Identify and discuss your \"most valuable learning\" from this course. Be sure to indicate WHY this particular information is important to your education. ***Write This as you were the student taken the course. This is for a OPERATIONS MANAGEMENT COURSE *****I already picked the \"most valuable learning\" which is going to be: Technology, Teamwork and Job Design Technology, Teamwork and Job Design Module Overview: Chapter 8 relates the management of technology to P/OM responsibility for the transformation process. As technology changes, there is competitive pressure to adopt the new technology. It comes from the outside interfaces of the organization. This includes sales, marketing, VARs (value added resellers) as well as shareholders and the investment community. Meanwhile, internal to the organization, there is resistance to change. Protection of the status quo arises in spite of the fact that the new technology is likely to improve productivity, quality, etc. VARs play an important role in industries such as electronics and information technology (IT). It is worthwhile using Google to find the Wikipedia explanation for VARs. Two schools of thought emerge. First, it is widely believed that necessity is the mother of invention. If so, everyone should view adoption of new technologies as mothering by necessity. The second school of thought does not accept the fact that need drives invention. It is believed that customers cannot even dream of the consequences of new technology. Entrepreneurs, greenfield firms and those new to the market have an advantage. For them, invention (new technology) is the mother of necessity. Only after seeing an iPhone is demand created to own one. P/OM must believe that both schools are right some of the time Chapter 9 explores the importance of human contributions as part of process design. The same need for inclusion applies to planning teamwork and consequent job design. How long it takes to do a job is a detail that has major implications for production rates, costs of doing work, quality of outputs, and continuity. In this sense, it is essential to understand how to set time standards for production jobs. Time standards are based on job observation studies. Also, work sampling provides another method for gaining useful observations about job characteristics in order to improve the way teams function. Managing the work system includes job design, job evaluation, job improvement, work simplification, and job enrichment. Underlying the effectiveness of process is the commitment to training, which interacts with job design and team achievements. Learning Objectives: After reading Chapters 8 & 9 you should be able to: Explain how technology transformation capabilities relate to information technology (IT) management. Discuss the specifics of technology management, relating it to the management of skills. Specify a ratio percent that reflects the mixture of skills and technology used overtime. Explain the problem of applying new technology to old systems why is this a technology trap? Explain technology timing. For glass windshields or tires, what is the difference between OEM and a replacement parts manufacturer? Explain the relationship between an OEM and a value added reseller (VAR). Discuss the role of new technology in such applications as search engines used in health care and education. Explain the interaction of process technology with the supply chain to deliver the product. Differentiate between the management of technology (MOT) for the original product market (OEMs = original equipment manufacturers) and the replacement product market. Explain P/OM's role in the management of the technology of storage, warehousing, and distribution. Explain P/OM's role in the management of the technology of packaging and delivery systems. Discuss the reason for including the technology of testing (product qualities) as part of P/OM's responsibility. Explain how the management of testing technology relates to P/OM's awareness of legal statutes and governmental rules. Reveal why design for manufacturing (DFM) and design for assembly (DFA) are vitally important to P/OM. Explain why design for manufacturing and design for assembly are treated as a management of technology challenge. Discuss procedures for evaluating and selecting designs based on DFM and DFA criteria. Illustrate P/OM's technology management responsibilities for changeover capabilities. Describe some new technologies that P/OM will be managing in the future, including expert systems, cyborgs and robots, and miniaturization. Describe traditional (older) training methods. Describe advanced (newer) training methods. Discuss teamwork problems of performance evaluation. Explain why activity-based costing systems are increasingly vital for proper job design and for effective P/OM planning and decision making. Describe how to perform job observations (or time studies) to determine standard output rates and costs. Explain leveling and normal time. Describe the method for determining adequate sample size for the time study. Explain how work sampling is used to improve job design. Describe the method for determining adequate sample size for the work-sampling study. Explain how job observation can improve job design. Detail the nature and applicability of synthetic time standards. Describe job design, improvement, and enrichment. Discuss issues of wage determination. Goals Of Operations management Course: The learning goals for this course are that each student will: Become aware of the types of tools and decisions used to manage operations in both long- and short-term operational decisions; Be able to use the methods and tools of operations management; Be able to apply the tools and principles learned to her or his own operations environment, whether that involves producing goods or services. Objectives of Operations management Course: In this course, you will become familiar with the following: Strategic and Longterm Decisions How manufacturing and service operations relate to business strategy. Product or service designs that achieve functional, performance, quality, cost and manufacturing/delivery objectives. Processes, layouts and associated technologies that help achieve the desired quality, cost, and timeliness of a particular product or service. Capacity planning. Principles of location planning and analysis. Tactical and Intermediateterm Decisions Purpose, scope and strategies of aggregate planning. Operational and Shortterm Decisions The nature, importance, and models for inventory management. Applicability and benefits of material requirements planning. Goals and methods of Just-In-Time systems. Supply chain management. Scheduling of manufacturing operations