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Fast Food Job Applications - PowerPoint

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					      Operations Management
                         Moutaz Khouja

Business Information Systems and Operations Management Department
             The Belk College of Business Administration
            The University of North Carolina at Charlotte
                        Charlotte, NC 28223
              Ph: (704) 687-7653, Fax: (704) 687-6330

                       mjkhouja@uncc.edu

               http://www.belkcollege.uncc.edu/mjkhouja/




                                                                    1
Outline
 Introductions
      Name cards
      Brief bios
      Suggested info (optional)
         University history

         Job history

         Family and/or friends

         Hobbies




                                   2
Brief bio
 BSME, MBA, PhD Operations Management
 Married to Lisa Smith for 18 years, three cats.
 Teaching
       Operations Management, MBA, Undergraduate (UG)
       Topics in Management Information Systems (PhD)
       Quantitative Analysis and Business Statistics, MBA
       Service Operations Management, UG
       Production Planning and Control, UG
 Research and Consulting
     Inventory Management
     Supply Chain Management
     Pricing
     Applications of Artificial Intelligence to Operations Management
 Cooking, reading
 Very happy to be in Monterrey.




                                                                         3
What is operations management?
 Operations management (OM) is defined as the design,
  operation, and improvement of the systems that create and
  deliver the firm’s primary products and services.
 OM is management of processes that produce and distribute
  products and/or services to customers.
 OM objective is make sure that the processes work effectively and
  efficiently.
 What is the difference between effectiveness and efficiency?
 Efficiency: producing something at the lowest possible cost
 Effectiveness: doing the right things to create the most value for
  the firm
 What is value?
       quality divided by price




                                                                  4
     Typical Operations Decisions and Their
     Hierarchy


                                  Strategic level
                              Broad scope, long term
       Tactical level
Moderate scope, medium term


                                               Operational level
                                            Narrow scope, short term




                                                                       5
Transformations

 Physical--manufacturing

 Locational--transportation

 Exchange--retailing

 Storage--warehousing

 Physiological--health care

 Informational--telecommunications




                                      6
Transformation Processes
 Inputs Use resources  Outputs




                                    7
What is a Service and What is a Good?
 Classic view:
 Physical output (tangible) of process  Good
      If you drop it on your foot, it may hurt you
 Intangible process  Service
      If you drop it on your foot, it won’t hurt you


 McDonald’s is in Service or Manufacturing sector?
 Every organization is in the service business, T or F?




                                                           8
 OM in the
Organization
   Chart




               9
    Core Services
 Core services are the basic things that
  customers (internal or external) want from
  products they purchase (quality, on time
  delivery, price (cost), etc.)
      Somewhat easier to emulate or copy

                    Performance Objectives         Quality




                                   Flexibility    Operations      Speed
                                                 Management




                                                 Price (or cost
                                                 Reduction)
                                                                          10
   Value Added Services
 Value-added services differentiate the
  organization from competitors and build
  relationships that bind customers to the
  firm in a positive way (sales and field
  support, problem solving, etc.)
      Significantly more difficult to copy and
       implement
                                                    Problem
                Value-Added Service Categories       Solving




                                   Information
                                                   Operations     Sales Support
                                                  Management




                                                  Field Support

                                                                         11
Case: Fast-Food Feast, p. 21
 Please read this very short case and visit McDonald’s
  and one more fast-food restaurant.
 You do not have to eat there but make sure to observe
  as much as possible how they prepare their meals
  using the seven questions listed on page 21.
 Also, please read the article “McDonald's focus flips
  back to fast”

 Discuss case




                                                     12
Case Questions
 What do these different fast food restaurants sell?
      Does each of them sell something different?
 What is different about the operations of these
  restaurants?
      Processes, Technology, Service Speed, Capacity, Flexibility
 How do these stores make hamburgers?
      Did you notice any differences?
 What are sources of variability that these stores must
  deal with?
 How do these businesses ensure quality?




                                                                     13

				
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