Operations Management Slides

7/29/2019 Operations Management Slides

1/87

Introduction to Operations

Management

University of Gloucestershire Business School

MBA 401 Operations

Management


2/87

MBA 401 10-11 HP Intro v0.2 ppt 2

Introduction to Module

Look at Operations Management from aninternational perspective

Emphasis is on operations from a global logisticsand supply chain management angle

Underpinning knowledge of Operations theory and

concepts is assumed

Core text


3/87


What is Operations

Management ?

Operations Management is about the way

organisations produce goods and services

Source: Slack et al (2007)


4/87

They are alloperations

Back office operation ina bank

Kitchen unitmanufacturing operation

Retail operation

Take-out / restaurantoperation

Examples of Operations

Source: Slack et al (2007) PearsonMBA 401 10-11 HP Intro v0.2 ppt 4


5/87

The best way to start understanding the nature ofoperations is to look around you

Everything you can see around you has beenprocessedby an operation

Every service you consumed today (radio station,bus service, lecture, etc.) has also beenproduced

by an operation

Operations Managers create everything you buy, siton, wear, eat, and throw away


Concept of Operations

Management


6/87

Design a store layoutwhich gives smoothand effective flow

Design elegantproducts which can beflat-packed efficiently

Site stores of anappropriate size inthe most effectivelocations

Maintain cleanlinessand safety ofstorage area

Arrange for fastreplenishment ofproducts

Monitor and enhancequality of service tocustomers

Continually examineand improveoperations practice

Ensure that the jobsof all staff encouragetheir contribution tobusiness success

Operations Management

at IKEA



7/87MBA 401 10-11 HP Intro v0.2 ppt 7

The Activities of

Operations Management

OUTPUTTransformationGOODS

AND

SERVICES

INPUT

INPUT

TRANSFORMED

RESOURCES

MATERIALS

INFORMATION CUSTOMERS

FACILITIES

STAFFINPUT

TRANSFORMING

RESOURCES

Source : Slack et al Operations Mgmt Pearson 2001


8/87

At Prt a Manger

Served andsatisfied

customers


Transformedresources

IngredientsPackagingCustomers

Inputresources

Transforming

resources

EquipmentFittingsStaff

Source: Slack et al (2007) Pearson


9/87MBA 401 10-11 HP Intro v0.2 ppt 9

Operations

Managements Remit

Operations is not just concerned with whatgoes on at the point of production, but is

also directly concerned with supplying thematerials, the location and layout of facilities,the programming of operations and themotivation of employees.

CIPS Study Guide Pg 2


10/87

Some interfunctional relationshipsbetween the operations function andother core and support functions

Understanding of thecapabilities and

constraints of theoperations process

New product andservice ideas

Understanding of thecapabilities and

constraints of theoperations process

Marketrequirements

Recruitmentdevelopmentand training

Understanding ofhuman resource needs

Financial analysisfor performanceand decisions

Provisionof relevant

data

Provision of systems fordesign, planning andcontrol, and

improvement

Understandingofinfrastructuraland system

needs

Analysis of newtechnology options

Understanding ofprocess technology

needs

Engineering/technicalfunction

Accountingand financefunction

HumanResources

function

InformationTechnology(IT) function

Marketingfunction

Product/servicedevelopment

function

Operationsfunction



11/87MBA 401 10-11 HP Intro v0.2 ppt 11

Operations

Management

Restricted sense Planning organising and controlling production process and

management of interface with support functions

Broader sense Relevant to every sphere of organisational activity

Operations Management regarded as one of keyfunctions of enterprise such as Finance, Marketing,HRM and sometimes Purchasing Management


12/87


The Five Competitive

Objectives

Responsiveness /Speed

Flexibility

Cost

Dependability

Quality Being RIGHT

Being FAST

Being ON TIME

Being ABLE TO CHANGE

Being PRODUCTIVE

Source : Slack et al 2001


13/87

13

What is Logistics?

