Course Review Flashcards
(21 cards)
Q: What are the two perspectives in operations strategy?
A: Market Requirements (outside-in) and Operations Resources (inside-out).
What does the inside Market Requirements and Operations Resources create in the middle?
Operations Strategy (Strategic Reconciliation)
Q: What are the five competitive priorities in operations?
A: Quality, Speed, Dependability, Flexibility, and Cost.
Q: What areas do operations strategy decisions cover?
A: Capacity, supply network, process technology, product/service development, and improvement strategies.
Q: Why must operations performance be measured?
A: To enable improvement and ensure alignment with strategy.
Q: What are the three layers of performance in operations?
A: Triple Bottom Line, Organisational Strategy, and Tailored Objectives.
Q: What does the Triple Bottom Line include?
A: People (wellbeing), Planet (sustainability), and Profit (financial performance).
Q: How should operations goals vary with product life cycle?
A: Intro = Flexibility, Growth = Speed, Maturity = Cost/Dependability, Decline = Efficiency or Innovation.
Q: Smoothing with inventories strategy?
timing the introduction of capacity so that current capacity plus accumulated inventory can always supply demand.
Q: What is a dyadic relationship in supply strategy?
A: A one-on-one relationship between supplier and buyer
Beer Game = couldn’t go straight to the brewer
Q: What is a triadic relationship in supply strategy?
A: A relationship involving three interdependent actors.
going to Harvey Norman with a broken laptop then they go to the repairman or you go straight to the repairman
Q: What challenges affect supply strategy?
A: Perception mismatches, demand instability, and poor coordination
Q: What enables effective supply network management?
A: Trust, shared data, mutual goals, strategic collaboration.
Q: What is process technology strategy?
A: Decisions about how technology supports long-term operations goals.
Q: What drives process technology adoption?
A: Cost savings, speed/flexibility, scalability, and competitive pressure.
Q: What is the Product–Process Matrix?
A: A framework matching product types with appropriate process types.
Q: What happens when you’re off-diagonal in the Product–Process Matrix?
A: Misalignment causes inefficiency and waste.
Q: What are the two types of improvement strategy?
A: Radical (exploration) and Continuous (exploitation).
Q: What is radical improvement?
A: Big, disruptive changes that provide long-term benefits.
Q: What is continuous improvement?
A: Ongoing, small enhancements that build efficiency over time.
Q: What is Sandcone Theory?
A: Improvement should follow a cumulative order: Quality → Dependability → Speed → Flexibility → Cost.
