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1
Q

Operations Management

A

The activity of managing the resources that create and deliver services and products

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2
Q

The 3 core functions of an organization

A

Marketing
The prodcut development function
The operations function

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3
Q

The 4Vs

How do operational processes differ?

A

The volume of their output (Mc high, sanckbar low)
The variety of their outputs (taxi high, bus low)
The variation of the demand (season hotel high, off season hotel low)
The degree of visibility (hairdresser high, web shop low)

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4
Q

Characteristics pure service

A 
intangible
produced and consumed instantly
uniqueness
high customer interaction
services can be dispersed
often knowledge based, hard to automate
no residual value
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5
Q

Characteristics pure good

A 
tangible
storage/ inventroy management
similar products produced
limited customer interaction
produced at fixed facility
automation is feasible
often residual value exists
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6
Q

servitization

A

product + service

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7
Q

Product & service

A

Provision of core product is sold as is supplemented with provision of additional or complementary services

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8
Q

Product with services

A

Provision of core product bundled with service

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9
Q

Prodcut functionality

A

Provision of core product’s capabilities as a service, without necessary provision of additional services

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10
Q

Five performance objectives

A 
Cost
dependability
flexibility
quality
speed
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11
Q

The 4 stage model of operations contribution

A

Stage 1 - Internally neutral
Correcting the worst problems - holding the organization back

Stage 2 - Externally neutral
Adopt the best ypractice - as good as competitors

Stage 3 - Internally supportive
Link stratgey with operations - best in industry

Stage 4 - externally supportive
Give an operation’s advantage - redifining industry expectations

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12
Q

strategy development process

A

1 Analyze the environment
2 Determine corperate mission
3 Form startegy

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13
Q

Top-down

A

Strategic intention
1 strategy needs to be implemented
2 implementation involves aligning day-to-day operations activities with strategies
3 Day-to-day operations should be run to reflect strategic intention

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14
Q

Bottom-up

A

Operational day-to-day experience
1 operations processes can capture day to day experience
2 day to day experience can be built into operations based capabilities
3 Operations based capabilities can be exploied strategy

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15
Q

Red oceans

A

Represent all industries in existence today: define competitors, markets and rules

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16
Q

Blue oceans

A

Reperesent all industries NOT in existence today: undefined market space and no competitors

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17
Q

The Terry Hill Framework op operations startegy formulation

A 
1 Corporate objectives
2 Marketing strategy 
3 How do products/services win orders
4 Process choice
5 Infrastructure
(4&5 operations strategy)
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18
Q

The Platts - Gregory procedure

A

Stage 1
Opportunities and thereats?
What the market wants?
How the operation performs?

Stage 2
The existing operation

Stage 3
Waht do we need to do to improve the revised operations startegy?

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19
Q

Three competitive factors

A

Order winning
Qualifying
Less important

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20
Q

S- shaper curve of innovation

A
  1. Slow introduction
  2. Obsacles to further development overcome
  3. Idea approaches its natural limits
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21
Q

The stages of product design innovation

Study These Flashcards
A
  1. concept generation
  2. concept screening
  3. preliminary design
  4. evaluation and improvement
  5. prototyping and final design
22
Q

Product life cycles

Study These Flashcards
A

1 introduction to the market - innovators
2 growth in market acceptance - early adaptors
3 maturity of markets - sales level off
4 decline saturated - laggards

23
Q

3 components so supply network design

Study These Flashcards
A

1 network shape decision
2 the make-or-buy decision
3 the supply network, matching decision

24
Q

Process types

Study These Flashcards
A

Are defined by volume and varieties of items they process

  1. Project process
  2. Jobbing process
  3. Batch process
  4. Mass process
  5. Continuous process
25
Process types for services
1. Professional services 2. Service shops 3. Mass services
26
4 basic lay-out types
1 Fixed position lay-out 2 Functional lay-out 3 Cell lay-out (can be functional or product lay-out 4 Product lay-out
27
Throughput tme
Litlles's law | Throughputtime = WIP x cycle time
28
Work in progress
The number of items within the process at any point of time
29
Cylce time
The average time between items being processes
30
Idle time per worker
cycle time - labor time per worker
31
Throuphgput efficiency
is the workcontent of whatever's being processed as a percentage of its throughput time Work content / throughput time x 100
32
Process capacity
How much the plant can produce per time unit
33
Throughput
How much the plant produces per time unit
34
Supply constraint
When there is a bottleneck
35
Demand constraint
When there is not enough demand
36
Process utilization
throughput / process capacity
37
Ergonomics
Concerned primarly with the physiological aspects of job design
38
Make or buy decision | Benefits of outsourcing
``` Economies of scale Risk pooling Reduce capital investment Focus on core competencies Flexibility ```
39
Make or buy decision | Drawbacks of outsourcing
``` Loss of competitive knowledge Loss of channel control to suppliers Confliting objectives More complex supply chain lead time and quality control ```
40
Three strategies to cope with demand fluctuations
Level capacity Chase demand Manage demand
41
Design capacity
Max outpur under ideal conditiions
42
Effective capacity
Max output under normal conditions
43
Utilization
rate of output actually achieved
44
Main reasons to hold inventory
Pipeline inventory - Work being processed as long as the throughput time> 0, there is WIP in the system Seasonal inventory - under level capacity with uncertain demand Cycle inventory - batching leads to economies of scale, but also inventory Decoupling buffers - Seperate activities in process, that do not have the same exact cycle time Safety inventory - handle uncertainty in demand
45
Lean
To reduce all types of waste (non-value adding work) through JIT, quality control and inventory reduction
46
7 types of waste
``` 1 Overproduction 2 Waiting time 3 Transport 4 Over processing 5 Motion 6 Defects/ inspection 7 Inventory ```
47
Causes of waste
1. Muda - uselesness in processes, machinery and people 2. Mura - unevenness in customer demand, lack of consistency, lack of document 3. Muri - absurd, unreasonable burden
48
Lean techniques
Identify customer value Manage the value stream (process mapping) Focus on continuous flow Employ pull system based on demand Seeking perfection through waste elimination Seeking perfection through process imprvement
49
Production flow synchronized with JIT
1. One unit at a time 2. takt - produce at rate of customer demand 3. Kanban pull systems - puts a cap on the amount of WIP. A kanban card is attached to each batch. When an order arrives and the batch is taken to being processed, the card is sent upstream as a production order. No station produces more inventory than has been decided by management.
50
Quality methods to reduce deffects
1. poka yoke - fool-proofing, e.g. there is only one way to put two pieces of wood together 2. Defect-stop-alert, Stop whol process as soon as the defect is detected 3. Build-in-quality, quality inspection is build in, performed at every station, in stead of only in the end.
51
Formal habits in lean operations (5Ss)
Sort - Keep only things that are needed in doing the job Straighten - Keep things in order, position them in such a way that they can be reached easily when they are needed Shine - Keep things tidy Standardize - Perpetual neatness Sustain - Develop a commitment and pride in keeping up to these standards

Operations Management (2 decks)

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