...Programme OPERATIONS MANAGEMENT ASSIGNMENT OCTOBER 2010 – SEPTEMBER 2011 Sections: Page 1 Course Overview 2 2 Assignment topics 4 3 Writing up your assignment (Individual or Group) 7 4 Guide to approaching case studies 12 Class title Operations Management Credits 10 Class aims Operations Management refers to those activities which are more or less directly concerned with the creation and delivery of goods and services. The course is intended to give you a theoretical framework for thinking about operations in both manufacturing and service contexts and to describe some practical applications of operations management. In the course we will address key aspects of design, planning and control of operations systems, and to provide an understanding of the operations function in a global context. Learning outcomes Subject specific knowledge and skills including: • Understand the history of Operations Management as a subject and consider the challenges facing Operations in future with particular reference to service operations, value adding and sustainable competition. • Understand the need for an Operations Strategy to operate with a Business Strategy • Describe Operational strategies in terms of Fit, Sustainability and Risk • Assess the choices and trade-offs inherent in developing an operations strategy (assessment of alternative strategies) • Describe the nature of operations as an...
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...Sequence the Work and Execute the Plans Self-Assessment Introduction Course Overview Welcome to the CPIM Execution and Control of Operations — Sequence the Work and Execute the Plans self-assessment course. This introduction provides an overview of the CPIM program, this course, and further preparation for the certification examinations. The CPIM certification is the recognized standard for individual assessment in the field of production and inventory management. The certification is designed to validate the candidate’s in-depth knowledge of a variety of subjects specific to the field. APICS has ensured that CPIM exams are consistently reliable and that the highest professional standards are used in developing and administering the program. The program consists of five examinations and the candidate must pass all five examinations to earn the CPIM designation. The examinations that make up the program are: • Basics of Supply Chain Management (BSCM) • Master Planning of Resources (MPR) • Detailed Scheduling and Planning (DSP) • Execution and Control of Operations (ECO) • Strategic Management of Resources (SMR) A CPIM Exam Content Manual is published annually by APICS. It is a key resource for anyone preparing for the APICS certification examinations. The manual addresses all five of the examinations by documenting the scope of the module, the content outline, the key terms, and primary and secondary references...
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...GAMP 4 to GAMP 5 Summary Introduction This document provides summary information on the GAMP 5 Guide and provides a mapping to the previous version, GAMP 4. It specifically provides: 1. 2. 3. 4. 5. 6. Summary of Need for GAMP 5 Overview of GAMP Documentation Structure GAMP 5 Main Body Structure GAMP 5 Appendices New and Revised Material GAMP 4 to GAMP 5 Mapping 1 Summary of Need for GAMP 5 The GAMP Guide has been significantly updated to align with the concepts and terminology of recent regulatory and industry developments. These regulatory and industry developments focus attention on patient safety, product quality, and data integrity. This is a key driver for GAMP 5. Coupled to this there is the need to: • • • • • Avoid duplication of activities (e.g., by fully integrating engineering and computer system activities so that they are only performed once) Leverage supplier activities to the maximum possible extent, while still ensuring fitness for intended use Scale all life cycle activities and associated documentation according to risk, complexity, and novelty Recognize that most computerized systems are now based on configurable packages, many of them networked Acknowledge that traditional linear or waterfall development models are not the most appropriate in all cases © Copyright ISPE 2008. All rights reserved. Page 1 of 10 2 Overview of GAMP Documentation Structure The GAMP Guide forms part of a family of documents that...
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...risk management strategy that supports Web-based systems? Why the risks are associated with disruption of these web-based systems critical and require diligent consideration? CMGT 442 Week 1 Summary For this first week’s weekly summary topic, please find and summarize an IS risk management related current event. You may reference any source (Newspaper, Magazine, e-article, etc.) but please be sure to cite your source based on APA standards. Please keep your summary concise (1 paragraph) and include your perspective(s) and conclusion(s). If your source is web based, you may include a hyperlink to the reference website. You may post your article summary at any time during the week. Please provide peer feedback to at least one of your fellow class member’s article summary. CMGT 442 Week 2 DQ 1 Based on the Keston (2008) article, how important is enterprise identity management for reducing risk throughout the enterprise? Explain why a viable risk management strategy must include, at a minimum, a solid enterprise identity management process. CMGT 442 Week 2 DQ 2 DQ 2: Based on the Barr (2009) article, what type of software should be considered to provide adequate security management across the enterprise? Is this a practical solution? Why or why not? CMGT 442 Week 2 Summary This week as we explore risk control models, please summarize two “technology use”...
