Operations management may be defined as the design, operation and improvement of the production systems that create the firm's products or services. Demand for quality, time-based competition, and international production has demonstrated the importance of operations management to the survival of the firm. This course will develop an appreciation for the challenge of operations, and an understanding of the impact of operations on corporate strategy.
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Upon successful completion of the course, the student will be able to:
Describe the characteristics of the functional areas of operations, finance, and marketing.
Explain the inter-relationship between the different departments in an organization.
Explain the link between customer expectations, corporate strategies, and a business' core competency.
Identify the inputs and outputs of processes.
Describe processes used throughout different departments (HR, IT, Purchasing, Quality, Production).
Describe appropriate productivity measures for different operating units.
Describe the capital-labour-energy-material tradeoffs involved in any operation.
Perform a qualitative cost-benefit analysis on an investment decision.
Explain the scientific method to solve business problems.
Identify 10 types of non-value-added activity and 4 categories they fall into.
Identify root causes for each type of non-value-added activity.
Describe how eliminating non-value-added activity improves quality.
Describe the major business processes involved in supply chain management.
Define the supply chain in terms of material, information, and capital flows.
Understand major challenges to effective supply chain management, including variability, organizational silos, the Bullwhip Effect, and tradeoffs.
Explain the importance of product design and manufacturing in the supply chain process.
Gravity the importance of metrics (supply chain performance measures), including chain-wide metrics.
Effective as of Fall 2003
OPMT 1100 is offered as a part of the following programs:
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