TOPIC 1 Flashcards
(102 cards)
1
Q
- Cost matters a lot
- 1776-1880
A
COST FOCUS
2
Q
-focus on quality of products
- 1980-1995
A
QUALITY FOCUS
3
Q
- customize products according to customer
- 1995-2005
A
CUSTOMIZATION FOCUS
4
Q
- internationally sold in the market
- 2005-2020
A
GLOBALIZATION FOCUS
5
Q
set of activities that creates value in the form of goods and services by transforming inputs into outputs.
A
OPERATIONS MANAGEMENT
6
Q
- the sequence of organizations - FACILITIES, FUNCTIONS AND ACTIVITIES
A
SUPPLY CHAIN
7
Q
physical items that include raw materials, parts, and subassemblies.
A
GOODS
8
Q
are activities that provide some combination of time, location, form or psychological value.
A
SERVICES
9
Q
the term used to describe the difference between the cost of inputs and the value or price of outputs
A
VALUE ADDED
10
Q
- combination of goods and services
A
GOOD-SERVICE CONTINUUM
11
Q
Securing financial resources at favorable prices and allocating those resources.
A
FINANCE
12
Q
Producing the goods and delivering the services offered by the organization.
A
OPERATIONS
13
Q
Assessing consumer wants and needs, selling and promoting the organization`s goods and services.
A
MARKETING
14
Q
- focus is on selling and/or promoting the goods or services of an organization.
- for communicating those to operations people
A
MARKETING AND SALES
15
Q
- will also have advance warning if new equipment or skills will be needed for new products or services
A
OPERATIONS
16
Q
- should be included in these exchanges in order to provide information on what funds might be available (short term) and to learn what funds might be needed for new products or services
A
FINANCE
17
Q
department must be consulted on contracts with employees, customers, suppliers, and transporters, as well as on liability and environmental issues.
A
LEGAL
18
Q
supplies information to management on costs of labor, materials, and over- head, and may provide reports on items such as scrap, downtime, and inventories.
A
ACCOUNTING
19
Q
concerned with providing management with the information it needs to effectively manage.
A
MANAGEMENT INFORMATION SYSTEM (MIS)
20
Q
department is concerned with the recruitment and training of personnel, labor relations, contract negotiations, wage and salary administration,
A
PERSONNEL / HUMAN RESOURCES
21
Q
responsible for building and maintaining a positive public image of the organization.
A
PUBLIC RELATIONS
22
Q
Responsibilities of Operations Management
A
- Planning
- Controlling
- Organizing
- Staffing
- Directing
23
Q
- Capacity
- Location
- Products & Services
- Make or buy
- Projects
- Scheduling
A
PLANNING
24
Q
- Invertory
- Quality
A
CONTROLLING
25
- Degree of Centralization
- Subcontracting
ORGANIZING
26
- Hiring/Laying offf
- Use of Overtime
STAFFING
27
- Incentive Plans
- Issuance of work orders
- Job Assignments
DIRECTING
28
CARRER OPPOTUNITIES
1. Operations Manager
2. Production M
3. Inventory M
4. Purchasing M
5. Supply Chain M
29
2 SKILLS REQUIRED IN OPMAN
1. PEOPLE SKILLS
2. KNOWLEDGE SKILLS
30
- Political awareness
- Mentoring ability; and
- Collaboration, negotiation, and
communication skills
PEOPLE SKILLS
31
- Product and/or service knowledge
- Process knowledge
- Industry and global knowledge
- Financial and accounting skills
- Project management skills
KNOWLEDGE SKILLS
32
SCOPE OF OPERATIONS MANAGEMENT
1. FORECASTING
2. CAPACITY PLANNING
3. LOCATING FACILITIES
4. FACILITIES & LAYOUT
5. SCHEDULING
6. MANAGING INVENTORIES
7. ASSURING QUALITY
8. MOTIVATING AND TRAINING EMPLOYEES
33
essential for the airline to maintain cash flow and make a reasonable profit. (Too few or too many planes, or even the right number of planes but in the wrong places. will hurt profits.)
CAPACITY PLANNING
34
according to managers' decisions on which cities to provide service for, where to locate maintenance facilities, and where to locate major and minor hubs.
LOCATING FACILITIES
35
SCOPE OF OPMAN
important in achieving effective use of workers and equipment.