Logistics involves gettingo the right product

o in the right way

o in the right quantity and

o right quality

o to the right place

o at the right time

o for the right customer

o at the right cost

Its not just trucks and sheds

MBA 401 10-11 HP Intro v0.2 ppt 2008 John Wiley & Sons Ltd. www.wileyeurope.com/college/Mangan


14/87

BM 203 09-10 S Chain v 0.1ppt 14

Retail Logistics

Typical Physical Infrastructure

Suppliers

Customer

Head Office

Store

Store

Information Flows e.g. Orders, Forecasts, Sales

Physical Flows e.g. Product, equipment, display material

HomeDelivery


15/87

BM 203 09-10 S Chain v 0.1ppt 15

Meeting Essential

Criteria

Effectively managedistribution function

Select most suitabletransport modes

Plan routes and scheduledeliveries

Control inventory

Measure and controlperformance

Use of InformationTechnology

Examine, monitor and controldistribution costs

Design efficient internal flows of

goods within the warehouse

Comply with complex legaltransport requirements withinand outside EU

Waste disposal and recycling tomeet environmental standards

Source : CIPS Store & Distn Study Guide p 5


16/87

BM 203 09-10 S Chain v 0.1ppt 16

Managing the Supply Chain

Source : Slack et al, 2001 Ops Mgmt Chap 13

First-tiersuppliers

Theoperation

Second-tiersuppliers

First-tiercustomers

Second-tiercustomers

Purchasing and

Supply Management

Physical Distribution

Management

Materials

Management

Supply Chain Management

Logistics


17/87

17

Applications to

Manufacturing and Services

Logistics and SCM can be used to generateboth cost savings and service enhancements e.g. after sales service and delivery add-ons

Robust logistics strategies enable the entiresupply chain to compete e.g. Dell

relatively cheap PCs, plus online sales and fast delivery

e.g. Triage rapid assessment of patient needs, matching patients with

the right care stream as early as possible

MBA 401 10-11 HP Intro v0.2 ppt 2008 John Wiley & Sons Ltd. www.wileyeurope.com/college/Mangan


18/87

Determining an Operations

Strategy


MBA 401 Operations

Management


19/87

What is Strategy?

Strategic decisionsmeans those decisions which

Are widespread in their effect on the organisation towhich the strategy refers

Define the position of the organisation relative to itsenvironment

Move the organisation closer to its long-term goals.

Source: Slack et al (2007) PearsonBMN 201 10-11 HP Wk 2 HP Strat v0.3 19


20/87

What is the role of the

operations function?

Operationsas an Implementer

Operationsas Supporter

Operationsas Driver

Ops

Strategy

Operationsimplements strategy

Operationssupports strategy

Operationsdrives strategy

Strategy

Ops

Strategy

Ops

BMN 201 10-11 HP Wk 2 HP Strat v0.320


21/87

Top-downperspective

What the businesswants operations to

do

Operationsresources

perspective

What operationsresources can do

What day-to-dayexperience suggestsoperations should do

Bottom-upperspective

Marketrequirementperspective

What the marketposition requiresoperations to do

Operationsstrategy

The Four Perspectives on

Operations Strategy



22/87

How Operations Strategies

are put Together

Identify what is wanted in the marketplace

Establish how well the operation performs vs. its competitors

Identify what the operation needs to do better

Identify how the operation could do these things better

Implement the strategy

BMN 201 10-11 HP Wk 2 HP Strat v0.3 22


23/87

Ability tochange

Frequent newproducts, maximumchoice

The Benefits of Excelling

Minimum cost,maximum value

Minimum price, highest value

Fastthroughput

Quickdelivery

Reliableoperation

Dependabledelivery

Error-free

processes

Error-freeproducts andservices

Dependability

Cost

Speed

Quality Flexibility


Ability to

change


24/87

Relative Importance of

Performance Objectives

The influence of theorganisationscustomers

The influence of theorganisationscompetitors

The relativeimportance of each

performance objectiveto the operation

The stage of the organisationsproducts and services in its lifecycle



25/87

Order Winning and

Order Qualifying Criteria

Order Winners

Offer features attractive to customers but not

available from competition

Secure orders in market place May become order qualifiers

Order Qualifiers

Feature necessary to enter a market Do not win orders

May prevent loss of orders



26/87

BothOrder Winners and Qualifierscan become

Order Losers,if:

Quality Delivery

Speed

Reliability

Any other factors that made customers look to you,

suddenly become unacceptable

Order Loser



27/87

The four-stage model

of Operations contribution

Internallyneutral

STAGE 1Correct worst

problems

Holding the

organization backExternallyneutral

As good as thecompetitors

STAGE 2Adopt bestpractice

Internallysupportive

Clearly the best in

the industry

STAGE 3Link strategywith operations

Externallysupportive

Redefining industryexpectations

STAGE 4Give anoperationsadvantage

Incr

easingstrategicim

pact

Increasing operations capabilities

BMN 201 10-11 HP Wk 2 HP Strat v0.3 27Source: Slack et al (2007) Pearson

(Hayes and Wheelwright)


28/87

How can the contribution of

the operations function be assessed?

