Table of Contents
Author: John Swearingen
Operations Management Operations and Productivity Chapter 1
Outline
Outline - Continued
Learning Objectives
Learning Objectives - continued
Whirlpool
What Is Operations Management?
The Heritage of Operations Management
The Heritage of Operations Management - continued
Eli Whitney
Frederick W. Taylor
Taylor: Management Should Take More Responsibility for
Frank & Lillian Gilbreth
Henry Ford
W. Edwards Deming
Contributions From
Significant Events in OM
Significant Events - Continued
Why Study OM?
Options for Increasing Contribution
What Operations Managers Do
Ten Critical Decisions
The Critical Decisions
The Critical Decisions - Continued
The Critical Decisions - Continued
The Critical Decisions - Continued
The Critical Decisions - Continued
Organizational Functions
Functions - Bank
Functions - Airline
Functions - Manufacturer
Organizational Charts
Organizational Charts
Organizational Charts
Where Are the OM Jobs?
New Challenges in OM
Changing Challenges for the Operations Manager
Changing Challenges for the Operations Manager
Characteristics of Goods
Characteristics of Service
Goods Versus Services
Goods Versus Services - Continued
Goods Contain Services & Services Contain Goods
Development of the Service Economy
The Economic System Transforms Inputs to Outputs
Whirlpool
Productivity
Productivity Variables
Measurement Problems
Productivity Variables
Key Variables for Improved Labor Productivity
Jobs in the U.S
Productivity Growth 1971- 1992
Growth Rate of Labor Productivity
Comparison of Productivity United States, Japan, Germany
Investment and Productivity in Selected Nations
Service Productivity
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