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...Welcome to OPERATIONS MANAGEMENT Operations Management is important, exciting, challenging, and everywhere your look! Important, because it’s concerned with creating all of the products and services upon which we depend. Exciting, because it’s at the centre of so many of the changes affecting the world of business. Challenging, because the solutions that we find need to work globally and responsibly within society and the environment. And everywhere, because every service and product that you use – the cereal you eat at breakfast, the chair you sit on, and the radio station you listen to while you eat – is the result of an operation or process. Our aim in writing Operations Management is to give you a comprehensive understanding of the issues and techniques of operations management, and to help you get a great final result in your course. Here’s how you might make the most of the text: ● Get ahead with the latest developments – from the up-to-the-minute Operations in practice features in every chapter to the focus on corporate social responsibility in the final chapter – these put you at the cutting edge. ● Use the Worked examples and Problems and applications to improve your use of key quantitative and qualitative techniques, and work your way to better grades in your assignments and exams. ● Follow up on the recommended readings at the end of each chapter. They’re specially selected to enhance your learning and give you an edge in your course...
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...Administration Systems and Operations Management Systems and Operations Management - Critical Evaluation of the Competitive Factors Report 4000 - 4500 words 100% 5th May 6th June S M A Hashmi Junaid Shaikh When submitting work for assessment, students should be aware of the LSBF guidance and regulations in concerning plagiarism. All submissions should be your own, original work. You must submit an electronic copy of your work. Your submission will be electronically checked. The Harvard Referencing System must be used. The Wikipedia website must not be referenced in your work. On successful completion of this assignment you will be able to: Harvard Referencing Learning Outcomes LO Learning Outcome Description Knowledge and Understanding Critically appraise ways in which the operations and Information Systems functions contribute to an organisation’s competitiveness and strategic direction. Synthesise and evaluate complex information on IT related issues. LO1 LO2 LO3 Identify and justify the information required to establish and implement effective operational decisions, with particular reference to change management. Describe and critically assess organisations information and business process perspective. from systems, LO4 LO5 Appreciate how key organisational behaviour concepts such as structure, motivation, culture and work groups & teams impact on and influence the role of people within the broad operations of the organisation. 1 Scenario...
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...business plan for a new venture. Students will also learn how to work in groups to achieve common goals. Requirement The group is required to prepare a business plan either to establish a new business (see pages 197-218 of the prescribed text for a sample of business plan). The report should include the following: * Executive summary * Business description and background * Marketing * Operations and production * Financial analysis and projections * Critical risks * Implementation timetable * Conclusion and recommendations * References * Appendix Choice of business Develop a business plan for commercialising an innovative product or process and relating to any industry. (However, students enrolled for 3.313 Entrepreneurship and Small Business for Tourism and Hospitality are required to choose a tourism/hospitality related business only). Based on the business plan, make recommendations whether the venture is a commercially viable option. Group process and expectations Each group should consist of no more than five students. Students should give the names of the group members and the topic chosen to the lecturer for approval by end of second week. The group should meet regularly for discussion and keep a record of meetings along with dates and decisions taken (see page 4). Assessment and break-up of marks The assignment is worth 100 marks (see page 3). Individual marks are finalised based on the weight of the peer...
