industrial management.
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Explain these concepts, in relation to industrial management.
-core competency
-above-average yields
-tangible and intangible resources
-capabilities
-value creation
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- Explain extensively these concepts, in relation to industrial management.-core competency-above-average yields-tangible and intangible resources-capabilities -value creationExplain these concepts giving examples, in relation to industrial management.-core competency-above-average yields-tangible and intangible resources-capabilities -value creationrelate these concepts, why is it important in a company? -core competency-above-average yields-tangible and intangible resources-capabilities -value creation
- Explain extensively these concepts-core competency -above-average yields -tangible and intangible resources -capabilities -value creationimagine you are in public, and you have to explain these concepts: (in relation to industrial management). -core competency -above-average yields -tangible and intangible resources -capabilities -value creation- Business Model is in tabular form is shown and 10 discussed in class. Explain Business Model in words mentioning a] Organizational Function/Process/Department b] Management process -POIC c] 10 Critical and strategic decision areas and 3 flows of SCM Comment if these critical areas and flows of SCM are present in all departments d] Create a relationship (in hierarchy form] between Activities – Operations - System e] comment- How Understanding of this relation can bring the operational excellence
- 4. What is the difference between competitive advantage and sustainable competitive advantage? 5. How can an organization’s culture be a source of SCA? 6. Describe how each of the six types of resources can be a source of SCA. What are the strengths and weaknesses of each type?Please Answer This Question Assume you are the manager of a small firm that is dependent on a large computer manufacturing customer that uses the resource-dependence perspective. Put yourself in the position of the small firm, and describe what actions you would take to survive and succeed. What actions would you take from the perspective of the large firm?Give an example of a company and its core competencies. When defining the core competencies for the company, argue how these core competencies/competencies pass Prahalad and Hamel's (1990) core competency test. Also, identify at least three different capabilities of the company and conduct a VRIN analysis (in table form). When identifying the capabilities or resources, be sure to identify and explain if these are resources OR capabilities.
- Which one of the following statements regarding operations management is TRUE? 1:- Inputs to a production system include capital and materials, but not human resources. 2:- Operations management deals only with manufacturing organizations because service organizations do not have tangble outputs. 3:- Typical inputs to a production system are processes and consumer goods. 4:- Customer participation and information on performance are two special types of inputs to a production systemYou are called upon by the management of Woody Toy Factory to head their Operations. You are required to study and guide the company regarding the following matters. (CHOOSE FIVE ONLY) A. Quality Management B. Customer Satisfaction C. 5’s Methodology D. Brainstorming E. Diversification F. Kaizen Concept G.JIT Production System H. Fishbone (Cause and effect Diagram) I. 5 Why’s in Problem Solving J. Ethics, Trust and IntegrityVarious financial data for InMotion Manufacturing for 2013 & 2014 follow (in 1000s). 2013 2014 Output: Sales $1432 $1765 Inputs: Labor $40 $41 Raw Materials $45 $61 Energy $9 $11 Capital Expenses $137 $187 Other $3 $6 What is the percentage change in InMotion’s total productivity measure from 2013 to 2014? Give your answer in decimal form to 3 decimal places. For example, 0.051 and NOT 5.10%. Also, indicate a negative change like -0.051 if needed.