TAILIEUCHUNG - Lecture Fundamentals of operations management (4e): Chapter 5 - Davis, Aquilano, Chase

Chapter 5 "Process measurement and analysis", after studying this chapter you will be able to: Illustrate how all activities within an organization are actually processes that need to be managed; present the various measures of performance that can be used to evaluate a process; show how process analysis can provide managers with an in-depth understanding of how a process is performing, while at the same time identifying areas for improvement;. | F O U R T H E D I T I O N Process Measurement and Analysis © The McGraw-Hill Companies, Inc., 2003 chapter 5 DAVIS AQUILANO CHASE PowerPoint Presentation by Charlie Cook Chapter Objectives Illustrate how all activities within an organization are actually processes that need to be managed. Present the various measures of performance that can be used to evaluate a process. Show how process analysis can provide managers with an in-depth understanding of how a process is performing, while at the same time identifying areas for improvement. Present the concept of service blueprinting and illustrate how it is used to evaluate processes within a service environment. © The McGraw-Hill Companies, Inc., 2003 5– Chapter Objectives (cont’d) Introduce the concept of business processes and show how they are providing managers with a broader perspective for managing their organizations. Present the concepts of benchmarking and reengineering and show their roles in creating world-class operations. © The McGraw-Hill Companies, Inc., 2003 5– Managerial Issues Recognizing that every set of activities represents a process to be managed. Acknowledging that processes are linked to other processes in other functional areas. Choosing strategically critical performance measures by which to monitor processes so that corrective actions are taken when needed. Using benchmarking to identify ways in which to create or improve world-class design, production and delivery operations for products. © The McGraw-Hill Companies, Inc., 2003 5– Defining a Process Selecting a Process Identifying the strengths and weaknesses of each process’s capability to support the strategic focus of the firm on particular market segments. Standardization Flexibility Customization Speed of delivery © The McGraw-Hill Companies, Inc., 2003 5– Process Flowcharts for Making Hamburgers Exhibit © The McGraw-Hill Companies, Inc., 2003 5– Process Flowcharts for Making Hamburgers Exhibit © The

• Quản trị kinh doanh
• Operations management
• Fundamentals of operations management
• Operations strategy
• Quản lý vận hành
• Process measurement
• Process analysis
• Lecture Operations management
• Process management
• Supply chain
• Scope of operations management
• Decision making
• Ebook Operations management
• Operations performance
• Process design
• Operations management strategy
• Transformation process
• Lean operations
• Lean system characteristics
• Lean systems
• Production operations management
• Production Management
• Lecture Production operations management
• Business strategy
• Objectives of inventory management
• Inventory management
• Competitive advantage
• Operations consulting
• Business process reengineering
• Stages of operations consulting
• Operations consulting tool kit
• Aggregate sales
• Operations planning
• Operations planning activities
• Aggregate operations plan
• Management of quality
• Supply chain management
• Project management
• Project characteristics
• Supply chain management
• Inventory management
• Disadvantages of inventory
• Modern production