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...Process Execution User’s Guide Release 11i June 2002 Part No. A97685-01 Oracle Process Manufacturing Oracle Process Manufacturing Process Execution User’s Guide, Release 11i Part No. A97685-01 Copyright © 1996, 2002, Oracle Corporation. All rights reserved. Primary Author: Richard D. Persen Glenn Ruhl, Gina Walsh Contributing Authors: Contributors: Paul Schofield, Karen Theel The Programs (which include both the software and documentation) contain proprietary information of Oracle Corporation; they are provided under a license agreement containing restrictions on use and disclosure and are also protected by copyright, patent and other intellectual and industrial property laws. Reverse engineering, disassembly or decompilation of the Programs, except to the extent required to obtain interoperability with other independently created software or as specified by law, is prohibited. The information contained in this document is subject to change without notice. If you find any problems in the documentation, please report them to us in writing. Oracle Corporation does not warrant that this document is error-free. Except as may be expressly permitted in your license agreement for these Programs, no part of these Programs may be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without the express written permission of Oracle Corporation. If the Programs are delivered to the U.S. Government or anyone licensing...
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...Generic Benchmarking Worksheet Global Communications Team D |Task A: Problem/Opportunity Statement | |Instructions for Task A: In the Response row, write out the problem/opportunity statements for the scenario for each of the team | |members. | |Response to Task A: | |Name | |Problem Statement | | | | | |In order to meet the requirements of consumer demand and ensure business continuity, Global Communications need to offer better | |telecommunications services for consumers. By implementing their plan to outsource, they will cut labor cost and focus more | |attention on innovation. Before any of this can be accomplished, they have...
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...Assignment 2 – Business Plan (35%) Purpose The purpose of this assignment is to apply franchising and small business knowledge to develop a business plan for a new franchise outlet for a franchise business. In either case, the business is to be started from scratch. Topic / Task You are required to produce a business plan for a start-up outlet of a franchise chain you would like to operate. Students CANNOT base their business plan on a pre-existing franchise (i.e., one which has been or is currently in operation). Students must understand that the business plan is for a franchise outlet as opposed to an independent new business. Several sample business plans from which you may draw ideas have been provided in the “assessment tab”. These Business Plans are considered exemplar plans. Please view as they may assist you in terms of structure and expectations. Please DO NOT copy any of the plans as they are recorded through the SafeAssign submission point and as such any plagiarism based on these plans or those available on the Internet will be detected. In addition, there are a number of resources available and identified (including useful websites and video clips) for students in Topic 2 (Activity 3). You should also draw upon the business planning resources available online at www.business.gov.au plus those available from other government agencies, associations and major banks. Referencing and Collaboration Referencing is expected. Assignments will be uploaded...
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... | | |MTH/208 Version 6 | | |College Mathematics I | | |HEFOUN88 | Copyright © 2012, 2011, 2008, 2007, 2006, 2005 by University of Phoenix. All rights reserved. Course Description This course begins a demonstration and examination of various concepts of algebra. It assists in building skills for performing specific mathematical operations and problem solving. These concepts and skills serve as a foundation for subsequent quantitative business coursework. Applications to real-world problems are emphasized throughout the course. This course is the first half of the college mathematics sequence, which is completed in MTH/209: College Mathematics II. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class...
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... Course Credit: 3 Number of Sessions: 24 Office Ext: 236, 269 Course Overview/objective: There are new realities that are critical for today’s students to embrace with the remarkable changes that are taking place in the cross border flow of products, services, capital, technology and people. Today both the volume of international trade and the level of firms’ internationalization are increasing at a fast pace creating newer opportunities and challenges for business. With this fact in mind, this course has been designed to prepare the future managers to grasp and comprehend the economic forces behind international business operations (as for instance -why does international trade take place? or why do firms invest overseas?) and the economic consequences of such operations( as for instance effect of international trade on production and consumption or effect of international trade on exchange rates. The contents of the course will familiarize the students with various fundamentals of international economics theory and also understand the linkages between these economic concepts and their implications for business. (As for instance the creation of a regional trade block and its implications for various sectors of business in the integrating countries) One of the premises for a successful international business is the proper choice of countries. With the aim of creating a basic understanding of business environment in some major...
