10.1+OPERATIONS


 * ==Operations Syllabus -[[file:Operations - Syllabus.docx]]==

Outcomes
The student: H1 critically analyses the role of business in Australia and globally H2 evaluates management strategies in response to changes in internal and external influences H3 discusses the social and ethical responsibilities of management H4 analyses business functions and processes in large and global businesses H5 explains management strategies and their impact on businesses H6 evaluates the effectiveness of management in the performance of businesses H7 plans and conducts investigations into contemporary business issues H8 organises and evaluates information for actual and hypothetical business situations H9 communicates business information, issues and concepts in appropriate formats || //examine contemporary business issues to:// //investigate aspects of business using hypothetical situations and actual business case studies to://
 * **Students learn to:**
 * discuss the balance between cost and quality in operations strategy
 * examine the impact of globalisation on operations strategy
 * identify the breadth of government policies that affect operations management
 * explain why corporate social responsibility is a key concern in operations management
 * describe the features of operations management for businesses in a tertiary industry
 * assess the relationship between operations and the other key business functions in two actual businesses
 * explain how operations strategy can help a business sustain its competitive advantage
 * recommend possible operations strategies for one hypothetical business ||

– the difference between legal compliance and ethical responsibility – environmental sustainability and social responsibility || || ||  || – transformed resources (materials, information, customers) – transforming resources (human resources, facilities) – the influence of volume, variety, variation in demand and visibility (customer contact) – sequencing and scheduling – Gantt charts, critical path analysis – technology, task design and process layout – monitoring, control and improvement – customer service – warranties || || || – control – assurance – improvement
 * **Students Learn About**: || **Worksheets** || **Case Study** || **Glossary** ||
 * //role of operations management//
 * strategic role of operations management – cost leadership, good/service differentiation
 * goods and/or services in different industries
 * interdependence with other key business functions || [[file:Role of Operations.docx]] ||  ||   ||
 * //influences//
 * globalisation, technology, quality expectations, cost-based competition, government policies, legal regulation, environmental sustainability
 * corporate social responsibility
 * //operations processes//
 * inputs
 * transformation processes
 * outputs
 * //operations strategies//
 * performance objectives – quality, speed, dependability, flexibility, customisation, cost
 * new product or service design and development
 * supply chain management – logistics, e-commerce, global sourcing
 * outsourcing – advantages and disadvantages
 * technology – leading edge, established
 * inventory management – advantages and disadvantages of holding stock, LIFO (last-in-first-out), FIFO (first-in-first-out), JIT (just-in-time)
 * quality management
 * overcoming resistance to change – financial costs, purchasing new equipment, redundancy payments, retraining, reorganising plant layout, inertia
 * global factors – global sourcing, economies of scale, scanning and learning, research and development || [[file:Operations - Select Strategies for Revision.docx]] || [[file:Portakabin case study - Quality Management.pdf]][[file:Nestle case study - Supply Chain .pdf]] ||