Hierachy Of Strategic Roles

Front 1

Hierarchy of Strategic Roles (4 stages)

Back 1

1) Internally neutral (don't mess up)
2) Externally neutral
3) Internally supportive (aligned with corp. strategy)
4) Externally supportive (be a full partner in the company)

Front 2

Types of OM Decisions

Back 2

Strategic- long term, acquisition of new resources

Tactical- medium term, utilization of existing resources

Operational- short term, execution of schedules or control activities

Front 3

What is operations?

Back 3

design,operation, and improvement of the systems that creates the firm's primary products and services

Front 4

Strategic Dimensions/Priorities ("5 rights")

Back 4

1) Cost or price
2) Quality- design, process
3) Delivery Speed
4) Flexibility
5) a) Changes in Demand b) Special Services

Front 5

1st thing to do after a problem is ______________

Back 5

Root Cause Analysis

Front 6

Project Characteristics

Back 6

Distinct beg. and end
Unique deliverable
Clear objectives
Limited resources

Front 7

Partial Productivitiy

Back 7

over a single input= outputs/labor input

Front 8

Multi-factor productivity

Back 8

over some inputs

Front 9

Dimensionless productivity

Back 9

same units (dollars)- predicts profitability

Front 10

Sources of Productivity Growth (list all 5 w/ examples)

Back 10

External factors- environment, interest rates

Improved labor inputs- education, demographics

Capital-labor subsititution

Economies of scale

Technological change- equipment and management

Front 11

Ways to manage Projects (just list)

Back 11

Pure
Functional
Matrix

Front 12

Pure

Back 12

Advantages:
- One Boss
- Shorten Comm. Lines
- Authority
- Pride, motivation, commitment are high

Disadvantages:
- Duplication of resources
- Organizational goals are secondary
- Weakened functional divisions
- No home

Front 13

Functional Project

Back 13

Advantages:
- Team member can work on several projects
- No life after project worries
- Technical expertise remains

Disadvantages:
- No cross-functional shit
-Weak motivation

Front 14

Matrix Project

Back 14

Advantages:
Enhanced communication
Resource duplication minimized
No life after project fears

Disadvantages:
Two bosses
Project manager needs strong negotiating skills

Front 15

Work Breakdown Structure

Back 15

Objectives->Tasks->Subtasks
Must be MECE

Front 16

Ways to Crash a Project

Back 16

1) Change Process
2) Add resources
3) De-Scope Project
4) improve process

Front 17

Procedure for Crashing projects

Back 17

1) Identify CP
2) Select least expensive
3) If savings, update all paths
4) Reapeat 1-3 until no cost savings are possible

Front 18

Types of Procesess

Back 18

Conversion- substance of product changes

Fabrication- form of product changes

Assembly- two or more discreteproducts are combined

Testing- inspection/examination according to some criteria

Front 19

Explain what they mean by "stay on the diagnol"

Back 19

d

Front 20

Process Flow Structures (just list)

Back 20

Job Shop

Batch

Assembly Line

Contious Flow

Front 21

Product Design Process

Back 21

Concept Design
Product Planning
Product/Process Engineering
Pilot Production/Ramp-up

Front 22

Agility Test (PDPD)

Back 22

Performance
Development Speed
Product Cost
Development Costs

Front 23

Nature of Service System Management

Back 23

1. Everyone is an expert on services.
2. Services are idiosyncratic - what works well for one type of service many prove disastrous for another.
3. Quality of work is not quality of service.
4. Most services contain a mix of tangible and intangible attributes that constitute the service package.
5. High-contact services are experienced, whereas goods are consumed.
6. Effective management of services requires an understanding of marketing and personnel, as well as operations.
7. Services often take the form of cycles of encounters involving face-to-face, phone, electromechanical, and/or mail interactions.

Front 24

Make sure service process matches ________

Back 24

Service delivered

Front 25

Explain the Service System Matrix

Back 25

basically says that the more degree of contact with a customer, the more specialization is needed, the higher margin sales, but the less eficient

Front 26

3 Designs for On-Site Service

Back 26

Production Line
Self-Service
Personal-Attention

Front 27

What is the treatment for Dilirium Tremens?

Back 27

Benzodiazepine

Front 28

Channels=

Back 28

# of Lines

Front 29

Reneging=

Back 29

Leaving line once in

Front 30

Capacity

Back 30

defined as the ability tohold, receive, store, or accomaodate

Front 31

Strategic Capacity Planning

Back 31

an approach for determining the overall capacity level of capital intensive resources

Front 32

Capacity utilization rate=

Back 32

Capacity Used/Best Operating level

Front 33

Best Operating Level is the

Back 33

Perfectr balance between average unit cost of output and volume operating

Front 34

In terms of capacity, if you are under ___
% you should be concerned with _______

Back 34

70, under-utilization

Front 35

In terms of capacity, if you are over___
% you should be concerned with _______

Back 35

70, over-utilization

Front 36

When planning service capacity, what three things should you be concerned with?

Back 36

Time
Location
Volatility of Demand

Front 37

Capacity fexibility 3 things (PPW!)

Back 37

Plants, Processes, Workers

Front 38

Learning Curve

Back 38

% of per unit labor required when production doubles

Front 39

Learning Curve Assumptions

Back 39

Each time you perform a task it takes less time than the last time you performed the same task

Reduction in time will follow a predictable pattern (key assumption)

Front 40

LC Formula

Back 40

Time required to produce X unit= Time estimated to produce 1st unit*X^n=exponent that identifies rate of improvement

Front 41

LR=

Back 41

2^n

Front 42

N=

Back 42

LN(lr)/Ln(2)

Front 43

K=

Back 43

time it takes to make first one

Front 44

n= (on regression output)

Back 44

bottom one

Front 45

K= (on regression output)

Back 45

top # [e^x]

Front 46

Sources of Learning (list and explain)

Back 46

Organizational Learning- changes in admin, equip, and product design

Invidual Learning- people repeat a process and gain skill from experience

Front 47

h=

Back 47

mean arrival time

Front 48

u=

Back 48

mean service time

Front 49

Utilization rate/how often the line is busy=p=

Back 49

h/u

Front 50

probability of their not being customers in system=po=

Back 50

1-p

Front 51

the probability that there are n customers in the system (both waiting in line and being served) is given by:

Back 51

Pn = P0(ρ)n

Front 52

average number of people in system at givin time

Back 52

h/(u-h)

Front 53

Average number in que

Back 53

n-p

Front 54

Average time in system

Back 54

1/(u-h)

Front 55

Average time in queue

Back 55

Ts-(1/u)