Can you share the presentations as I need it to study for exams, and in urgent need

What the sigma nigma

Very insightful lesson, thank you Professor! Is there any way can get the ppt?😂

Great overview of a complex (but not that challenging in theory) field. I prefer to employ a more 'engaged' 'triangle: Investment (not 'cost'), delivery (not schedule) and I agree with 'performance' a far more engaged concept than 'quality' which is too diffuse. In the centre I put 'value' rather than 'quality' or 'performance'. This is what a project is about: producing value for the customer by meeting his/her performance requirements when required with a certain investment. The objective of a project is (most typically) to create or enable a capability to more effectively meet a strategic objective. When it comes to 'crashing' a project, one also has to bear in mind the benefit of an earlier start to the project result producing value. For example, on a retail centre I worked on we went to 24 hour production to complete the centre for Christmas trading. This cost a few million more, but the operator was able to generate vastly more revenue than the extra millions paid for the triple effort. A comment on the 'risk matrix' mentioned. Generally for structured risk environments amenable to rational 'event' and 'effect' parameters, the matrix may be useful, but it still suffers from a margin of error problem. Errors in setting a risk probability or effect, or both can inappropriately mis-allocate a risk by two categories; less of a chance with a 5x5 matrix, but present in all smaller matrices. This could result in a waste of resources, or unpreparedness for a risk. Far better to use 'iso-risk' curves, or better, abandon the matrix entirely and assess risk on a pure 'effective cost' basis, and use that to allocate seriousness. It is worth referring to Cox's papers of the 'risk of risk matrices' and the 'Eight-to-late' blog on the same topic.

Another good video 😋

I am surprised that these would be MBA lectures. They have a very under-graduate B. Bus flavour to them. However, at that level they are very well done and comprehensive.

Excellent overview.

Thank you sir ,,I learn a lot

Thank you Professor. I’ve passed my exams with your explanations 🙏

hello Dr Kolawole, i'm watching the video.

Thank you

Great video .

I have to disagree with the 'strategies' examples. They aren't 'strategies'! A strategy is a set of 'grand' defining actions a firm will take to achieve its objectives and deliver on its mission, Low cost might be an operational practice, but strategy it is not. A strategy will set the themes for Activities (I prefer this to 'tactics', cause we ain't the army) and activities achieve or help to achieve goals. Operations follow from Activities. SWOT: Companies are build to avoid their 'weaknesses' and play to their strengthens. What is better is to examine the capabilities you have to meet your goals/objectives, and the barriers that might arise. If you don't have capabilities that are relevant, undertake Projects to develop them. Targets: Be aware that 'targets' really only exist on dart boards, where we all know the delivery system. if you want 'targets' for your business, understand the system that is producing the current results, and study where beneficial changes might leverage the outcomes you seek. Demming counsels against targets because they are either wrong (unachievable), induce 'gaming' and internal competitive waste or distort the system through 'tampering' with it.

One doesn't 'motivate' employees; one, rather, avoids de-motivating them.

Next time burn it, and wear a hoodie.

Awesome lectures.

Can i have this slides

We miss you Mr Witzel! You were the best computer teacher.

Very good presentation

I loved your lessons can you share your slides please sir?

How heavily are you being attacked while this is happening ?

thank you👌🙏🙏🙏🙏🙏

how to sleep 101

very good teacher, wow😍🤩

Great lecture!

🎯 Key Takeaways for quick navigation: 00:00 📚 *Introduction to Operations Management* - Introduction and overview of operations management, including definition and distinction between goods and services. - Key components of operations management and the supply chain. - Introduction to the transformational process and its importance in adding value. 01:18 🔄 *Goods vs. Services* - Differentiation between goods and services with examples. - Explanation of how operations management applies to both goods and services. 02:55 📦 *Supply Chain Overview* - Detailed explanation of the supply chain from suppliers to final customers. - Importance of supply chain management in operations. 03:35 🔁 *The Transformational Process* - In-depth discussion of the transformational process, including inputs, transformation, outputs, and feedback. - Examples of transformational processes in different types of businesses. 05:40 ⚖️ *Goods and Services Continuum* - Exploration of the continuum between goods and services, highlighting the mixture of both in various industries. 07:04 📈 *Why Study Operations Management* - Explanation of the significance of operations management in business success. - The relationship between operations management and other business functions. 10:11 🚀 *Career Opportunities in Operations Management* - Overview of career paths in operations management and supply chain. - Introduction to professional societies related to operations management. 11:24 🔄 *Business Processes and Supply & Demand* - Discussion on different types of business processes and the balance between supply and demand. 13:52 📊 *Process Variation and Operations Management Scope* - Identification of sources of process variation and the comprehensive scope of operations management activities. 17:33 🛠️ *Role of the Operations Manager* - Detailed insights into the decisions and responsibilities of operations managers, including system design and operational decisions. 23:39 📐 *Systems Approach and Historical Evolution* - Explanation of the systems approach in operations management and a brief overview of its historical evolution. 27:19 🏭 *Historical Evolution of Operations Management* - Overview of the progression from the Industrial Revolution to modern management theories. - Key milestones include the Industrial Revolution, scientific management, human relations movement, decision models, and the influence of Japanese manufacturing on quality and just-in-time production. 31:40 🌍 *Key Issues for Operations Managers Today* - Discussion on contemporary challenges facing operations managers, including economic conditions, innovation, quality, risk management, and global competition. - Emphasis on sustainability, ethical concerns, and the impact of e-business on operations. 34:50 🔗 *Supply Chain Management Challenges* - Examination of supply chain management complexities and the shift towards integrated supply chain strategies. - Focus on outsourcing, transportation costs, competitive pressures, globalization, e-business, supply chain complexity, and inventory management strategies. Made with HARPA AI

can I please get this PowerPoint, I want to use it for further learning

Help please others subjects of LSCM ? LSCM 4094 , 4102 , 4063 , 4122 , excusem !!!!!!???

simply amazing content!!

