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General Concepts Flashcards

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1
Q

What are the five Performance Objectives?

A 
Quality
Speed
Dependability
Flexibility
Cost
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2
Q

What are the five Performance Objectives?

A 
Quality
Speed
Dependability
Flexibility
Cost
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3
Q

Define Qualifier

A

A qualifier is a product/service, or any part thereof, that needs to have a certain level to even be considered by customers

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4
Q

Define Order winner

A

An order winner is a product/service or any part thereof that provides a significant advantage for customers

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5
Q

What, other than performance objectives, should be taken into account when formulating an operations strategy?

A

The firm’s corporate objectives (profit maximization, revenue growth, survival, risk minimization, etc.)

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6
Q

What is variability of demand?

A

It is a measure of the number of different inputs an operation or process can receive. Higher variability means many different possible inputs

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7
Q

What is Little’s law?

A

Throughput time = Work in progress x cycle time

TPT = WIPxCT

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8
Q

What is throughput rate?

A

Throughput rate = 1/Cycle time

TR = 1/CT

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9
Q

Define bottleneck

A

A bottleneck is the part of a process or operation that constrains the capacity of the system as a whole

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10
Q

Define a balanced operation/process

A

A balanced operation/process is one in which each of the processes/tasks takes the same amount of time, thus eliminating idle time

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11
Q

Define short fat operations

A

A short fat operation is one where there are several lines that all perform several tasks/functions that achieve the same outcome.

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12
Q

Define long thin operations

A

Long thin operations have divided tasks/functions and placed them in ‘line’ so that each stage is specialized.

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13
Q

What are the advantages of long thin operations?

A

More controlled flow
Simple materials handling
Lower capital requirements
More efficient (due to specialization)

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14
Q

What are the advantages of short fat operations?

A

Higher mix flexibility
Higher volume flexibility
Higher robustness
Less monotonous work

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15
Q

What is the ‘drum, buffer, and rope control’ concept?

A

A tool that helps decide where control should occur. The bottleneck is the drum and sets the pace (beat), place buffer in front of the bottleneck to ensure it always is operational, communication ‘rope’ in place between bottleneck and input process to avoid pileups at upstream stages

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16
Q

Describe ‘variability, utilization, waiting time’

A

The three components that make up the efficiency and effectiveness of an operation. With high variability it is hard to get high utilization, and vice versa. With low variability and high utilization, waiting time is minimized

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17
Q

What are the four V’s?

A

Variety
Volume
Variation in demand
Visibility

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18
Q

What is variety?

A

Variety is the number of different products/services that are expected as outcome of an operation

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19
Q

What is variation in demand?

A

The fluctuations on the customer side of how much of something is needed

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20
Q

What is visibility?

A

Visibility is the degree to which the customer can see the operation behind a product/service

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21
Q

What are the implications of the four V’s?

A

That not all operations should be designed the same since there are different needs for differences in the four V’s

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22
Q

What are the five process types?

A 
Project processes
Jobbing processes
Batch processes
Mass production
Continuous processes
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23
Q

What is the most basic model of operations management?

A

Input-Transformation-Output

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24
Q

What are the typical steps in the design process?

