Operation Management

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Operation Management by Mind Map: Operation Management

1. FRIENDSHIP Operations management

1.1. Service industries

1.1.1. Capital intensive services

1.1.1.1. Focus on technology and automation

1.1.2. People intensive service

1.1.2.1. Focus is on managing service employees that deliver the service

1.2. Roles & Functions

1.2.1. Design

1.2.1.1. Service design

1.2.1.1.1. The service concept

1.2.1.1.2. Service-product bundle

1.2.2. Plan

1.2.2.1. Strategic Planning - Key Areas

1.2.2.1.1. Strategic operation Management

1.2.2.1.2. Product Design

1.2.2.1.3. Supply chain management

1.2.2.1.4. Quality Management

1.2.2.1.5. Process Selection

1.2.2.1.6. Facility Location

1.2.2.1.7. Facility Layout

1.2.2.1.8. Job Design

1.2.2.2. Tactical Planning - Key Areas

1.2.2.2.1. Quality Control

1.2.2.2.2. Demand Forecasting

1.2.2.2.3. Supply chain Management

1.2.2.2.4. Production Planning

1.2.2.2.5. Inventory Control

1.2.2.2.6. Scheduling

1.2.2.3. Operational Planning

1.2.2.3.1. Final Assembly scheduling (FAS) - Schedules of Events

1.2.2.3.2. Materials requirements planning (MRP) - Key Resources Requirment

1.2.2.4. Backup Plan

1.2.3. Managing

1.2.3.1. Operations decisions

1.2.3.1.1. 5.1 Process decisions

1.2.3.1.2. 5.2 Quality management

1.2.3.1.3. 5.3 Capacity and scheduling

1.2.3.1.4. 5.4 Inventory

1.2.3.1.5. 5.5 Service supply chains

1.2.3.1.6. 5.6 Information technology

1.2.4. Executive

1.2.5. Analyse

1.2.5.1. Break-even Point

1.2.5.1.1. Fomulas

1.2.5.1.2. Pricing

1.2.5.1.3. Fixed Cost

1.2.5.1.4. Variable cost

1.2.5.1.5. Semi-Variable cost

1.2.5.1.6. 5.3 Capacity and scheduling

1.2.6. Direct

1.2.7. Improve

1.3. Dịch vụ GIAO - NHẬN

1.3.1. Design

1.3.1.1. Service design

1.3.1.1.1. The service concept

1.3.1.1.2. Service-product bundle

1.3.2. Plan

1.3.2.1. Strategic Planning - Key Areas

1.3.2.1.1. Strategic operation Management

1.3.2.1.2. Product Design

1.3.2.1.3. Supply chain management

1.3.2.1.4. Quality Management

1.3.2.1.5. Process Selection

1.3.2.1.6. Facility Location

1.3.2.1.7. Facility Layout

1.3.2.1.8. Job Design

1.3.2.2. Tactical Planning - Key Areas

1.3.2.2.1. Quality Control

1.3.2.2.2. Demand Forecasting

1.3.2.2.3. Supply chain Management

1.3.2.2.4. Production Planning

1.3.2.2.5. Inventory Control

1.3.2.2.6. Scheduling

1.3.2.3. Operational Planning

1.3.2.3.1. Final Assembly scheduling (FAS) - Schedules of Events

1.3.2.3.2. Materials requirements planning (MRP) - Key Resources Requirment

1.3.2.4. Backup Plan

1.3.3. Managing

1.3.3.1. Operations decisions

1.3.3.1.1. 5.1 Process decisions

1.3.3.1.2. 5.2 Quality management

1.3.3.1.3. 5.3 Capacity and scheduling

