Operation Management
Why Productivity Matters
Measuring productivity is a pivotal operation at both micro as well as macroeconomic level. In terms of national level, the measurements of productivity indicate the sustainability of the population's living standards. To better understand, an economic growth based on production represents a model of sustained economic growth and this is measured in terms of productivity. If the country's economy is however based on services, rather than manufacturing, its productivity levels are low, and so are the population's living standards.
The explanation as to the reduced productivity rates of the service industry as opposed to the higher productivity rates of the manufacturing industry is simple: the service industry does not produce a real and material output, but simply customer satisfaction as a result of the delivered services.
Finally, productivity is also a powerful tool in the battle against the competition. High productivity rates imply large output and reduced costs, and in other words, increased operational efficiency. This generates high profits and more resources in beating the competition (capital, technology and human resource).
2. M&L Manufacturing
Forecasting methods are employed by economic agents, especially manufacturers, due to the benefits they generate. In this order of ideas, a formalized forecasting technique will properly assess the necessity for manufactured items and by this, will reduce the under and overstocking. The right quantities of goods will generate the trust of all categories of stakeholders, mostly distributors and customers. Also, it will lead to a superior and more efficient process of resource allocation.
An estimative for the following four weeks of the quantities to be manufactured of product 1 and product 2 is given below. The numbers for the second product are more stable, whereas those for the first are gradually increasing. In both cases, they are based on the registered demand.
Product 1
Product 2
Week 1
Week 2
Week 3
Week 4
Reference:
Productivity and M&L Manufacturing Case Studies
Operations Management Production and operations management is not an elusive term used to describe some vague concepts; instead it simply refers to management of all the processes and systems that help in the production of goods. As we all know that production requires efficient and organized use of human capital, materials, resources and machines. However all these components of production need to be supervised and they must work in an efficient
The reputation aids in moving of the organization's products in the market. It also safeguards the company's various brands against lawsuits, which may hurt its performance. The company's chief executive officer is on record asserting that the food and health quality is paramount as it reflects how the organization handles its employees as well as consumers. KORE sees to it that the company's culture and organizational structure are safeguarded
Exclusive and symbiotic relationships with suppliers are valuable, especially suppliers located close to the factory. A JIT company strives for preventive maintenance so no time is wasted, and errors are reduced or eliminated because all aspects of the production process are kept in 'tip-top' shape. Above all JIT requires a flexible workforce with workers trained "to operate several machines, to perform maintenance tasks, and to perform quality inspections" ("JIT Lecture
Operations Management What is the relationship between productivity, capital expenditures, and new machinery at Michelin? Would you think that this would be the case for most manufacturing operations? If so, why or why not? Productivity expenditures Productivity expenditures are necessary in any performing body in the market. The expenditure conditions in Michelin Company are crucial to the general productivity and growth of the company in the global market. There is more protection a
1073). Brocklesby advocates 'Soft OR' approaches such as Multi-Criteria Decision Analysis, Data Envelope Analysis, Cognitive Mapping, Soft Systems Methodology and the Theory of Constraints to allow for "conflicting objectives and multiple subjectivities" (Brocklesby 2007, p.1073). For example, the Theory of Constraints (TOC) deploys the TOC Thinking Processes to map social, material, and personal consequences of collective decisions. A TOC Current Reality Tree, searches for root causes of problems. A representation of
The World Bank model centers on a five-person team called the Performance Advisory Service or PAS (Yandrick 1995). PAS trains supervisors to analyze work performance and personality problems. The supervisor first determines if a skill deficiency is involved or there are personal and environmental factors. He does this by reviewing the employee's records in search of troubled behavioral patterns; consulting with work team leaders, colleagues and support staff in investigating
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