Introduction - Capacity

Question 1

Required performance, 5,

Answer 1

Quality, Speed, Dependability, Flexibility, Cost

Question 2

Required performance, 6,

Answer 2

Quality, Speed, Dependability, Flexibility, Cost, and sustainability

Question 3

Strategic decisions

Answer 3

capacity, supply network, process networks, process technology, and Development and organisation

Question 4

Operations Strategy decisions area is dependent on…

Answer 4

The tangible and intangible resources and operations processes that make up the operations capabilities.

Question 5

Operations performance objectives is dependent on…

Answer 5

the customer need and competitors actions which make up the organisations marketing position.

Question 6

Content of operations strategy is the reconciliation between

Answer 6

operations strategy decisions area and operations performance objectives.

Question 7

What is a process?

Answer 7

A network of individuals

Question 8

What are processes?

Answer 8

Processes are how resources are organised to best create the required mix of products and services

Question 9

What is operations?

Answer 9

A network of processes

Question 10

What is a supply network?

Answer 10

Network of operation

Question 11

What are the 4Vs?

Answer 11

Volume, Variety, Variation, Visibility. They are characteristics of demand.

Question 12

Should the 4Vs be high or low for the product to be of low unit cost?

Answer 12

Volume should be high, while Variety, Variation, and Visibility should be low.

Question 13

Should the 4Vs be high or low for the product to be of high unit cost?

Answer 13

Volume should be low, while Variety, Variation, and Visibility should be high.

Question 14

Operational management is…

Answer 14

The day to day. Detailed and short-term.

Question 15

Operational strategy is…

Answer 15

The long-term strategic planning.

Question 16

Where should correspondence exist?

Answer 16

Between business strategy, operations strategy, and operations decisions.

Question 17

Where should coherence exist?

Answer 17

Across functional strategies and operations strategy.

Question 18

What is explicit knowledge?

Answer 18

Explicit knowledge is knowledge that can be easily articulated, written down, and shared with others. It is formal and systematic, making it easy to document and communicate.

Question 19

What is tacit knowledge?

Answer 19

Tacit knowledge is personal, experiential knowledge that is hard to formalize and communicate. It is deeply rooted in individual experiences, intuition, skills, and insights.

Question 20

RBV stands for?

Answer 20

Resource based view

Question 21

What does VIRO stand for? And what is the framework used for?

Answer 21

VIRO stands for valuable, rare, imperfectly imitable, and the firm organised to capture the value of the resources (organisation). It’s used to determine whether a resource is strategic or not.

Question 22

What is included in the operations strategy matrix?

Answer 22

Quality, speed, dependability, flexibility, cost and capacity, supply networks, process technology, and development and organisation

Question 23

What do we find at the top of and to the left of the operations strategy matrix?

Answer 23

Resource development and marketing competitiveness.

Question 24

What lines are included in Hayes and Wheelwrights four-stage model of operations contribution?

Answer 24

Increasing strategic impact (industry impact), increasing operations capabilities (internal/external, neutral/supportive), and increasing contribution of operations (stages)

Question 25

What are the three strategies in ayes and Wheelwrights four-stage model of operations contribution?

Answer 25

Implementing strategy, supporting strategy, and driving strategy.

Question 26

Increasing strategic impact means an organisation goes from…

Answer 26

Holding the organisation back to redefining industry expectations.

Question 27

Increasing operations capabilities means an organisation goes from…

Answer 27

Internally neutral to external supportive.

Question 28

Increasing contribution of operations means an organisation goes from…

Answer 28

Stage 1: Correct the worst problems to Stage 4: Give an operations advantage.

Question 29

Which are the 3 levels of operation?

Answer 29

Societal, strategic and operational level.

Question 30

At the societal level we find…

Answer 30

The operations sustainability and the triple bottom line.

Question 31

The triple bottom line includes…

Answer 31

Planet, people, and profit, which intersect at sustainability.

Question 32

At the strategic level we find…

Answer 32

Operations strategic impact, which influence risk, learning, capital, revenue and cost

Question 33

At the operational level we find…

Answer 33

The operations performance objectives (Quality, speed, dependability, flexibility, and cost)

Question 34

How are Delights, order-winners and qualifiers related to each other and what are their nature?

Answer 34

There is erosion of delights and qualifiers while, order winners stay diagonal. Delights have the most positive competitive benefit and high achieved performance. Qualifiers have the lowest competitive benefit and border upon negative and neutral achieved performance.

Question 35

In what order are four stages in the product/service life cycle?

Answer 35

Introduction, growth, maturity, decline.

Question 36

What stage corresponds to what the dominant operations performance objectives should be?

Answer 36

Introduction – flexibility and quality Growth – Speed, dependability, Quality Maturity – Cost, dependability Decline - cost

Question 37

What are the typical axis when graphing the efficiency frontier?

Answer 37

The trade-off of variety and cost efficiency. With Variety vertically and cost efficiency on the horizontal axis.

Question 38

What kind of different focus(es) is there?

Answer 38

Performance objective focus Product/service specification focus Geographic focus Variety focus Volume focus Process requirements focus

Question 39

What are the 5 dimensions of CSR?

Answer 39

The environmental, economic, voluntariness, stakeholder, and social dimension.

Question 40

Explain the 5 different dimensions of CSR concern?

Answer 40

Environmental – Concerns the natural environment and “sustainability” of business practices. Economic – Concerns CSR financial impact on business operation, and to ensure the long-term financial survival. Voluntariness - Doing more than the legal obligations Stakeholder – Consideration of all stakeholders Social – Concerns the relationship between business and society in general

Question 41

What are some issues concerning capacity?

Answer 41

Capacity of each site, long-term capacity change strategy, location of each site, allocation of tasks to each site, & number of sites.

Question 42

What does Transformed resources include?

Answer 42

Transformed resources (materials, information and customers) have value added as they move through the operations process

Question 43

What does Transforming resources include?

Answer 43

Transforming resources (people and facilities) are organised to form processes

Question 44

Shortly explain the bullwhip effect.

Answer 44

Small fluctuations in consumer demand lead to increasingly larger variations in orders and inventory levels as they move up the supply chain. (This can result in inefficiencies, such as overproduction or stock shortages, as companies at each stage of the supply chain react to perceived demand changes. The bullwhip effect is often caused by delays in information sharing, overreactions to demand shifts, and ordering practices like batch purchasing.)

Question 45

What is meant with a dedicated site?

Answer 45

You have one type of production line in 1 site. This gives the advantage of focus in the long term but underutilization in the short term.

Question 46

What is meant with a mixed site?

Answer 46

You have two types of production lines in 1 site. This gives the advantage of fully utilizing the site in the short term but discourage focus.

Question 47

What are the two requirements of the top-down perspective of operation strategy?

Answer 47

Correspondence and coherence