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...decision 2.3 Types of capital budgeting decision 2.4 Problems 2.5 Analysis of capital project 2.6 Deterring the cash flow 2.7 Techniques used in capital budgeting decision 2.7.1 Payback method 2.7.2 Net present value 2.7.3 Internal rate of return 2.7.4 Accounting rate of return 8. Ranking of investment proposal CHAPTER THREE 3. RESEARCH DESIGN AND METHODOLOGY OF “CAPITAL BUDGETING IN THE PRIVATE SECTOR” 3.1 Source of data 3.2 Primary 3.3 Secondary data 3.4 Sample used 3.5 Method of investigation CHAPTER FOUR 4. DATA ANALYSIS AND INTERPRETATION OF “CAPITAL BUDGETING IN THE PRIVATE SECTOR” 4.1 Data presentation and analysis 4.3 Test of hypothesis CHAPTER FIVE 5. SUMMARY, CONCLUSION AND RECOMMENDATION OF “CAPITAL BUDGETING IN THE PRIVATE SECTOR” 5.1 Summary of the findings 5.2 Conclusion 5.3 Recommendation Bibliography Appendix Questionnaire *** Read the following instructions carefully *** Our main website is www.careerslit.com and our official Phone numbers are 08169533305, 08158646653, and 08126773402. Please take note of this website, our Phone numbers and email addresses. Print out these instructions if you will like to purchase Project materials from us. ********************************************** VIEW CHAPTER ONE BEFORE PAYMENT: If you are...
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...Roy A. Johnston February 18, 2014 NT1210 - Chapter 6 (Mind Map Assignment) Wireless LANs Main Topic 1: Defining Wireless LANs * Subtopic a) Comparing Wireless LANs to Wired LANs * Within Subtopic) Similarities with Wired & Wireless LANs * Within Subtopic) Distance from User Device to Switch or AP * Within Subtopic) Maximum Bit Rates (Speeds) * Within Subtopic) Bit Rate Variations Over Time * Within Subtopic) Shared Bandwidth Vs. Dedicated Bandwidth * Within Subtopic) Summary of Comparisons * Subtopic b) Wireless LAN Standards * Within Subtopic) IEEE WLAN Standards * Within Subtopic) The Wi-Fi Alliance * Within Subtopic) Cooperation & Inter-Operability * Subtopic c) WLAN Roles * Within Subtopic) WLAN-Only LAN Edge * Within Subtopic) Small Office/Home Office WLANs * Within Subtopic) Single-Site Networks @ Public WLAN Hotspots Main Topic 2: Exploring WLAN Physical Layer Features * Subtopic a) WLAN Topologies * Within Subtopic) Independent Basic Services Set (Ad Hoc) * Within Subtopic) Basic Service Set * Within Subtopic) Extended Service Set * Subtopic b) Coverage Areas & Speed * Within Subtopic) Coverage & Speed with an Omni-Directional Antenna * Within Subtopic) Antenna Gain (Power) and Direction * Subtopic c) Wireless LAN Radio Frequencies * Within Subtopic) Electromagnetic Spectrum * Within Subtopic) Frequency Bands & Government Regulation * Within...
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...corporation, which is either a real firm or a hypothetical firm. * Secondly, you have to choose (real or hypothetical) a general environment, industry/market environment, and the rival firms, with which your firm is competing with in the industry. Those are the environments your firm finds itself and operates. * Choosing a corporation means you give all the relevant descriptions, characteristics, and data of the company (such as what product it produces, if it’s single business or diversified, how many employees, and all other internal resources/assets/capabilities of the firm, some operations data like sales revenue, market share, profits, etc.) * Choosing a general environment means you indicate in which country your firm operates (if multiple locations, you mention the country where the headquarters are located, and also the other countries where the firm has operations) and all the associated general factors and characteristics (e.g. economic, political, socioeconomic,…), which are described with data, specific numbers (e.g. the GDP is 500 billion US dollars, population is 25 million people,...). * Choosing an industry/market environment means you indicate in which industry/market your firm operates and you describe with data (numbers) the characteristics of the industry (number of firms, labor costs in industry, importance of industry in GDP, industry sales,…). * Choosing the rival firms of your company means you indicate and describe with data your...
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