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28 Cards in this Set
- Front
- Back
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The operations manager makes ____, ___ and ____ decisions
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strategic broad-scope decisions, and tactical moderate-scope decisions, as well as decisions of running the day-to-day operations of the production system
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Strategic planning includes
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selecting products, choosing locations and technology, and overseeing new construction
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Tactical decisions include
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setting employment and output levels, selecting equipment and controlling the flow of funds.
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key responsibility of the production manager is to
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achieve productive use of an organization's resources
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the ratio of outputs to inputs is called a
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productivity ratio
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a key responsibility of the production manager is to
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productivity ratio
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Productivity is affected by
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work methods, capital, quality, technology, and management
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Productivity can be improved by
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developing productivity measures
deciding which operations are the most critical (making sure result will be what customers want) develop methods for achieving improvements establish reasonable goals consider incentives measure improvements and publicize |
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Business organizations compete with each other in a variety of ways
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price, quality, product or service features, flexibility, and delivery time
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_________strategy is the overall strategy of the organization
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Corporate
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____________ strategy should support the corporate strategy
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Operations
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Operations strategy often relates to
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cost, quality, flexibility, and availability of products or services
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competition
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the efforts of two or more parties to secure the business of another party by offering the most favorable terms
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competitiveness
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how successful one party is in offering favorable terms and securing the business. More favorable terms may involve a lower price, higher quality, a faster delivery time, and other aspects of the product.
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distinctive competencies
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the special attributes or abilities that give an organization a competitive edge
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environmental scanning
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considering events and trends that present threats or opportunities for a company
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goals
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provide more details and describe the scope of the mission.
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hierarchy of decisions
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strategic decisions (broad scope) establish the framework for tactical decisions (moderate scope) which in turn establish the framework for operating decisions (narrow scope).
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mission
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the basis for an organization; its reason or purpose.
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mission statement
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a clear statement of purpose that serves as a guide for strategy and decision-making.
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operations strategy
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the management of processes, methods, resources, quality, costs, lead time, and scheduling in order to produce a product or a service.
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order qualifiers
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characteristics that customers perceive as minimum standards of acceptability for products or services to be considered as a potential purchase.
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order winners
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characteristics of an organization's goods or services that cause them to be perceived as better than the competition's goods or services.
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productivity
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a measure of the effective use of resources, usually expressed as the ratio of output to input.
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quality-based strategy
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a strategy that focuses on quality in all phases of an organization.
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strategy
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a general plan for achieving a goal
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tactic
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a method or action intended to accomplish a strategy.
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time-based strategy
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a strategy that focuses on reducing the amount of time needed to accomplish tasks.
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