Operations Management- Ch.4

Front 1

Define "Process strategy"

Back 1

The pattern of decisions made in managing processes so that they will achieve their competitive priorities

Front 2

What are the 4 common process decisions?

Back 2

1. Process structure
2. Customer involvement
3. Resource flexibility
4. Capital intensity

Front 3

What are the 4 choices for manufacturing processes structure?

Back 3

1. Job Process
2. Batch Process
3. Line Process
4. Continuous Flow Process

Front 4

Define "economies of scope"

Back 4

Economies that reflect the ability to produce multiple products more cheaply in combination than separately

Front 5

Define "reengineering"

Back 5

The fundamental rethinking and radical redisign of processes to improve performance dramatically in terms of cost, quality, service, and speed.

Front 6

Define "process improvement"

Back 6

The systematic study of the activities and flows of each process to improve it.

Front 7

Define "flexible flow"

Back 7

The customers, materials, or information move in diverse ways, with the path of one customer or job often crisscrossing the path the next one will take

Front 8

Define "line flow"

Back 8

The customers, materials, or information move linearly from one operation to the next, according to a fixed sequence.

Front 9

What are some characteristics of services?

Back 9

-intangible
-zero inventory
-consumed as produced
-consumers as co-producers
-roles of customers, service providers
-location issues

Front 10

What are the 4 customer contact and process elements?

Back 10

1- active contact
2- passive contact
3- process complexity
4- process divergence

Front 11

Define "process complexity"

Back 11

the number and intricacy of the steps required to perform the process

Front 12

Define "process divergence"

Back 12

the extent to which the process is highly customized with considerable latitude as to how it is performed.

Front 13

Define "job process"

Back 13

A process with the flexibility needed to produce a wide variety of products in significant quantities, with considerable complexity and divergence in the steps performed.

Front 14

Define "batch process"

Back 14

A process that differs from the job process with respect to volume, variety and quantity.

Front 15

Define "line process"

Back 15

A process that lies between the batch and continuous processes on the continuum; volumes are high and products are standardized, which allows resources to be organized around particular products.

Front 16

Define "continuous flow"

Back 16

The extreme end of the high-volume, standardized production and rigid line flows, with production not starting and stopping for long time intervals.

Front 17

What are 4 production and inventory strategies?

Back 17

1. make-to-order
2. assemble-to-order
3. make-to-stock
4. mass production

Front 18

Define "flexible workforce"

Back 18

a workforce whose members are capable of doing many tasks, either at their own workstations or as they move from one workstation to another.

Front 19

Define "flexible equipment"

Back 19

low volumes mean that process designers should select flexible, general-purpose equipment.

Front 20

Define "capital intensity"

Back 20

the mix of equipment and human skills in the process; the greater the relative cost of equipment, the greater is the capital intensity

Front 21

What are 3 types of capital intensity?

Back 21

1- automation
2- fixed automation
3- flexible (or programmable) automation