FACILITIES AND LAYOUT
36
of planes for flights and for routine maintenance; scheduling of pilots and flight attendants; and scheduling of ground crews, counter staff, and baggage handlers.
SCHEDULING
37
of such items as foods and beverages, first-aid equipment, inflight magazines, pillows and blankets, and life preservers.
MANAGING INVENTORIES
38
essential in flying and maintenance operations, where the emphasis is on safety. This is important in dealing with customers at ticket counters, check-in, telephone and electronic reservations, and curb service, where the emphasis is on efficiency and courtesy.
ASSURING QUALITY
39
in all phases of operations.
MOTIVATING AND TRAINING EMPLOYEES
40
Only simple tools were available; the machines in use today had not been invented.
THE INDUSTRIAL REVOLUTION
41
System in which highly skilled workers use simple, flexible tools to produce small quantities of customized goods.
CRAFT PRODUCTION
42
brought widespread changes to the management of factories.
The Scientific Management Era
43
who is often referred to as the Father of Scientific Management
Frederick Winslow Taylor
44
the father of motion study. He developed principles of motion economy that could be applied to incredibly small portions of a task.
FRANK GILBRETH
45
recognized the value of nonmonetary rewards to motivate workers, and developed a widely used system for SCHEDULING , called Gantt charts.
HENRY GANTT
46
applied Taylor's ideas to organization structure and encouraged the use of experts to improve organizational efficiency. He testified in a congressional hearing that railroads could save a million dollars a day by applying principles of scientific management.
HARRINGTON EMERSON
47
the great industrialist, employed scientific management techniques in his factories.
HENRY FORD
48
he was born in July 30, 1863
died: April 7, 1947
HENRY FORD
49
Founder of Ford Motor Company
• Invented the Model T car
• Introduced the moving assembly line method of production into the car industry
• Popularized the 40-hour work week
HENRY FORD
50
System in which low-skilled workers use specialized machinery to produce high volumes of standardized goods.
MASS PRODUCTION
51
Parts of a product made to such precision that they do not have to be custom fitted.
INTERCHANGEABLE PARTS
52
The breaking up of a production process into small tasks, so that each worker performs a small portion of the overall job.
DIVISION OF LABOR
53
emphasized the importance of the human element in job design.
HUMAN RELATIONS MOVEMENT
54
- a psychologist and the wife of Frank Gilbreth, worked with her husband, focusing on the human factor in work. - Many of her studies dealt with WORKER FATIGUE
LILLIAN GILBRETH
55
- conducted studies at the Hawthorne division of Western Electric.
- His studies revealed that in addition to the physical and technical aspects of work, WORKER MOTIVATION is critical for improving productivity.
ELTON MAYO
56
- developed motivational theories, which Frederick Hertzberg refined.
- hierarchy of needs
ABRAHAM MASLOW
57
he added Theory X and Theory Y.
DOUGLAS MCGREGOR
58
he added Theory Z ( which combined the Japanese approach with such features as lifetime employment, employee problem solving, and consensus building, and the traditional Western approach that features short term employment, specialists, and individual decision making and responsibility.)
WILLIAM OUCHI
59
Maslow’s Hierarchy of Needs
1. Self Actualization
2. Esteem
3. Love and belonging
4. Safety Needs
5. Physiological Needs
60
MCGREGORS MODELS OF MOTIVATION
- authoritarian, repressive style.
- Tight control, no development. Produces limited, depressed culture.
THEORY X
61
MCGREGORS MODELS OF MOTIVATION
- Liberating and developmental.
- Control, achievement and continuous improvement achieved by enabling. empowering and giving responsibility.
THEORY Y
62
Herzberg's two factor theory
- decrease employee job satisfaction
POOR HYGIENE FACTORS
63
Herzberg's two factor theory
- increase employment
- job satisfaction
MOTIVATING FACTORS
64
- management philosophy that combines Eastern and Western management practices.
THEORY Z
65
• Strong company culture: Create a clear company philosophy and values
• Long-term employment: Provide job stability and security
• Consensus decision-making: Involve employees in decision-making
• Employee development: Provide training and job rotation
• Employee well-being: Consider employees' physical, social, and emotional needs
• Individual responsibility: Give employees responsibilities and let them contribute to the organization
THEORY Z PRINCIPLES
66
• Employees want to build cooperative relationships with their employers • •Employees expect their organizations to support them
• Employees prefer secure employment
THEORY Z ASSUMPTIONS
67
The factory movement was accompanied by the development of several quantitative techniques.
