200 points for delivering a printer with the scope requested and up to 100 points for delivering a printer with a more sophisticated scope.
You may also receive up to 100 points for team process by maintaining a consistent morale of 85% – 95%.
To learn to differentiate between; symptoms (observations) that can usually be measured but usually not ‘fixed’ and the problems/underlying causes that create the observed symptoms that can be ‘fixed’, but usually can’t be measured. To find the most fundamental cause and effect relationships. To understand the difference between “correlation” and “causality.” To learn to ask ‘Why’; sometimes many times, until the most fundamental causes are identified. These will usually be behavioral in nature, as opposed to the symptoms that can usually be expressed in numbers.
b. Understanding the choice and design of operating systems and the relationships between systems design, technology and process choice, operating procedures and
productivity. Linking process design choices to market demand and business strategy.
c. Learning to MAP, analyze, execute, and improve operations
d. Developing a feeling for the problems involved in the ongoing management of operating systems, i.e.; mapping the process and “Making It Work”.
e. Gaining an appreciation of the relationship between operations/production of both ‘goods’ and ‘services’ products, factory vs. services operations, other functional areas, and Business Unit Strategy (SBU). Understanding the impact of new technology, especially computers; on traditional manufacturing systems and generalizing the lessons learned in factory settings to other operating systems such as offices, hotels, banks, etc… Understanding how operations and technology can be a source of “competitive advantage”.
f. To begin to think like an operations management executive.
g. To improve critical thinking, judgment, and communication skills.
h. To further develop your personal skills in time/work management, teamwork and leadership.
· What is Strategy” by Michael Porter (HBR, Nov-Dec, 1996) [VERY IMPORTANT]
· “The Five Competitive Forces That Shape Strategy” by Michael Porter (HBR Jan 2008)
· “Operations Based Strategy” by Robert Hayes and David Upton (CMR vol. 40, no. 4, Summer 1998)
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