Operations Management Mix Flashcards

Question

What are the continuous improvement techniques?

Answer 1

Bench marking - use others expertise for solutions Scatter diagrams - identify relationships and influences Flow charts - describe info flow and decision making Cause effect - brainstorming = reveals root cause Pareto diagrams - sort out important few from trivial many Why-why analysis - formal questioning to find root causes of problems

Answer 2

Finding and correcting causes of poor quality continuing to make improvements

Answer 3

All parts of the organisation All staff Consideration of all costs Every opportunity to get things right All systems that affect quality

Answer 4

DMAIC Deming

Answer 5

Six Sigma Approach

Answer 6

``` Define Measure Analyse Improve Control ```

Answer 7

``` Costs of placing an order Obsolesce costs Operating inefficiencies Price discounts Storage costs Working capital Consignment cost ```

Answer 8

CLASS A: never let it run out, 20%, high value CLASS B: keep an eye on it, 30%, medium value CLASS C: not too bothered, 50%, low value

Answer 9

Kanban | Poka Yoke

Answer 10

cards that give visual signals to communicate progress of work can be used to pull work from previous process and indicate when inventory should be bought kanban board gives overview of work and scheduling

Answer 11

means error proof quality defects usually result from human error uses physical or visual methods to make common errors impossible to make

Answer 12

customers - operations specifications gap consistency: internal quality spec to from expectiations of customers

Answer 13

Concept - specification gap internal spec meets intended concept of design

Answer 14

Quality specification - actual quality gap actual product/service conforms to internally spec quality level

Answer 15

Image - customer specification gap promises made to customers can really be delivered

Answer 16

supplier > stock > sales e.g local Tesco

Answer 17

supplier > stock > distribution > stock > sales e.g. car parts distributor: central depot puts parts together then distributes to local distribution centres

Answer 18

supplier > stock > stage 1 > WIP > stage 2 > WIP > stage 3 > finished good for sale e.g. HP puts different parts together to assemble laptops then sells

Answer 19

Buffer - created to satisfy demand in case of surge Anticipation - seasonal e.g. high demand in summer Decoupling - different processes in multi inventory Pipeline - period of time between order being placed and time its fulfilled Cycle - different processes not done simultaneously

Answer 20

``` Labour costs Land costs Energy costs Transportation costs Community factors ```

Answer 21

Labour skills Suitability of site Image Convenience for customers

Answer 22

Relative importance of each performance objective Can indicate difference between products and services produced by operation

Answer 23

``` Project Jobbing Batch Mass Service shop Mass service Continuous Professional ```

Answer 24

Volume Visibility Variability Variety

Answer 25

Cell - department store Fixed position - heart surgery Functional - library Line - production line

Answer 26

Spatially variable costs Service we're able to provide to customers Revenue potential

Answer 27

Looks to long term, develops operations based capabilities required to compete in future markets. Innovative, creative and proactive

Answer 28

Poorest level, inward looking and reactive. goal is to be overlooked and not hold company back

Answer 29

compares itself with similar companies in outside market, tries to implement best practice by measuring self against competitors performance

Answer 30

amongst the best in their market, gain a clear view of company's competitive or strategic goals and support them by developing appropriate operations resources