Externally

Objective is to minimisethe negative impact ofoperations.

Internally

Neutral Supportive

Stage 1

Stage 2 Stage 4

Stage 3

Objective is for operationsto help the businessmaintain parity with itscompetitors.

Objective is for operationsto provide credible supportfor the business strategy.

Objective is for operationsto provide a source ofcompetitive advantage.



29/87

Impact of CompetitorActivity

Alternative Strategy 3

Orderwinners

Qualifiers

Performanceobjectives

Price

Fast deliveryRange

Cost


Orderwinners

Qualifiers


Fasterdelivery

Range, Price

Speed


Orderwinners

Qualifiers


Fast deliveryRange

Price

Speed andFlexibility

Competitors Strategy

Orderwinners

Qualifiers


Fast deliveryRange

Price

Speed andFlexibility

Original Strategy

Orderwinners

Qualifiers


Fast delivery

Range, Price

Speed

Th Hill M th d l f


30/87

The Hill Methodology of

Strategy Formulation

Step 1

Corporateobjectives

Growth

Profit

ROI

Otherfinancialmeasures

Step 2

Marketingstrategy

Step 3

How doproducts

or serviceswin orders?

Step 4 Step 5

Operations Strategy

Process Infrastructurechoice



31/87

The Hill Methodology of

Strategy Formulation

Step 1

Corporateobjectives

Growth

Profit

ROI

Otherfinancialmeasures

Step 2

Marketingstrategy

Step 3

How doproducts

or serviceswin orders?

Step 4 Step 5

Operations Strategy

Process Infrastructurechoice

Product/Servicemarkets &segments

Range

Mix

Volumes

Standardisationor customisation

InnovationLeader orfollower

PriceQualityDelivery speed

Deliverydependability

Product /servicerange

Product /servicedesign

Brand image

Technical service

Processtechnology

Trade offsembodied inprocess

Role ofinventory

Capacity, size,timing, location.

Functionalsupport

Operationsplanning andcontrol systems

Workstructuring

Payment systems

Organisationalstructure



32/87

32

Growth in

international trade

Considerable growth in recent decades in worldtrade; World exports grew from $62 billion in 1950 to $9,000

billion by 2004

Facilitated by reduction of trade barriers betweencountries and region

Hence more freight is moving around world Logistics systems are thus having to play an increasingly

important role in the global economy

BMN 201 10-11 HP Wk 2 HP Strat v0.3 2008 John Wiley & Sons Ltd. www.wileyeurope.com/college/Mangan

T t l W ld M h di


33/87

33

Total World Merchandise

Exports 19502004 Figure 2.1

BMN 201 10-11 HP Wk 2 HP Strat v0.3 2008 John Wiley & Sons Ltd. www.wileyeurope.com/college/Mangan

Gl b li ti


34/87

34

Globalisation

The path towards globalisation

Establish a presence in an overseas markets tobecome a multinational company

Trade across many borders, with operations inmultiple countries to become a transnationalcorporation


Gl b li ti


35/87

35

Globalisation

Ethnocentricity: a company when doing businessabroad thinks and acts as if they were still operatingin their home country

Polycentricity: a company adopts the host countryperspective

Geocentricity: a company acts completelyindependent of geography and adopts a globalperspective, and will tailor to the local environment asappropriate (i.e. glocalisation)


O Sit


36/87

36

Overseas Site

Selection Factors

Table 2.4 Site Selection Factors

Labour costs Political stability

Employment regulations Environmental regulations

Available skills Taxation rates

Land costs and availability ofsuitable sites

Government supports

Energy costs Currency stability

Availability of suitable suppliers Benefits of being part of a cluster ofsimilar companies

Transport and logistics costs Preferred locations of competitors

Transport linkages Access to markets

Communications infrastructureand costs

Community issues and quality oflife


O t i


37/87

37

Outsourcing

The transfer to a third party of themanagement and delivery of a processpreviously performed by the company itself

To reduce costs

To increase flexibility

To focus on core competences

To gain access to the latest technologies


Off h i


38/87

38

Offshoring

The transfer of specific processes to lowercost locations in other countries

Not the same as outsourcing

Outsourcing involves handing process ownership over toa third party

In offshoring, the company may still own and control the

process itself in the lower cost location



39/87

Purchasing & Supply


MBA 401 Operations

Management

Where does the Business get


40/87

BMN 201 10-11 Wk 3 HP Design v0.2ppt

40

Where does the Business get

its Competitive Advantage?