1.3.3.1.4. 5.4 Inventory

1.3.3.1.5. 5.5 Service supply chains

1.3.3.1.6. 5.6 Information technology

1.3.4. Executive

1.3.5. Analyse

1.3.6. Direct

1.3.7. Improve

1.4. Dịch vụ Phục vụ bữa ăn tại nhà

1.4.1. Design

1.4.1.1. Service design

1.4.1.1.1. The service concept

1.4.1.1.2. Service-product bundle

1.4.2. Plan

1.4.2.1. Strategic Planning - Key Areas

1.4.2.1.1. Strategic operation Management

1.4.2.1.2. Product Design

1.4.2.1.3. Supply chain management

1.4.2.1.4. Quality Management

1.4.2.1.5. Process Selection

1.4.2.1.6. Facility Location

1.4.2.1.7. Facility Layout

1.4.2.1.8. Job Design

1.4.2.2. Tactical Planning - Key Areas

1.4.2.2.1. Quality Control

1.4.2.2.2. Demand Forecasting

1.4.2.2.3. Supply chain Management

1.4.2.2.4. Production Planning

1.4.2.2.5. Inventory Control

1.4.2.2.6. Scheduling

1.4.2.3. Operational Planning

1.4.2.3.1. Final Assembly scheduling (FAS) - Schedules of Events

1.4.2.3.2. Materials requirements planning (MRP) - Key Resources Requirment

1.4.2.4. Backup Plan

1.4.3. Managing

1.4.3.1. Operations decisions

1.4.3.1.1. Concern

1.4.3.1.2. 5.1 Process decisions

1.4.3.1.3. 5.2 Quality management

1.4.3.1.4. 5.3 Capacity and scheduling

1.4.3.1.5. 5.4 Inventory

1.4.3.1.6. 5.5 Service supply chains

1.4.3.1.7. 5.6 Information technology

1.4.3.1.8. 5.7 Scheduling

1.4.4. Executive

1.4.5. Analyse

1.4.6. Direct

1.4.7. Improve

1.5. Dịch vụ Thuê Thợ Sửa Chữa

1.5.1. Design

1.5.1.1. Service design

1.5.1.1.1. The service concept

1.5.1.1.2. Service-product bundle

1.5.2. Plan

1.5.2.1. Strategic Planning - Key Areas

1.5.2.1.1. Strategic operation Management

1.5.2.1.2. Product Design

1.5.2.1.3. Supply chain management

1.5.2.1.4. Quality Management

1.5.2.1.5. Process Selection

1.5.2.1.6. Facility Location

1.5.2.1.7. Facility Layout

1.5.2.1.8. Job Design

1.5.2.2. Tactical Planning - Key Areas

1.5.2.2.1. Quality Control

1.5.2.2.2. Demand Forecasting

1.5.2.2.3. Supply chain Management

1.5.2.2.4. Production Planning

1.5.2.2.5. Inventory Control

1.5.2.2.6. Scheduling

1.5.2.3. Operational Planning

1.5.2.3.1. Final Assembly scheduling (FAS) - Schedules of Events

1.5.2.3.2. Materials requirements planning (MRP) - Key Resources Requirment

1.5.2.4. Backup Plan

1.5.3. Managing

1.5.3.1. Operations decisions

1.5.3.1.1. 5.1 Process decisions

1.5.3.1.2. 5.2 Quality management

1.5.3.1.3. 5.3 Capacity and scheduling

1.5.3.1.4. 5.4 Inventory

1.5.3.1.5. 5.5 Service supply chains

1.5.3.1.6. 5.6 Information technology

1.5.4. Executive

1.5.5. Analyse

1.5.6. Direct

1.5.7. Improve

2. Operations management for services

2.1. Definition of services

2.1.1. "services are intangible products"

2.1.2. "service is a customer experience"