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🎯 Key Takeaways for quick navigation: 00:00 📈 *Introduction to Competitiveness, Strategy, and Productivity* - Overview of the importance of quality, productivity, and customer responsiveness. - Highlights the interrelation of competitiveness, strategy, and productivity. 00:46 🎯 *Understanding Competitiveness* - Definition of competitiveness and its significance in meeting customer needs. - The role of marketing and operations in enhancing competitiveness. 01:52 🔍 *Factors Influencing Business Competitiveness* - Key factors: product/service design, cost, location, quality, and response flexibility. - Importance of inventory and supply chain management, service quality, and workforce. 02:37 ⚠️ *Reasons for Organizational Failure* - Lack of operational strategy and ignorance of strengths and weaknesses. - Overemphasis on short-term gains and insufficient focus on process design and improvement. 03:29 🌟 *Organizational Mission and Planning Hierarchy* - The significance of a mission statement in guiding organizational goals and strategies. - The process of translating mission into organizational strategies and tactics. 04:09 🎖️ *Case Study: FedEx's Mission and Ethical Standards* - FedEx’s mission evolution and emphasis on safety and ethics. - Illustrative story demonstrating FedEx's commitment to timely delivery and employee initiative. 07:11 🎯 *Goal-Driven Strategies in Organizations* - The role of goals in shaping organizational strategies. - Differentiation between functional and organizational strategies. 08:15 🛠️ *Tactics and Operations* - Tactics as methods to achieve strategies. - Operations as the execution of work. 08:46 🔍 *Core Competencies and Operation Strategies* - Importance of aligning core competencies with strategies. - Examples of operation strategies in different organizations. 11:32 🧭 *Strategy Formulation and Environmental Scanning* - Core competencies, environmental scanning, and SWOT analysis. - Concepts of order qualifiers and order winners. 14:02 🔬 *Internal and External Factors in Strategy* - Key external factors: economic, political, legal, technological, competitive, and market conditions. - Internal factors: human resources, facilities, finance, customers, technology, and suppliers. 15:45 📊 *Operation Management Decision Areas* - Decisions in product/service design, capacity, process selection, work design, and location. - Quality, inventory, maintenance, scheduling, supply chain, and project considerations. 18:54 🎯 *Quality-Based Strategy* - The importance of quality in strategy, including reputation management and cost reduction. - Examples of companies that have adopted quality-based strategies. 20:29 ⏱️ *Time-Based Strategies* - Focus on reducing task completion time to improve cost, quality, and customer service. - Areas for time reduction in business processes. 22:04 🔄 *Agile Operations* - Emphasis on flexibility and adaptability in operations. - Integration of core competencies for environmental responsiveness. 22:40 📈 *Balanced Scorecard Approach* - A top-down management system focusing on various functional areas. - Development of objectives, metrics, targets, and initiatives in different business perspectives. 24:30 📊 *Understanding Productivity* - Definition and importance of productivity in business. - Productivity as a measure of resource effectiveness. 26:24 📈 *Productivity Measures and Calculation* - Types of productivity measures: partial, multifactor, and total. - Example of a productivity calculation. 30:32 📉 *Analyzing Productivity Growth* - Calculating productivity growth and understanding its implications. - Example of productivity growth calculation in an assembly line. 31:01 🔍 *Service Sector Productivity Measurement* - Challenges in measuring productivity in the service sector. - Process yield as an alternative productivity measure in services. 32:09 📈 *Factors Influencing Productivity* - Key factors: methods, quality, management, technology, and capital. - How these factors impact overall productivity. 33:01 🚀 *Strategies for Productivity Improvement* - Steps for improving productivity: measurement, identifying bottlenecks, setting goals, and management support. - Importance of measuring and publicizing improvements. 34:08 🌟 *Distinction Between Productivity and Efficiency* - Differentiating productivity from efficiency. - Example of efficiency versus productivity in lawn mowing. 35:21 🔄 *Summary of Key Concepts* - Recap of the interconnectedness of competitiveness, strategy, and productivity. - Emphasis on detailed strategies for improving competitiveness and productivity in operations management. Made with HARPA AI

Hello Mr witzel Remember me Josiah

Hocaa hızlı anlat hocaaa

Slaaayyyyyy❤❤❤❤

Big dubs

ı loved your lessons can you share your slides please sir

ı loved your lessons can you share your slides please sir

ı loved your lessons can you share your slides please sir

you are Great brother Thank you

Hi can someone please tell me which textbook he is using as a reading reference so I can buy it? Please

Im here 2023.. Thank you for the lectures Eddy

that's not concurrent engineering...

Thank you

Love it when you said triple bagged. Did asbestos removal

Thank you. Was looking in Temu for a bee suite to also get rid of a hornets nest and read your review. That is how I found your video. Thanks for the feedback on the suite!

life savior for sure! Could you make some videos about solving problems?

I dug up an Op Mgmt text from my closet or somewhere, and am SOOOOO grateful that YOUR lectures are from the EXACT same text! So fortunate to just have this supplement freely available!.. Thank you!.. I glanced a bit at your channel, and I am an outdoors person myself, and maybe you play piano it looks like?.. i like to have a go at piano myself, from time to time… or well I try😄 Much love! I will leave comments as I progress throught the “course” 😉 I hope I can maintain staying motivated, and read through text.

thanks

Way to go, Mr. Witzel.