OBA 335 - Week 1 Notes
OBA 335 - Week 1 Notes OBA 335
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This 2 page Class Notes was uploaded by Sonia Brosnan on Wednesday April 6, 2016. The Class Notes belongs to OBA 335 at University of Oregon taught by in Spring 2016. Since its upload, it has received 68 views. For similar materials see Operations Management in Business at University of Oregon.
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Date Created: 04/06/16
Week 1 Notes Operations management – the systematic design, direction, and control of processes that transform inputs into services and products for internal and external customers o Systematic thinking – need to think about the past, present, and future Ex: LCB building is a good size for the current student population but not a good size for the future student admissions (need to think about the future) o Customer feedback = important (make adjustments as needed) Process o Any activity that takes 1 or more inputs and transforms them, providing 1 or more outputs for its customers Operation o A group of resources preforming all or part of one or more processes Supply chain management o The synchronization of a firm’s process with those of its suppliers and customers to match the flow of materials, services, and information with customer demand o A company’s success depends on much outside help Ex: Manufacturers from China, Bangladesh suppliers etc. help to determine Nike’s success o Supply chain – an interrelated series of processes within and across firms that produces a service or product to the satisfaction of customers Finance – acquires financial resources and capital for inputs Operations – translates materials and services into outputs How processes work: o Every process and person in the organization has customers and relies on suppliers both externally and internally Service and manufacturing processes o Differ across nature of output and degree of customer contact o Manufactures don’t know who you are if you buy their product More like a manufacturing process: o Physical, durable output o Output can be inventoried o Low customer contact o Long response time o Capital intensive o Quality easily measured Ex: Water bottle – everybody can clearly see a water bottle in an identical way More like a strategic process: o Intangible, perishable output o Output cannot be inventoried o High customer contact o Short response time o Labor intensive o Quality not easily measured o “Use it or lose it” Ex: Class lecture – people will view it in different ways
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