Chapter 11 in Exploring Business is titled: “Operations Management in Manufacturing and Services Industries.”
Operations and production management are those set of coordinated elements and processes, which convert inputs into desired outputs. The outputs are goods (products) and services that are created using the factors of production, which includes human capital.
Production is the creation of finished goods and services using the factors of production.
System is: “[a]n interconnected and coordinated set of elements and processes that convert inputs into desired outputs” (Bovee & Thill, 2013 p. 193).
Operations and production management is a specialized area that, again, converts or transforms resources (including human capital or resources) into goods (products) and services.
Value chain pertains to the elements and processes, which: “. . . add value as raw materials are transformed into the final products made available to the ultimate consumer” (Bovee & Thill, 2013 p. 197).
Supply chain is a set of connected systems that coordinate the movement of materials and goods from suppliers all the way to the final customers. And supply chain management (SCM) pertains to those administrative procedures, policies, and typically automated or computerized systems, which assist in integrating the various elements of the supply chain toward a cohesive system.
Inventory pertains to the goods and materials, which are kept in stock for production and sale. Inventory control of course, is managing the right quantity of supplies, products, and the like in order to have them on hand when needed and tracking the location of those items. . . .
Capacity planning and forecasting are related. Capacity planning is the establishment of the overall level of resources needed to meet customer demand. . . (Bovee & Thill, 2013 p. 203).
Productivity is the efficiency with which a firm or organization can convert inputs to outputs. The basic formula for this concept is: productivity = outputs/inputs (Bovee & Thill, 2013 p. 203).
Scheduling is the development of timetables that specify how long each operation in the production process takes and when workers, robots, et cetera should perform them. . . .
Scalability is: “[t]he potential to increase production by expanding or replicating its initial production capacity” (Bovee & Thill, 2013 p. 207).
Quality control pertains to measuring quality against established standards . . . (Bovee & Thill, 2013).
The following PowerPoint presentation on Production and Operations Management is from the companion Website of Management, Ninth Edition, by Stephen P. Robbins and Mary Coulter. The PowerPoint slides were created by Charlie Cook of the University of West Alabama:
In sum, production is the creation of finished goods (products) and services using the factors of production. A system is an interconnected and coordinated set of elements and processes that convert inputs into desired outputs. Resultantly, operations and production management is a specialized area that converts or transforms resources (including human capital or resources) into goods (products) and services. When managing a system and seeking high performance—it will help: if everyone involved in these processes can see the “big picture;” the decision maker or makers have a good understanding of problems before they try to fix them; and if some mistakes are made they are used as opportunities to learn and improve.
V. Chapter 15 in Exploring Business is titled: “Managing Information and Technology.”
This chapter of the textbook explores how businesses use information as a resource. Data are raw facts. Information is knowledge gained from processing data in meaningful analytical and statistical ways.
An information system is a purposeful mechanism for collecting, storing, and communicating past, present, and projected information on internal operations and external “business intelligence.”
In sum, businesses can use information systems to collect, process, and store data. This data can be used in raw form and it can also be used to formulate information. A management information system (MIS) is an operational support system and it is an information system designed to produce a variety of data and information on an organization’s activities. And management data and information support systems are engineered to facilitate efficient and effective decision making.
Learning Activity Discussion Information and Questions:
In terms of the Production and Operations Management PowerPoint presentation—at work or in another class—how could you use the information provided in any one of the following slides: 19-3, 19-4, 19-8, 19-20, or 19-21?
Henry Gantt (1861-1919) worked with Frederick W. Taylor in 1887. . . . What are Gantt and PERT charts used for? And on which pages are they discussed in our textbook?
International Organization for Standardization (ISO) is discussed in our textbook. Where is ISO discussed in our textbook and what is it?
In terms of information management and technology—what is the general difference between data and information?
Jidoka is related to assembly lines so what is it? What is Six Sigma? Kanban and JITare related in several ways; what kind of system is JIT? What is customized production? What is mass production?
What is cloud computing and on which page or pages is it discussed within our textbook? What is computer hardware? What is computer software? What is a server? What is MIS? What are intranets? What is LAN? What is wireless fidelity? Is having a disaster recovery and backup system or program or contingency for one’s management information system important? Should employers monitor employees’ internet use? According to our textbook, what are some of the security issue involved in electronic communications? What is your personal and professional reaction to some of these security issue
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