2.1.3. The perceived service

2.1.3.1. Physical facilitating goods

2.1.3.2. Explicit service

2.1.3.2.1. 5 senses

2.1.3.3. Implicit service

2.1.3.3.1. Mental

2.2. Comparison of manufacturing and services

2.2.1. Simultaneous production and consumption.

2.2.1.1. services cannot be produced in one location and transported to another

2.2.2. Perishable

2.2.2.1. cannot be stored for later use

2.2.3. Ownership

2.2.3.1. services cannot be owned or resold

2.2.4. Tangibility

2.2.4.1. Assurance of quality service is often done by licensing, government regulation, and branding

2.3. Service industries

2.3.1. Capital intensive services

2.3.1.1. Focus on technology and automation

2.3.2. People intensive service

2.3.2.1. Focus is on managing service employees that deliver the service

2.4. Service design

2.4.1. The service concept

2.4.1.1. 1. Organizing Idea

2.4.1.2. 2. Service Provided

2.4.1.3. 3. Service Received

2.4.2. Service-product bundle

2.4.2.1. Service Facility

2.4.2.2. Facilitating goods

2.4.2.3. Information

2.4.2.4. Explicit service

2.4.2.5. Implicit service

2.5. Operations decisions

2.5.1. 5.1 Process decisions

2.5.1.1. 5.1.1 Customer contact

2.5.1.2. 5.1.2 Production-line approach

2.5.1.3. 5.1.3 Service process matrices

2.5.1.4. 5.1.4 Self-service

2.5.1.5. 5.1.5 Lean thinking

2.5.1.6. 5.1.6 Queuing

2.5.1.7. 5.1.7 Service-profit chain

2.5.2. 5.2 Quality management

2.5.2.1. 5.2.1 SERVQUAL measurement

2.5.2.1.1. Tangible

2.5.2.1.2. Reliability

2.5.2.1.3. Responsiveness

2.5.2.1.4. Assurance

2.5.2.1.5. Empathy

2.5.2.2. 5.2.2 Quality management approaches

2.5.2.3. 5.2.3 Service recovery

2.5.2.4. 5.2.4 Service guarantee

2.5.3. 5.3 Capacity and scheduling

2.5.3.1. 5.3.1 Forecasting

2.5.3.2. 5.3.2 Capacity planning

2.5.3.3. 5.3.3 Revenue management

2.5.3.4. 5.3.4 Scheduling

2.5.4. 5.4 Inventory

2.5.5. 5.5 Service supply chains

2.5.6. 5.6 Information technology

2.5.6.1. 5.6.1 Management science and operations research (MSOR)

3. MARKETING

3.1. Processes

3.1.1. WHY

3.1.1.1. Mkt orientations or Philosophies

3.1.1.2. Roles

3.1.1.2.1. Link Between

3.1.2. HOW

3.1.2.1. Definition

3.1.2.1.1. "satisfying needs and wants through an exchange process"