The way it

produces itsgoods andservices?

The way it

positions itselfin its market?

The technologicalspecification of itsproduct / service?

Product /Service

Technology

Marketing Operations

Source : Slack et al Operations Mgmt Pearson 2001


41/87

CIPS 10-11 Lev 4 P&S Relns Wk 3 v0.1.ppt

41

The Purchasing Cycle

ContractAward

Defining theSpecification

DefiningContractualTerms

SupplierAppraisal

InvitingQuotes / Tenders

Payment

Identificationof Need

Negotiating

VFM

AnalysingQuotes / Tenders

Sourcingthe Market

Vendor Rating /PerformanceReview

Source : CIPS Study Guide P 113

R f B i


42/87

MBA 401 10-11 P&S v0.2 42

Reasons for Buying

Abroad

Availability of products and raw materials

Features & technical specifications

Decline of manufacturing base

High cost of Research & Development Domestic capacity cant meet demand

Strategic reasons - secondary source

Favourable prices due to:

Exchange rates, low wage costs, higher productivity

Reciprocal deal with foreign firm or government

Source: CIPS T&O Guide 2003 p 160

P ti f L d


43/87

MBA 401 10-11 P&S v0.2 43

Perceptions of Lead

Time

Origin of Need

Requisition

Order sent

Order received

Manufacture commenced

Manufacture completed

Despatch

Receipt

Available

In users possession

Use or consumptionTrueleadtime

Usersvie

wofleadtime

P

urchasingleadtime

Sellerslead

time

Makerslea

dtime

Source Baily Farmer Jessop Jones 1998 CIPS P 43

General Problems of


44/87

MBA 401 10-11 P&S v0.2 44

General Problems of

Overseas Sourcing

Longer and more variable lead times Greater buffer stocks

Uncertainty reduced by improvements in Containerisation

Information and Communications Technology (ICT)

Real cost of airfreight

Specifications Differences in international standards

Differences in nomenclature (Standards of measurement)



45/87

MBA 401 10-11 P&S v0.2 45

Outsourcing

A contractual relationship between an external vendor

and an enterprise in which the vendor assumes

responsibility for one or more business functions of the

enterprise White & James 1993

Outsource non core activities

Focus on distinctive or core competences



46/87

MBA 401 10-11 P&S v0.2 46

Make In House

Internal capacity: Is spare capacity available ?

Cost: Is it cheaper to make internally?

Quality: Will internal manufacture allow closer quality control?

Timescale: Is continuous supply available as required?

Confidentiality: Is it necessary to keep data and info secret?


T d i th M f t i


47/87

47

Trends in the Manufacturing

Sector emerging from Globalisation

Global markets

Global competition

Competitors, partners and customers from around the world

Global sourcing

Global presence Global value chains resulting in increasing complexity and

competition

Global access to knowledge and new technologies

High level of customer awareness and expectations

Rapid pace of technological change Fast rate of product commoditisation

SCM expertise and innovation are preconditions for businesssuccess

MBA 401 10-11 P&S v0.2 2008 John Wiley & Sons Ltd. www.wileyeurope.com/college/Mangan

Relative Costs in a


48/87

MBA 401 10-11 P&S v0.2 48

opportunity

In-source

indirect

direct

coordination

risk risk

coordination

market price

supplier profit

Out-source

risk

coordination

allocated

Buyer Costs

Relative Costs in a

Do vs Buy Decision

Process for


49/87

MBA 401 10-11 P&S v0.2 49

Process for

Outsourcing

Strategic Analysis of current position

Identify Core Business

Identify Target areas for Outsourcing

Define clear & unambiguous Specifications

Selection of Supplier

Implementation & Review

Development of Relationship

Source: Based on CIPS Slide Set (2006)