A 
Concept generation
Concept screening
Preliminary design
Evaluation & improvement
Prototyping and final design
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25
What are the typical steps in the design process?
``` Concept generation Concept screening Preliminary design Evaluation & improvement Prototyping and final design ```
26
Define Qualifier
A qualifier is a product/service, or any part thereof, that needs to have a certain level to even be considered by customers
27
Define Order winner
An order winner is a product/service or any part thereof that provides a significant advantage for customers
28
What, other than performance objectives, should be taken into account when formulating an operations strategy?
The firm's corporate objectives (profit maximization, revenue growth, survival, risk minimization, etc.)
29
What is variability of demand?
It is a measure of the number of different inputs an operation or process can receive. Higher variability means many different possible inputs
30
What is Little's law?
Throughput time = Work in progress x cycle time | TPT = WIPxCT
31
What is throughput rate?
Throughput rate = 1/Cycle time | TR = 1/CT
32
Define bottleneck
A bottleneck is the part of a process or operation that constrains the capacity of the system as a whole
33
Define a balanced operation/process
A balanced operation/process is one in which each of the processes/tasks takes the same amount of time, thus eliminating idle time
34
Define short fat operations
A short fat operation is one where there are several lines that all perform several tasks/functions that achieve the same outcome.
35
What are some strategies to implement 'chase demand' capacity?
``` Scheduling work shifts Flexible contracts Cross-training Overtime Temporary staff Outsourcing Increased customer participation Adjustable capacity ```
36
What are the advantages of long thin operations?
More controlled flow Simple materials handling Lower capital requirements More efficient (due to specialization)
37
What are the advantages of short fat operations?
Higher mix flexibility Higher volume flexibility Higher robustness Less monotonous work
38
What is the 'drum, buffer, and rope control' concept?
A tool that helps decide where control should occur. The bottleneck is the drum and sets the pace (beat), place buffer in front of the bottleneck to ensure it always is operational, communication 'rope' in place between bottleneck and input process to avoid pileups at upstream stages
39
Describe 'variability, utilization, waiting time'
The three components that make up the efficiency and effectiveness of an operation. With high variability it is hard to get high utilization, and vice versa. With low variability and high utilization, waiting time is minimized
40
What are the strategies to reduce inventory?
``` Chase demand plan Maintenance Improve forecasting Tighten supply Pull control Smaller, more frequent, deliveries Reduce transportation time Increase speed in the downstream supply chain Reduce setup time Parallel processes Small technology Flexible technology ```
41
What is variety?
Variety is the number of different products/services that are expected as outcome of an operation
42
What is variation in demand?
The fluctuations on the customer side of how much of something is needed
43
What is visibility?
Visibility is the degree to which the customer can see the operation behind a product/service
44
What are the implications of the four V's?
That not all operations should be designed the same since there are different needs for differences in the four V's
45
What are the five process types?
``` Project processes Jobbing processes Batch processes Mass production Continuous processes ```
46
What is the most basic model of operations management?
Input-Transformation-Output
47
What are the components of the most basic model of operations management (Input-transformation-output)?
Input: the ingredients or partly finished products/services that arrive at a new stage Transformation: the input is transformed to output by the transforming resources. The inputs that are changed to output are often called the transformed resources. Output: the finished product at the end of the process/operation, ready to move on to the next stage or be delivered/consumed by the customer
48
What are the typical steps in the design process?
``` Concept generation Concept screening Preliminary design Evaluation & improvement Prototyping and final design ```
49
What are the 'waterfall' and 'parallel' arrangements
Waterfall design is when the processes involved in designing happen in sequence. A parallel arrangement overlaps all of the processes to a certain extent, thereby reducing time to market
50
What is an alternative innovation process configuration?
Continuous 'loop'
51
What are some key decisions to make when designing a supply network?
How the network should be shaped (# of suppliers, # of tiers, how much of the network to own) Locations Long term capacity
52
What are the different process layouts?
Fixed position Functional Cell Product
53
What is the efficiency frontier?
The trade-offs made between cost efficiency and variety. If a company is at the efficient frontier it is at the forefront in its industry
54
What is a trade-off?
A trade-off occurs when performance within one performance objective is sacrificed in order to excel at another performance objective
55
Define capacity
Capacity is the output an operation can deliver in a defined unit of time
56
Name three capacity plans
Level Chase demand Manage demand
57
What factors favor high base capacity?
Low fixed costs/inexpensive capacity Performance objective: service quality, flexibility High perishability of output
58
What factors favor low base capacity?
High fixed cost/expensive capacity Performance objective: cost (utilization) Ability to store output
59
What are some strategies to implement 'chase demand' capacity?
``` Scheduling work shifts Flexible contracts Cross-training Overtime Temporary staff Outsourcing Increased customer participation Adjustable capacity ```
60
What are som strategies to implement 'manage demand' capacity?
Pricing, e.g. happy hour Constraining customer access Restricted service at peak (e.g. limited menu) Advertising and promotion
61
What is the function of inventory?
To compensate for timing differences between supply and demand
62
What are the drawbacks of inventory?
``` Requires space Involves admin costs Can get lost May be hazardous Can become obsolete Hides problems Ties up capital Potential for damage Slows the speed of flow unit ```
63
What are the benefits of inventory?
``` Fills processing pipeline Increase in value (for some operations) Insurance against uncertainty Anticipates future demand Counteracts lack of flexibility Reduces overall costs Take advantage of short-term opportunities ```
64
What are the strategies to reduce inventory?
``` Chase demand plan Maintenance Improve forecasting Tighten supply Pull control Smaller, more frequent, deliveries Reduce transportation time Increase speed in the downstream supply chain Reduce setup time Parallel processes Small technology Flexible technology ```
65
What is the 'procedure' for performance assessment?
``` Measure current performance Compare with others (benchmark) Set performance targets Prioritize improvement Close the gap (improvement) ```
66
What is the IP matrix?
Importance (for customers) | Performance (relative to competitors)
67
What is Business Process Re-engineering (BPR)?
A typical 'breakthrough improvement' strategy. It is the 'fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.'
68
What is Total Quality Management (TQM)?
A technique to minimize or eliminate in-process failures. Another positive of this approach is that failed products/services never reach the customer.
69
What is the PDCA cycle?
Plan -> Do -> Check -> Act | Improvement cycle
70
What is the DMAIC cycle?
Define -> Measure -> Analyze -> Improve -> Control | Six Sigma improvement cycle
71
What is the Lean cycle?
Plan -> Execute -> Evaluate -> Analyze -> Learn -> Improve

Managing Operations (1 decks)

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