ACC 100 Chapter Notes - Chapter 1: Lillian Moller Gilbreth, Elton Mayo, Total Quality Management

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Published on 25 Sep 2012
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CHAPTER 1: INTRODUCTION TO OPERATIONS MANAGEMENT
Operations Management: the management of processes or systems that create goods and or
provide services.
Process: A series of linked actions, changes, or functions bringing about a result.
Efficiency: operating at minimum cost and time.
Effectiveness: Achieving quality and responsiveness.
Value Added: The difference between the cost of inputs and the value or price of outputs.
Increase production, may be used for R&D, investments and profits.
Lead Time: the time between ordering a good or service and receiving it.
1. Operations: create goods and services
2. Finance: provide funds and the economic analysis of investment proposals
3. Marketing: assess customer wants and needs and communicate them to others
Model: An abstraction of reality; a simplified representation of something.
System: A set of interrelated parts that must work together.
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Pareto Phenomenon: A few factors that account for a high percentage of results achieved.
80/20 Rule - 80% of problems are caused by 20% of the activities.
Craft Production: System in which highly skilled workers use simple, flexible tools to produce
small quantities of customized goods.
Division of Labour: Breaking up a production process into small tasks so that each worker
performs a small portion of the overall job.
Interchangeable Parts: Parts of a product made to such precision that they do not have to be
custom fitted.
Mass Production: System in which lower-skilled workers use specialized machinery to produce
high volumes of standardized goods.
Total Quality Management: Involving every employee in a continual effort to improve quality
and satisfy the customers.
Lean Production: System that uses minimal amounts of resources to produce a high volume of
high-quality goods with some variety.
E-commerce: Use of the internet and other electronic networks to buy and sell goods and
services.
Supply Chain: A sequence of activities and organizations involved in producing and delivering a
good or service.
TYPES OF OPERATIONS
capacity,
location,
equipment
Designing
Decisions
planning
execution
controlling
Operating
Decisions
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HISTORICAL EVOLUTION OF OM
EARLIEST
DAYS
INDUSTRIAL
REVOLUTION
HUMAN
RELATIONS
MOVEMENT
DECISION
MODELS &
COMPUTER
(1960+)
JAPANESE
MANUFACTURES
(1980+)
Craft
production, no
economies of
scale
Interchangeable
parts ( Eli,
Whitney, 1700)
Improve
Productivity (
Elton Mayo,
1930)
Management
Science
TQM Revolution
Mercantilism
Division of
Labour (Adam
Smith, 1776)
Motivational
Theories (
Abraham
Maslow,
1940s)
EDI
Lean Production
Scientific
Management,
1920s, ( Frederick
Taylor, Frank&
lillian Gilbreth,
Henry Gantt,
Henry Ford)
Employee
Problem
Solving
(William,
Ouchi, 1970s)
ERP
CHAPTER 2: COMPETITIVNESS, STRATEGIC PLANNING, AND PRODUCTIVITY
Competitiveness: Ability and performance of an organization in the marketplace compared to
other organizations that offer similar goods or services.
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Document Summary

Operations management: the management of processes or systems that create goods and or provide services. Process: a series of linked actions, changes, or functions bringing about a result. Value added: the difference between the cost of inputs and the value or price of outputs. Increase production, may be used for r&d, investments and profits. Model: an abstraction of reality; a simplified representation of something. System: a set of interrelated parts that must work together. Pareto phenomenon: a few factors that account for a high percentage of results achieved: 80/20 rule - 80% of problems are caused by 20% of the activities. Craft production: system in which highly skilled workers use simple, flexible tools to produce small quantities of customized goods. Division of labour: breaking up a production process into small tasks so that each worker performs a small portion of the overall job.

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