Author: Steven Bragg

Course Number: PR1004

Table of Contents
Chapter 1. Introduction to Operations Management
Chapter 2. Operations Performance
Chapter 3. Operations Strategy
Chapter 4. Product and Service Innovation
Chapter 5. Operational Structure
Chapter 6. Process Design
Chapter 7. Facility Layouts
Chapter 8. Process Technology
Chapter 9. Personnel in Operations
Chapter 10. Planning and Control
Chapter 11. Capacity Management
Chapter 12. Constraint Management
Chapter 13. Supply Chain Management
Chapter 14. Inventory Management
Chapter 15. Operations Improvement
Chapter 16. Quality Management
Chapter 17. Risk Management
Chapter 18. Project Management

Learning Objectives

• Identify the functions associated with operations management.

• Recognize the components of a process hierarchy.

• Cite the management areas for which an operations manager is responsible.

• Recognize the requirements of the corporate social responsibility concept.

• Specify the circumstances under which operations flexibility is needed, and how such flexibility is measured.

• State the long-term purpose of the operations function.

• Identify the various stages of the product life cycle.

• Specify the reasons for the operations strategy matrix

• Identify the different types of operations strategies.

• State the reasons for using strategic experiments in the operations area.

• Specify the advantages and disadvantages of the open and closed innovation systems.

• Cite the problems with generating a large number of product innovations.

• Identify the underlying concept behind the use of innovation measurements.

• Recognize the characteristics of a supply network.

• Cite the circumstances under which disintermediation makes sense in a supply network.

• Recognize the participants in a business ecosystem.

• Cite the circumstances when economies and diseconomies of scale occur.

• Specify the formula for the breakeven point.

• Recognize the circumstances under which forward and backward integration make sense.

• Identify the different process types found within a company’s operations.

• Specify the most useful process tracking measurements.

• Cite the types of information that can be collected by a value stream mapping project.

• Specify the advantages of and issues with process standardization.

• Recognize the different types of layouts that can be used in an operations facility.

• Specify the layout considerations that can have an impact on employees.

• Recognize the reasons for using traffic analysis and cluster analysis in operations.

• Identify the key performance objectives of a business.

• Cite the types of processes most helped by process technology.

• Identify the boundaries of the window within which operations technology should be acquired.

• Recognize the approaches that can be used to increase the odds of completing a process technology implementation.

• Specify the root causes of company culture.

• Identify the general classifications of organizational structure.

• Recognize examples of the line and staff functions.

• Specify the structure of a properly constructed job analysis.

• Cite the characteristics of an ergonomically-designed workplace.

• Recognize the actions that may be taken to motivate employees.

• Identify the performance requirements of a system of planning and control.

• Identify when sales and operations planning should be used.

• Recognize the different types of demand.

• Specify the different types of loading that can be applied to a work center.

• Identify the different types of forecasting methods, their characteristics, and when they should be used.

• Recognize when a smoothing constant should be used in a forecasting model.

• Specify the types of capacity planning methods that can be applied to operations.

• Cite the components of a throughput calculation.

• Recognize the situations in which local optimization is occurring.

• Identify the areas in which an expedite zone can be useful to a business.

• Specify the decision criteria for reviewing investment proposals.

• Cite the activities included in a supplier assessment.

• Specify the issues to consider when choosing a foreign supplier.

• Recognize the management alternatives when dealing with a large number of suppliers.

• State the advantages of using a stable production schedule.

• Identify the options when there is a risk of late deliveries.

• Recognize the different types of inventory.

• Specify the components of an inventory reordering calculation.

• State the different operations strategies and the situations to which they apply.

• Identify the key components of a material requirements planning system.

• Recognize the activities needed to gain a long-term competitive advantage.

• Cite the uses to which the kaizen technique can be put.

• Identify the outcome of a successful Six Sigma project.

• Specify the headings typically used on a cause-and-effect diagram.

• Recognize the characteristics of quality in a product.

• Specify the different types of costs associated with quality.

• Cite the situations in which a business is better able to retain risk.

• Identify the contents of a corporate risk profile.

• Specify the tools used to contact employees during an emergency, as well as their advantages and disadvantages.

• Identify the planning structure of a project, and what is done during each phase.

• Cite the activities included in a planning and control system.

• Specify the contents of a work breakdown structure.

• Recognize the structure of a Gantt chart.

• Recognize the concept of slack time in the management of a project’s critical path.

Level: Overview

Instructional Method: QAS Self-Study

NASBA Category: Production

Prerequisites: None

Advance Preparation: None

Latest Review Date:February 2023

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