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34 Cards in this Set
- Front
- Back
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are vertical and individual
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functions (i.e accounting, purchasing)
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are across all functions, horizontal
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processes (i.e. product development, order fulfillment)
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a group of related tasks performed to achieve a desired result
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process
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coordinate and sequence work tasks; assign to function, people, organization
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process design
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process design converted into workable instructions to make and deliver product or service
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process planning
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organization's overall approach for producing goods and services
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process strategy
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detailed instructions and sequences of a process
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process map
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the relative amount of capital and labor (resources) used in production
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Capital Intensity (a process strategy)
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the ability to adjust resources in response to changes in demand, technology, products, or services
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Process Flexibility (a process strategy)
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the extent to which a firm can control input/output at each stage of the production process
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Vertical Integration (a process strategy)
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the role of the customer in the production process
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Customer Involvement (a process strategy)
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100 % Ownership
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Vertical Integration
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Equity partner
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Joint Venture
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long-term supplier contract
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Strategic Alliance
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short-term contract
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Commodity Relationship
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produces one-of-a-kind product in response to a customer order
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Project
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prudces many different jobs through the production system in groups
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Batch Production
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produces significant volume of a standard product for a mass market
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Mass Production
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produces very high volume of commodity products
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Continuous Production
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constant regardless of the number of units produced
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fixed cost
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vary with the number of units produced
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variable cost
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price * volume sold
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total revenue
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total revenue - total cost
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profit
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fixed cost + total variable cost
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total cost
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Fixed cost / (price - VC)
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Break-Even Analysis formula
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reengineering of a process so that it improves above peak performance
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Breakthrough period
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maximum capability of a process to produce a product or service
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capacity
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percent of total time spent working
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utilization
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standard hours of work assigned to a process
work time/ effective capacity |
load
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ratio of load to total capacity
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load percentage
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how well a machine or worker performs compared to a standard output level
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efficiency
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capacity increases are based upon
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-certainty of demand/volume
-strategic objectives -costs of expansion/operation |
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% of capacity that minimizes unit cost
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optimal operating level
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% of capacity held in reserve for unexpected occurrences
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capacity cushion
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