final Flashcards

Question

JIT, jidoka, pull system | kaizen, heijunka

Answer 1

JIT: make only what is needed, only how much is needed, only when it is needed jidoka — build quality into the process; anything that doesn’t add value is waste * allow problems to be solved immediately by pulling andon cord * stop the system, fix mistakes, then continue * use visual systems to monitor/control processes throughout * inspections at end of process = wasteful * 5 why’s → takes longer but addresses the root issue pull system: very little inventory at each station kaizen: continuous improvement through job satisfaction (rotation) heijunka: spread out demand as evenly as possible; all the different models made at the same time

Answer 2

**service level**: workplace culture (religious), committed workforce (not many opportunities elsewhere), cross-training, extra workers at the platforms, colour coding on the dabbas **redundancies**: double sorting, backup workers **variability**: weather, road and train repairs, bike repairs, delays in pickup, customers!!

Answer 3

goals: to minimize walking, distance the product travels * works for things like zoos where people can choose their path; not for things based on steps like subway * services: how to arrange the individual services within a service providing-organization, relative to each other strategies: move one unit, swap 2 units rectilinear/taxicab distance — go along the grid 1. add traffic between each area -> upper right triangle 2. figure out the distance between each combo within the proposed layout and add them to the matrix triangle 3. SUMPRODUCT the totals with the distances for the whole upper triangle 4. optimize by minimizing the total traffic | incr improvements, simulations, IP

Answer 4

* provide bus service to low-density routes > low utilization * lack of customer service policies > exacerbated by social media * escalating tensions between union and company > uncivil interactions * lack of funding leads to lower service levels, more delays, leading to even more complaints * fare increase | customers watching the service being performed

Answer 5

1. on-time service 2. service level (not stocking out) 3. customer perceptions of quality: ambiance, friendliness, timeliness, value, long-lasting 4. hospitals: readmissions, wait times, health outcomes, patients’ family members, employee satisfaction

Answer 6

flow, resources, queues, capacities

Answer 7

1. customer satisfaction — focus on customer needs 2. management by facts — use data, scientific thinking, statistical analysis 3. respect for people — improvements occur at, and with support from, all levels of the org

Answer 8

1. comes from manufacturing → quality control background 2. focused on process improvement + reducing variability 3. remove the causes of defects/errors 4. relies on all levels of management → strong leadership is key 5. sigma = measure of variation (SD); want to scrunch the dist together to reduce variability DMAIC — define, measure, analyze, improve, control Q * A = E > effectiveness needs quality and acceptance > culture change crucial | indiv modify their behaviour bc they know they’re being observed

Answer 9

change acceleration processes; ex. elevator pitches, process mapping, communications plans, stakeholder/resistance analysis

Answer 10

* any resources that are being spent on activities that don’t directly add value are wasteful * derived from TPS * identification and steady elimination of waste * often applied to business processes in services * team/group initiatives → involving everyone who touches a process to figure out ways to improve it

Answer 11

bar chart for count for each category of complaints, sorted highest to lowest * cumulative values are plotted with a line

Answer 12

22-question survey intended to work across various companies and industries can add more questions based on industry change how the questions are asked uses the 5 service quality dimensions as broad categories rating on a Likert scale

Answer 13

type I errors: identify process as out of control when it is actually OK * false positive, producer’s risk type II errors: define process as OK when it is actually out of control * false negative; consumer’s risk | identifies when a measure is out of control; metric w repeated values

Answer 14

R-chart: measure range over time * R̄ at avg range * LCL = D3R̄ * UCL = D4R̄ X-chart: measure average x for each subgroup * X-barbar at avg avg x * LCL = X̄̄ - A2R̄ UCL = X̄̄ + A2R̄

Answer 15

DEA compares the efficiency of multiple service units that provide similar services by explicitly considering their use of multiple inputs to produce multiple outputs * efficiency is a score/grade defined by the input/output ratio * incorporates multiple inputs and multiple outputs into both the numerator and the denominator of the efficiency ratio * compares a particular unit’s efficiency with the performance of a group of similar service units that are delivering the same service relatively efficient units = 100% efficiency * not allowed to use a formula where one unit gets > 100% efficiency inefficient units < 100% efficiency

Answer 16

shows combinations of inputs want closest to the origin → uses less inputs different shapes based on what we are measuring

Answer 17

**efficiency reference set** — relative weight assigned to that efficient unit in calculating the efficiency rating * shadow prices associated with the respective efficient-unit constraints in the solution **composite reference unit C** — defined by the weighted inputs of the reference set; defined at the frontier and the inefficient unit

Answer 18

cross-median, competitors, convenience

Answer 19

find a line such that >1/2 are on either side 1. plot population points 2. add up population and divide in 2 for median 3. add up the populations up to at least the median starting from both sides of the x and y axes (can tilt axes) 4. get 2-4 medians **assumptions**: population is in the middle, evenly distributed OR that reaching the first point = reaches the population **limitations**: can't use for multiple, not good for larger problems, not good for >1 metric

Answer 20

obj function: min distance, min travel time constraints: sum of zi = L (number of locations) * can also specify a range of L * can also specify locations that can't be opened simultaneously variables: binary zi = 1 if you open a facility in location 1; 0 otherwise

Answer 21

1. weights -> can be hard to work with when you’re trying to decide what weights to use 2. penalties → same as weights; if an objective has to be min, use a *negative weight* 3. turn the objectives into constraints * can plot objectives against each other, ex. revenue vs fuel * looks like an efficiency frontier * choose where you want to be

Answer 22

**nearshoring** — offshoring to a nearby country **reshoring **— back to the homeland **protectionism** — protect national economic interests; less open movement of goods/labour * can be oriented around geopolitical relations

Answer 23

1. start w company values 2. empower employees at all levels to make decisions 3. don't punish mistakes ops perspective: 1. metrics and motivation 2. understand the system/demand so that employee expectations are realistic 3. innovate, be responsible leaders

Answer 24

urgency classes and criteria surge capacity scheduling within a day, ex. super urgent case breakdowns/cancellation by provider system/software downtime patient no shows by urgency class

Answer 25

1. first available slot 2. protecting level: reserve capacity for most urgent cases or for each class 3. Patrick et al.’s rule: fill tomorrow (lost anyways), then book as late as possible without exceeding target; if exceed target, use overtime or surge capacity 4. least busy day prior to target recommended metric: Proportion of patients of a specific priority class who receive the service within a specific clinically desirable time

Answer 26

linear programming — all variables continuous integer programming — all variables are integer variables and/or binary variables * binary variables: constraint > bin mixed integer programming — some combination of continuous and integer/binary variables

Answer 27

yma: maximize aircraft utilization (revenue per passenger and load factor) by approving/denying group booking sales reps: set fare and preserve customer relations with corps doing group bookings

Answer 28

**yield management** — ideal operating strategy for companies that face temporary imbalances between capacity and demand, spoilage; enables companies to maximize use of constrained productive capacity with a discriminating eye on product yield **revenue management** — selling to the right customer at the right time for the right price, with the right options, right distribution channel | fare class, advance/last-minute, dist channel, time of day, route

Answer 29

**overbooking** → passenger reservations > capacity; accounts for no-shows, last-minute cancellations, and missed connections * increases options for passengers * generates incremental revenue * starts off high 6 months before departure and slowly declines **discount allocation** → spread fare classes over seat sections in 1 plane; saves seats for higher-valued, last minute business customers **traffic management** → allocates discounts, valuing high-paying passengers more, looking at the network of connecting flights | overbooking vs spoilage is the tradeoff; oversell where MC = MR

final Flashcards

(53 cards)