DECISION MODELS AND MANAGEMENT SCIENCE
68
developed one of the first models in 1915 - a mathematical model for INVENTORY ORDER SIZE.
F.W. HARRIS
69
who developed statistical procedures for SAMPLING AND QUALITY CONTROL
3 coworkers at Bell Telephone Labs—
1. H. F. Dodge,
2. H. G. Romig,
3. W. Shewhart
70
- conducted studies that provided the groundwork for STATISTICAL SAMPLING THEORY
L.H.C TIPPETT
71
A number of Japanese manufacturers developed or refined management practices that increased the productivity of their operations and the quality of their products.
THE INFLUENCE OF JAPANESE MANUFACTURERS
72
their approaches emphasized quality and continual improvement, worker teams and empowerment, and achieving customer satisfaction.
W. Edwards Deming and Joseph Juran
73
use of electronic technology to facilitate business transactions.
E-BUSINESS
74
Consumer-to-business transactions (e.g. online shopping)
E-COMMERCE
75
business-to-business transactions
E-PROCUREMENT SYSTEM
76
The application of scientific discoveries to the development and improvement of products and services and operations processes.
TECHNOLOGY
77
most advanced and developed machines and methods.
HIGH TECHNOLOGY
78
refers to the discovery and development of new products and services.
Product and service technology
79
refers to methods, procedures, and equipment used to produce goods and provide services.
Process technology
80
refers to the science and use of computers and other electronic equipment to store, process, and send information.
Information technology (IT)
81
cost and time reduction, productivity improvement, process yield improvement, and quality improvement and increasing customer satisfaction (Six Sigma).
Process analysis and improvement
82
refers to the ability of an organization to respond quickly to demands or opportunities
AGILITY
83
a system that uses minimal amounts of resources to produce a high volume of high-quality goods with some variety.
LEAN SYSTEMS
84
Key issues in business that impact operations management.
1. ECONOMIC CONDITIONS
2. INNOVATION
3. QUALITY PROBLEMS
4. RISK MANAGEMENT
5. CYBER SECURITY
6. COMPETING IN GLOBAL ECONOMY
85
Trade disputes and tariffs have created uncertainties for decision makers.
ECONOMIC CONDITIONS
86
Finding new or improved products or services are only two of the many possibilities that can provide value to an organization.
INNOVATION
87
operations failures mentioned at the beginning of the chapter underscore the need to improve the way operations are managed.
QUALITY PROBLEMS
88
underscored by recent events that include financial crises, product recalls, accidents, natural and man-made disasters, and economic ups and downs.
RISK MANAGEMENT
89
need to guard against intrusions from hackers whose goal is to steal personal information of employees and customers
CYBERSECURITY
90
Low labor costs in third-world countries have increased pressure to reduce labor costs.
COMPETING IN GLOBAL ECONOMY
91
Business organizations are coming under increasing pressure to reduce their carbon footprint and to generally operate sustainable processes.
ENVIRONMENTAL CONCERNS
92
A standard of behavior that guides how one should act in various situations.
ETHICS
93
Using resources in ways that do not harm ecological systems that support human existence.
SUSTAINABILITY
94
A sequence of steps intended to guide thinking and subsequent decision or action.
ETHICAL FRAMEWORK
95
a guiding set of principles intended to instruct professionals to act in a way that aligns with the organization's values and benefits all stakeholders.
CODE OF ETHICS
96
sequence of steps intended to guide thinking and subsequent decision or action.
ETHICAL FRAMEWORK
97
Key issues in business that impact operations management.
Managing the supply chain
1. The need to improve operations
2. Increasing levels of outsourcing
3. Increasing transportation costs
4. Competitive pressures
5. Increasing globalization
98
Efforts on cost and time reduction, and productivity and quality improvement, have expanded in recent years to include the supply chain.
The need to improve operations.
99
Organizations are increasing their levels of outsourcing, buying goods or services instead of producing or providing them them- selves.
Increasing levels of outsourcing.
100
Transportation costs are increasing, and they need to be more carefully managed.
Increasing transportation costs.
101
_______ have led to an increasing number of new products, shorter product development cycles, and increased demand for customization
Competitive pressures.
102
_____________ has expanded the physical length of supply chains.
Increasing globalization.