3.1.2.1.2. Engage customers

3.1.2.1.3. Build strong customer relationships

3.1.2.1.4. Create customer value

3.1.2.1.5. Capture value from customers

3.1.2.2. Communicating

3.1.2.3. Delivering

3.1.2.4. Creating

3.1.2.5. Exchanging offering - Decise value

3.1.2.6. Identity & Positioning

3.1.2.6.1. Identity

3.1.2.6.2. Positioning

3.1.3. (For) WHO

3.1.3.1. Customer

3.1.3.2. Partners

3.1.3.3. Society

3.1.4. WHAT

3.1.4.1. Concept

3.1.4.2. Differences B2B & B2C

3.1.4.2.1. B2B

3.1.4.2.2. B2C

3.1.4.3. Orientations

3.1.4.4. The Mkt Mix

3.1.4.5. Environment

3.1.4.6. Research

3.1.4.7. Segmentation

3.1.4.8. Promotional Mix

3.1.4.9. The Marketing Plan

3.1.4.10. Product life cycle

3.1.4.11. Types of mkt

3.1.5. OKRS

3.1.5.1. Objects

3.1.5.1.1. 4+5+6 Goals

3.1.5.1.2. T4 Object

3.1.5.1.3. T5 Object

3.1.5.1.4. T6 Object

3.1.5.1.5. 4+5+6 Object

3.1.5.2. Đêm

3.1.5.3. PLan

3.1.5.3.1. FS Magazine

4. Operation Managerment

4.1. Topics

4.1.1. Production Systems

4.1.2. Metrics

4.1.2.1. Efficiency

4.1.2.2. Effectiveness

4.1.3. Service Operations

4.1.4. Mathematical Modeling

4.1.5. Safety, risk & maintenance

4.2. Management of service operation

4.2.1. Understanding the service needs of the target customers

4.2.2. Delivering service to the customers

4.2.3. Managing the processes that deliver the services

4.2.4. Ensuring objectives are met

4.2.5. Constant improve the services

4.3. KEY AREAS

4.3.1. Key Areas - Strategic

4.3.1.1. Strategic operation Management

4.3.1.1.1. Create value

4.3.1.1.2. Gain competitive advantage

4.3.1.2. Product Design

4.3.1.2.1. Features

4.3.1.3. Supply chain management

4.3.1.3.1. Managing

4.3.1.3.2. Monitoring

4.3.1.3.3. Controlling all activites

4.3.1.4. Quality Management

4.3.1.4.1. Measure Quantity and Quality

4.3.1.4.2. Maintain Quality

4.3.1.5. Process Selection

4.3.1.6. Facility Location

4.3.1.7. Facility Layout

4.3.1.8. Job Design

4.3.2. Key Areas - Tactical

4.3.2.1. Quality Control

4.3.2.2. Demand Forecasting

4.3.2.3. Supply chain Management

4.3.2.4. Production Planning

4.3.2.5. Inventory Control

4.3.2.6. Scheduling

4.3.3. Operational Planning

4.3.3.1. Final Assembly scheduling (FAS) - Schedules of Events

4.3.3.2. Materials requirements planning (MRP) - Key Resources Requirment

4.3.3.2.1. Capacity Requirements Planning (CRP)

4.3.3.2.2. Input/output Planning Control

4.3.4. Backup Plan

4.4. Roles & Functions

4.4.1. Roles

4.4.1.1. Design

4.4.1.2. Plan

4.4.1.3. Managing

4.4.1.4. Executive

4.4.1.5. Analyse

4.4.1.6. Direct

4.4.1.7. Improve

4.4.2. Functions

4.4.2.1. Design

4.4.2.1.1. Products

4.4.2.1.2. Services

4.4.2.2. Plan

4.4.2.2.1. Information systems

4.4.2.2.2. Capacity

4.4.2.2.3. Conducting enterprise resource

4.4.2.3. Managing

4.4.2.3.1. Projects

4.4.2.3.2. Inventory

4.4.2.3.3. Delivery to customers in a timely manner

4.4.2.3.4. Quantity

4.4.2.3.5. Quality

4.4.2.3.6. Logistics

4.4.2.3.7. Transportation and Distribution

4.4.2.3.8. Facilities

4.4.2.4. Executive

4.4.2.5. Analyse

4.4.2.5.1. Value chain - Data

4.4.2.6. Direct

4.4.2.7. Improve

4.4.2.7.1. Resource usage

4.4.2.7.2. Eliminating waste and bottlenecks

4.4.2.7.3. Processes

4.5. Foundations

4.5.1. Planning

4.5.2. Process

4.5.3. Efficiency

4.5.4. Cost Control

4.5.5. Quality

4.5.6. Continuous Improvement

4.5.7. Technology

4.5.8. Profitability

4.6. Definition & Planning Process

4.6.1. Definition

4.6.1.1. Foundations

4.6.1.2. Roles & Functions

4.6.1.3. Management of service operation

4.6.2. Planning Process

4.6.2.1. 1. Strategic Planning

4.6.2.2. 2. Tactical Planning

4.6.2.3. 3. Operational Planning

4.6.2.4. Backup Plan

4.7. Organizational Planning

4.7.1. .

4.7.2. Final Assembly Schedules

4.8. History

4.8.1. Industrial Revolution

4.8.1.1. 1st

4.8.1.2. 2nd

4.8.1.3. post-

4.8.2. Operations Management

5. Service Managerment

5.1. Service Design Process

5.1.1. Principles - HOW

5.1.1.1. Human-centred

5.1.1.1.1. experience

5.1.1.2. Collaborative

5.1.1.2.1. Stakeholders

5.1.1.2.2. Engaged ervice design process

5.1.1.3. Iterative

5.1.1.3.1. Exploratory

5.1.1.3.2. Adaptive

5.1.1.3.3. Experimental approach

5.1.1.3.4. iterating toward implementation

5.1.1.4. Sequential

5.1.1.4.1. a sequence of interrelated actions

5.1.1.5. Real

5.1.1.5.1. Needs

5.1.1.5.2. Ideas prototyped in reality

5.1.1.5.3. Intangible values evidenced

5.1.1.6. Holistic

5.1.1.6.1. Sustainably address the needs

5.1.2. Methodology - WHAT

5.1.2.1. Identification

5.1.2.1.1. the actors

5.1.2.2. Definition

5.1.2.2.1. Possible service scenarios

5.1.2.2.2. Verifying use cases

5.1.2.2.3. Sequences of actions

5.1.2.2.4. Actors’ roles

5.1.2.2.5. Define

5.1.2.3. Representation

5.1.2.3.1. Techniques

5.1.2.3.2. Illustrate

5.1.3. Definition - WHY

5.1.3.1. deliver valuable capacities

5.1.3.1.1. action

5.1.3.1.2. Capacities

5.1.3.2. Create "Scripts"

5.1.3.2.1. suggests behavioural patterns

5.1.4. Skateholders - (for WHO)

5.1.4.1. Partners

5.1.4.2. Customer

5.1.4.3. Manager

5.1.4.4. Employee