[Operations Management 12th Edition Pdf Download
Hanne Rylaarsdam
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This book, present a state-of the art view of the operations function. Operations is an exciting area of management that has a profound effect on productivity. Indeed, few other activities have as much impact on the quality of our lives. The goal of this book is to present a broad introduction to the field of operations in a realistic, practical manner. Even if you are not planning on a career in the operations area, you will likely be working with people in operations. Therefore, having a solid understanding of the role of operations in an organization will be of substantial benefit to you.
This book will also help you understand how OM affects society and your life. Certainly, you will better understand what goes on behind the scenes when you attend a concert or major sports event; purchase a bag of Frito-Lay potato chips; buy a meal at an Olive Garden or a Hard Rock Cafe; place an order through Amazon.com; board a flight on Alaska Airlines; or enter a hospital for medical care.
Production is the creation of goods and services. Operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs. Activities creating goods and services take place in all organizations. In manufacturing firms, the production activities that create goods are usually quite obvious. In them, we can see the creation of a tangible product such as a Sony TV or a Harley-Davidson motorcycle.
Through the three functions; marketing, operations, and finance value for the customer is created. However, firms seldom create this value by themselves. Instead, they rely on a variety of suppliers who provide everything from raw materials to accounting services. These suppliers, when taken together, can be thought of as a supply chain. A supply chain is a global network of organizations and activities that supply a firm with goods and services.
The creation of goods and services requires changing resources into goods and services. The more efficiently we make this change, the more productive we are and the more value is added to the good or service provided. Productivity is the ratio of outputs (goods and services) divided by the inputs (resources, such as labor and capital).
Operations, marketing, and finance/accounting are the three functions basic to all organizations. The operations function creates goods and services. Much of the progress of operations management has been made in the twentieth century, but since the beginning of time, humankind has been attempting to improve its material well-being. Operations managers are key players in the battle to improve productivity.
As societies become increasingly affluent, more of their resources are devoted to services. In the U.S., more than 85% of the workforce is employed in the service sector. Productivity improvements and a sustainable environment are difficult to achieve, but operations managers are the primary vehicle for making improvements.
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Associate professor of Decision Sciences in the College of Business at Rochester Institute of Technology. He teaches graduate and undergraduate courses in operations management and management science. Dr. Stevenson is the author of textbooks in management science, statistics, and operations management. His articles have appeared in Management Science, Decision Sciences, Quality Progress, and other journals. He received a bachelor's degree in industrial engineering, an MBA, and a Ph.D. in production/operations management, from Syracuse University.
Operations management is concerned with the production and delivery of goods and services. It encompasses the design of the products and processes, the planning and execution of production, and acquisition and deployment of resources. Efficient operations can provide a firm with major competitive advantages, since the ability to respond to consumer and market requirements quickly, at low coast, and with high quality, is vital for sustained profitability and growth.
The course aims to familiarize you with the problems and issues confronting operations managers and provide you with concepts, insights and tools to deal with these issues in order to gain competitive advantage through operations.
We will see how different business strategies require different business processes, and vice versa, how different operational capabilities allow and support different strategies to gain competitive advantage. A process view of operations will be used to analyze different key operational dimensions such as capacity management, cycle time management, supply chain and logistics management, and quality management. And, we will connect to recent development such as lean or world-class manufacturing, just-in-time operations, time-based competition and business re-engineering.
The course describes the evolution of the main business management models.
The theories and practical tools for the management of the so-called operations within the companies producing goods and services will be studied.
The methods for production management, logistics, stock management, product and process quality will be analyzed in particular.
The main knowledges provided by the teaching concern:
The student will be able to develop behavioral skills regarding: know how to carry out a semi-professional activity in a group respect for timing in the performance of assigned tasks precision and accuracy in the realization of exercises and the relative modalities of presentation of the results.
For a correct use of the course it is advisable that the student has acquired knowledge about: basic elements of management (organization, organizational structure, leadership, resources) statistical elements with particular reference to the main distributions and statistical inference and basic use of spreadsheets.
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