatted text preview: Slack, Chambers and Johnston, Operations Management , 6th Edition, Nigel Slack, Stuart Chambers, and Robert Johnston 2010 2.1 2.1 C hapter 2 O perations performance Slack, Chambers and Johnston, Operations Management , 6th Edition, Nigel Slack, Stuart Chambers, and Robert Johnston 2010 2.2 2.2 Design Planning and control Operations performance Operations strategy Improvement Operations management Operations strategy Slack et al. s model of operations management Slack, Chambers and Johnston, Operations Management , 6th Edition, Nigel Slack, Stuart Chambers, and Robert Johnston 2010 2.3 2.3 A Tale of Two Companies (1 of 2) Slack, Chambers and Johnston, Operations Management , 6th Edition, Nigel Slack, Stuart Chambers, and Robert Johnston 2010 2.4 2.4 A Tale of Two Companies (2 of 2) Slack, Chambers and Johnston, Operations Management , 6th Edition, Nigel Slack, Stuart Chambers, and Robert Johnston 2010 2.5 2.5 Shareholders Directors / top management Staff Staff representative bodies Regulatory bodies Government Suppliers Lobby / interest groups Customers Stakeholder groups with a legitimate interest in the operations activities [the view of the stakeholder] Society Slack, Chambers and Johnston, Operations Management , 6th Edition, Nigel Slack, Stuart Chambers, and Robert Johnston 2010 2.6 2.6- Stakeholder groups with a legitimate interest in the operations activities [the view of the stakeholder] Slack, Chambers and Johnston, Operations Management , 6th Edition, Nigel Slack, Stuart Chambers, and Robert Johnston 2010 2.7 2.7 Operations and processes excellence Operations and process management contribution to strategy [the view of the manager ] Enhanced service Secure revenue Lower costs Process efficiency Reduced errors, better resilience Lower operational risk Higher capacity utilization Lower capital requirements Capabilities for future innovation Opportunities for process learning Slack, Chambers and Johnston, Operations Management , 6th Edition, Nigel Slack, Stuart Chambers, and Robert Johnston 2010 2.8 2.8 C o m p e t i t i v e n e s s The five competitive objectives Quality Being RIGHT Speed Being FAST Dependability Being ON TIME Cost Being PRODUCTIVE Being ABLE TO CHANGE Flexibility Slack, Chambers and Johnston, Operations Management , 6th Edition, Nigel Slack, Stuart Chambers, and Robert Johnston 2010 2.9 2.9 Minimum cost, maximum value Minimum price, highest value Fast throughput Quick delivery...
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This note was uploaded on 12/01/2011 for the course MBA 605 taught by Professor Dave during the Spring '10 term at dwh.

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Slack_6th_2-students - Slack, Chambers and Johnston,...

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