Summary Slack: Operations Management with MyOMLab pack

A snapshot of the summary - Slack: Operations Management with MyOMLab pack Author: Nigel Slack, Alistair Brandon Jones, Robert Johnston ISBN: 9780273776291

• 1 Operations Management

• 1.2 What is operation management

• What are the four support functions of an organization?

  1) Information system function
  2) Human resource function
  3) Accounting and finance function
  4) Technical function

• 1.3 Operations management is important

• Operations management uses ‘resources to ?

  Appropriately create outputs that fulfil defined market requirements’

• 1.4 the input-transformation-output process

• What are transforming resources?

  These are the resources which act upon the transformed resources.
• All operations create and deliver services and products by changing inputs into outputs using an

  ‘input–transformation–output’ process
• Which two transforming processes are the building blocks of all operations?

  1) facilities
  2) staff

• 1.5 The process hierarchy

• What is process hierarchy?

  
  
  
  
  the idea that a network of resources form processes, networks of processes form operations, and networks of operations form supply networks. 

• 1.6 Operations processe have different characteristics

• 
  The part of the organization which creates and delivers services and products for the organization’s external customers is called?

  Operations as a function
• 
  The management of the processes within any of the organization’s functions is called? 

  Operations as an activity

• 1.7 What do operations managers do?

• What do operation managers do?

  1) directing
  2) designing
  3) delivery
  4) developing

• 2 Operations performance

• 2.2 Operations performance is vital for any organisation

• 
  
  
  
  Ensuring that the over- all productivity of accumulated human and physical capital resulting from development actions more than compensates for the direct or indirect loss or degradation of the environ- ment is the?

  the environment bottom line