O documento descreve como o autor pedia ao seu pai para "come?ar o come?o" ao descascar tangerinas quando crian?a, e como isso lhe dava seguran?a. Agora, como adulto, ele enfrenta novas "tangerinas" na vida e busca a mesma seguran?a pedindo ajuda a Deus.
O documento descreve 14 programas que permitem calcular diferentes propriedades geométricas e opera??es matemáticas básicas, como área, perímetro, média, maior/menor número, positivo/negativo, múltiplo de 5. Cada programa inclui instru??es para inserir dados, calcular resultados e limpar campos.
Uma pessoa está escolhendo entre várias op??es, mas o documento n?o fornece detalhes sobre o que está sendo escolhido ou quais s?o as op??es disponíveis.
Este documento apresenta uma série de fotos de lugares e eventos no Rio de Janeiro entre as décadas de 1950 e 1970. As fotos mostram caminh?es e bondes circulando pelas ruas, favelas, enchentes, ressacas no mar, cinemas e uma pista de tobog? na Lagoa Rodrigo de Freitas.
This chapter discusses key concepts in operations management. It defines operations management as managing resources devoted to production and delivery of products and services. It presents Slack et al.'s model of operations management which shows the input-transformation-output process. It also discusses how operations management is important in all types of organizations from manufacturing to services. It explains the changing business environment is prompting new approaches in operations management like supply chain management, customer relationship management and lean processes.
This document summarizes key concepts from Chapter 5 of Slack, Brandon-Jones and Johnston's book "Essentials of Operations Management". It discusses process design and the different types of processes that exist based on volume and variety, including manufacturing processes like project, jobbing, batch, mass production and continuous processes as well as service processes like professional services, service shops and mass services. It also covers topics like process mapping, the relationship between process design and product-process fit, Little's Law, throughput efficiency and balancing flow in processes.
This chapter discusses key concepts in operations management. It defines operations management as managing resources devoted to production and delivery of products and services. It presents Slack et al.'s model of operations management which shows the input-transformation-output process. It also discusses how operations management is important in all types of organizations from manufacturing to services. It explains the changing business environment is prompting new approaches in operations management like supply chain management, customer relationship management and lean processes.
This document summarizes key concepts from Chapter 5 of Slack, Brandon-Jones and Johnston's book "Essentials of Operations Management". It discusses process design and the different types of processes that exist based on volume and variety, including manufacturing processes like project, jobbing, batch, mass production and continuous processes as well as service processes like professional services, service shops and mass services. It also covers topics like process mapping, the relationship between process design and product-process fit, Little's Law, throughput efficiency and balancing flow in processes.
This chapter discusses the importance of product and service design for operations management. It identifies key questions around design and explains that design should consider how products/services and processes interact. There are several stages in design like concept generation, screening, preliminary design and prototyping. Interactive design across these stages is important and needs to be managed. Delays in design can significantly impact the financial breakeven point for new products. The chapter also covers organizing design activities and the management of design processes.
This document summarizes key concepts from Chapter 2 of Slack, Brandon-Jones and Johnston's book "Essentials of Operations Management". It discusses operations strategy, comparing it to operations management. Operations strategy involves longer timescales, higher levels of analysis and aggregation, and more abstract strategic decisions. It also examines formulating operations strategy using different perspectives and reconciling operations resources with market requirements. The chapter outlines strategic frameworks like Porter's value chain and Hayes and Wheelwright's stages of operations contribution.
The document summarizes key concepts from Chapter 3 of Slack, Brandon-Jones and Johnston's book "Essentials of Operations Management". It discusses the importance of operations performance for any organization and identifies social, environmental and economic factors that should be considered. Operations objectives like quality, speed, dependability, cost and flexibility are explained in terms of how they provide internal benefits to operations and external benefits to customers. The triple bottom line of people, planet and profit is introduced as a framework for measuring sustainability performance. Examples are provided to illustrate what quality, speed and dependability mean in different industry contexts like hospitals, automotive plants, bus companies and supermarkets.