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## Operations Management Productivity Problems Analysis ( Critical Thinking ) Operations Management and Factors Affecting Productivity (100 points)Maduro Cle

Operations Management Productivity Problems Analysis ( Critical Thinking ) Operations Management and Factors Affecting Productivity (100 points)Maduro Cleaning is a small organization that provides cleaning services to both residential and commercial clients. As a small organization, the owner assigns crews of two, three, or four employees to jobs each morning but the owner does not have a good method of determining a reasonable amount of time that each cleaning should take. The owner decided to keep data on job times and crew sizes in the hopes of developing a productivity measure. Address the following requirements:

Calculate which of the crew sizes has the best productivity per worker and explain your method.
Evaluate your outcome and the possible reasons that would explain those results.
Project what the productivity might be for a crew size of five and explain your reasoning.

Crew Size Avg: Productivity per Crew

2: 3765 square meters per day
3: 4915 square meters per day
4: 6309 square meters per day

Directions:

Your assignment is required to be four to five pages in length, which does not include the title page and reference pages, which are never a part of the content minimum requirements.
Support your submission with course material concepts, principles, and theories from the textbook and at least three scholarly, peer-reviewed journal articles.
Formatted according to APA 7th edition writing standards.

Review the grading rubric to see how you will be graded for this assignment.

Required:
Review Chapters 1 & 2 in Operations Management
Review Chapter 1 PowerPoint slides Module 2 Chapter 1 PowerPoint slides – Alternative Formats —Operations Management
Review Chapter 2 PowerPoint slides Module 2 Chapter 2 PowerPoint slides – Alternative Formats —Operations Management
Zhou, K., Bochtis, D., Jensen, A. L., Kateris, D., & Sørensen, C. G. (2020). Introduction of a new index of field operations efficiency. Applied Sciences, 10(1), 329.
Pilo, M. (2019). Dynamics of Agricultural Productivity and Technical Efficiency in Togo: The Role of Technological Change. African Development Review, 31(4), 462–475. https://doi.org/10.1111/1467-8268.12403
Zondo, R. (2020). The influence of inventory sequencing for the improvement of inventory control: Evidence from a South African automotive assembly organization. Acta Commercii, 20(1). Introduction to Operations Management
Chapter 1

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You should be able to:
LO 1.1 Define the terms operations management and supply chain
LO 1.2 Identify similarities and differences between production and service operations
LO 1.3 Explain the importance of learning about operations management
LO 1.4 Identify the three major functional areas of organizations and explain how they interrelate
LO 1.5 Summarize the two major aspects of process management
LO 1.6 Describe the operations function and the nature of the operations manager’s job
LO 1.7 Explain the key aspects of operations management decision making
LO 1.8 Briefly describe the historical evolution of operations management
LO 1.9 Describe the current issues in business that impact operations management
LO 1.10 Explain the need to manage the supply chain

Chapter 1: Learning Objectives

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Operations Management
What is operations?
The part of a business organization that is responsible for producing goods or services
How can we define operations management?
The management of systems or processes that create goods and/or provide services

LO 1.1

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Goods are physical items that include raw materials, parts, subassemblies, and final products.
Automobile
Computer
Oven
Shampoo
Services are activities that provide some combination of time, location, form or psychological value.
Air travel
Education
Haircut
Legal counsel

Good or Service?
LO 1.1

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Supply Chain
Suppliers’
suppliers
Direct
suppliers
Producer
Distributor
Final
customers

Supply chain – a sequence of activities and organizations involved in producing and delivering a good or service
LO 1.1

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The Transformation Process
Inputs
Land
Labor
Capital
Information
Outputs
Goods
Services
Transformation/
Conversion
Process

Control

Measurement
and Feedback
Measurement
and Feedback
Measurement
and Feedback
Feedback = Measurements taken at various points in the transformation process
Control = The comparison of feedback against previously established standards to determine if corrective action is needed

LO 1.1

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Automobile Assembly, Steelmaking
Products are typically neither purely service- or purely goods-based.
Goods Services
Home Remodeling, Retail Sales
Computer Repair, Restaurant Meal
Songwriting, Software Development
Surgery, Teaching
Goods-service Continuum
LO 1.2

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Manufacturing vs. Service
Degree of customer contact
Uniformity of input
Labor content of jobs
Uniformity of output
Measurement of productivity
Production and delivery
Quality assurance
Amount of inventory
Evaluation of work
Ability to patent design
LO 1.2

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Every aspect of business affects or is affected by operations
Many service jobs are closely related to operations
Financial services
Marketing services
Accounting services
Information services
Through learning about operations and supply chains you will have a better understanding of:
The world you live in
The global dependencies of companies and nations
Reasons that companies succeed or fail
The importance of working with others
Why Study Operations Management?
LO 1.3

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Operations
Finance
Marketing
Organization

Basic Functions of the Business Organization
LO 1.4

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Function Overlap
Finance & operations
Budgeting
Economic analysis of investment proposals
Provision of funds
Marketing & operations
Demand data
Product and service design
Competitor analysis

LO 1.4

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Operations manager
Supply chain manager
Production analyst
Schedule coordinator
Production manager
Industrial engineer
Inventory manager
Quality manager
OM and Supply Chain Career Opportunities

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APICS – The Association for Operations Management
American Society for Quality (ASQ)
Institute for Supply Management (ISM)
Institute for Operations Research and Management Science (INFORMS)
The Production and Operations Management Society (POMS)
The Project Management Institute (PMI)
Council of Supply Chain Management Professionals (CSCMP)
OM-Related Professional Societies

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Process Management
Process – one or more actions that transform inputs into outputs

Upper-management processes These govern the operation of the entire organization.

Operational processes These are core processes that make up the value stream.

Supporting processes These support the core processes.

LO 1.5