50/87

MBA 401 10-11 P&S v0.2 50

Outsourcing Matrix

Outsource / Buy in Develop Contracting

Collaboration In-house

Low

High

LowCompetence of Contractors

Core

High


Specification of


51/87

MBA 401 10-11 P&S v0.2 51

Specification of

Requirement

Be clear and unambiguous

Include measurable performance criteria

Recognise & highlight remaining problems

Describe relationships sought

Refer to confidentiality and security

Identify licensing issues

Consider terms and conditions of contract

Include processes for change & development

Source: CIPS Study Guide (2006: 233)

The Service Cycle -


52/87

MBA 401 10-11 P&S v0.2 52

The Service Cycle -

Continuous Improvement

Selection

Performance

Improvement

Specification

Appraisal



53/87

53

Figure 5.1 Most frequently reportedProblems leading to failure in outsourcing (Pandit, 2005)


Regular Contact with


54/87

MBA 401 10-11 P&S v0.2 54

Regular Contact with

Contractor to ensure...

Terms of contract met

Customer orders passed efficiently & correctly

to contractor

Deliveries are made as scheduled (on time)

Adequate reports of incidents, delays,

shortfalls etc..

Costs and budgets regularly monitored

Relevant statistical information feedback

Source : CIPS Store & Distn Study Guide p 42

Risk Minimisation for


55/87

MBA 401 10-11 P&S v0.2 55

Risk Minimisation for

Outsourcing

Retain some expertise in-house

Partially outsource and measure results

Measure effect on customer service & delivery quality

Does 3rd party work for competitors and how prioritise work?

Ensure Service Level Agreement covers range of needs

Consider effect on total distribution costs

Consider specialist company with sector expertise

Source CIPS Study Guide P 170

Classifying Logistics


56/87

56

Classifying Logistics

Companies

Own account transportation: when a companyprovides its own transport services

Logistics service providers: Freight carriers: e.g. hauliers, trucking companies, train

companies, airlines, shipping companies

Freight forwarders: make transportation arrangements

Couriers: immediate delivery of products

Integrators: offer a seamless (i.e. integrated) end-to-endservice from consignor to consignee

Agencies: companies combine buying power to gain reducedfreight transport rates


MBA 401 Operations


57/87

Capacity and Demand Management

MBA 401 Operations

Management

University of Gloucestershire Business

School

Capacity Planning and


58/87

p y g

Control

Operationsstrategy

Improvement

Planning

and control

Operationsmanagement

Capacity planning

and control

The operation supplies... the capacity to deliverproducts and services

The market requires

the availability ofproducts and services

Design

Source: Slack et al (2007) PearsonBMN 201 10-11 wk 4 HP Dem Cap v0.2.ppt 58

Objective


59/87

jTo provide an appropriate amount of

capacity at any point in time

The appropriateness of capacity planning in any part

of the operation can be judged by its effect on

Costs

Revenue

WorkingcapitalService

levelSource: British


How is Capacity


60/87

BMN 201 10-11 wk 4 HP Dem Cap v0.2.ppt

How is Capacity

Defined ?

Capacity is the ability to hold, receive, store oraccommodate a certain volume (Van Looy , 1998 p 282)

People Man Hours per shift

Equipment Litres delivered per day

Facilities Seats available per day

60

How Capacity and Demand


61/87


p y

are Measured

Designcapacity

168 hoursper week

Effectivecapacity

109 hoursper week

Plannedloss of 59hours

Actualoutput -51 hoursper week

Avoidableloss - 58hours perweek

Actual outputEffective capacity

Efficiency =

Actual outputDesign capacity

Utilisation =

61

The Nature of


62/87

Aggregate Capacity

rooms per nightignores the numbers of guests in each room

tonnes per monthignores types of alloy, gauge andbatch variations

Aggregate capacity of a hotel:

Aggregate capacity of an aluminium producer:



63/87


Finite Loading

0

20

40

60

80

100

120

140

160

180

200

1 2 3 4

Capacity

Work Centre

LoadingB

asisH

ours,weightorthroughput

64


64/87


Infinite Loading

0

50

100

150

200

250

1 2 3 4

Capacity

Work Centre

LoadingB

asisH

ours,weightorthroughput

65

Causes of Seasonality


65/87

Causes of Seasonality

Climatic Festive Behavioural

Political

Financial

Social

ConstructionmaterialsBeverages (beer,cola)Foods (ice-cream, Christmas

cake)Clothing (swimwear, shoes)Gardening items (seeds,fertilizer)Fireworks

Travel servicesHolidaysTax processing

Doctors (influenza epidemic)Sports servicesEducation services

Source: Alamy/Medical-on-li

BMN 201 10-11 wk 4 HP Dem Cap v0.2.ppt 66Source: Slack et al (2007) Pearson

Demand Fluctuations in


66/87

Four Operations


Adjust output to match


67/87

Adjust output to match

demand

Temporary labour

Third-party work

Hire Fire

Lay-off

Overtime

Subcontract

Short time

Source: Corbis/Photocuisine


Moving a peak in demand


68/87

Moving a peak in demand

can make capacity planning easier


C i St t i


69/87


Part finished,

Finished Goods, or

Customer Inventory

Queues

Backlogs

Absorb

demand

Keep outputlevel

Make

to

stock

Make

customer

wait

Have

excess

capacity

Coping Strategies

70

Capacity Decision


70/87


Capacity Decision

Factors

Do we need to do it ourselves?

Size/scale of operations unit(s)

Increment of capacity additions

Cycle time of operation

Location of capacity

Flexibility/cost balance

Skill and labour requirements

71

Flexing Demand


71/87


Flexing Demand

Pricing by Time

Pricing by Segment

Advertising / Promotions

Co-promotions with other products to shift

demand

Introduce reservation systems

New location delivery points

Sales Force incentives

72

Ways of Reconciling


72/87


Capacity and Demand

Level capacity

Capacity

Demand

Chase demand

Demand

C apacity

D emandmanagement

Demand

Capacity

73

MBA 401 Operations


73/87

Materials Management

MBA 401 Operations

Management

University of Gloucestershire Business

School

Inventory is created tocompensate for differences in


74/87

compensate for differences intiming between supply and demand

Inputprocess

Inventory

Outputprocess

Rate of supply frominput process

Rate of demand fromoutput processInventory

Source: Alamy/Van Hilversum

MBA 401 Wk5 Mats Mgmt v 0.2.ppt 75Source: Slack et al (2007) Pearson

Single-stage and two-stage


75/87

e.g. Automotive partsdistributor

e.g. Local retailstore

Single-stageinventory system

Suppliers Suppliers

Stock Salesoperation

Centraldepot

Distribution Localdistribution

point

Salesoperation

Two-stageinventory system

inventory systems

MBA 401 Wk5 Mats Mgmt v 0.2.ppt 76Source: Slack et al (2007) Pearson

Inventory Management


76/87

Inventory Management

How much to order :

Balance cost of holding stock and cost of

purchasing items

When to order:

Balance early delivery / cost of stock holding

and late delivery / cost of stock-out

MBA 401 Wk5 Mats Mgmt v 0.2.ppt 77


77/87

The Forrester or


78/87

79

Bullwhip Effect

Source : CIPS Study Guide P 49MBA 401 Wk5 Mats Mgmt v 0.2.ppt


79/87

The Throughflow


80/87


g

Warehouse

The Crossflow


81/87


Warehouse Flow

Inverted T


82/87


Warehouse Flow

Storage Equipment


83/87


Storage Equipment

Using warehouses to add value


84/87

85

g(after Jessop & Morrison, 1994)

MBA 401 Wk5 Mats Mgmt v 0.2.ppt

Figure 7.2

2008 John Wiley & Sons Ltd. www.wileyeurope.com/college/Mangan

The Decoupling Point


85/87

Lean Agile

Forecast at generic level

Economic Batch Quantities

Maximise Efficiencies

Demand Driven

Localised Configuration

Maximise Effectiveness

StrategicInventory

Source: Christopher, M. Logistics & SCM (2005:121)

Martin Christopher

BMN 201 10-11 HP Invent v 0.2.ppt 86

Process Types in

M f t i


86/87


Manufacturing

Varie

ty

High

Low

VolumeLow High

Project

Jobbing

Batch

Mass

Continuous

The Four Dimensions ofO ti


87/87

Operations

Low

High

High

High

High

Low

Low

Low

Volume

Variety

Variation (in Demand)

Visibility

Process

Focus

Repetitive

Focus

Product

Focus

Operations Management Slides

Documents

Transcript of Operations Management Slides