Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
68 Cards in this Set
- Front
- Back
|
Operations management
|
the management of systems or processes that create prodcuts and/or provide services
|
|
|
transformation process
|
changing inputs into outputs by using processing and adding value to them
|
|
|
Value added
|
the difference between the cost of inputs and the value or price of outputs
|
|
|
four utilities that services offer
|
place, psychological, time, form
|
|
|
place utility
|
offering place to do something
|
|
|
psychological utility
|
entertainment is positive, sometimes services are used to avoid the negatives (taxes)
|
|
|
Time utility
|
save time, ex. oil change
|
|
|
form utility
|
Procide information in a form that is easier to read, ex. phone book
|
|
|
main characteristics of service operations
|
intangible output, high customer contact, low uniformity of input, high labor content, low uniformity of output, difficult measurement of productivity, low opportunity to correct quality problems
|
|
|
Key differences between manufacturing and service
|
customer contact, uniformity of input, labor content, uniformity of output, measurement of productivity, quality assurance
|
|
|
Five major responsibilities of operations management
|
planning, controlling, organizaing, staffing, directing
|
|
|
planning
|
capacity, location, products and services
|
|
|
controlling
|
inventory and quality
|
|
|
organizing
|
degree of centralization, subcontracting
|
|
|
staffing
|
hiring/laying off, use of overtime
|
|
|
directing
|
incentive plans, job assignments
|
|
|
4 different types of production systems
|
project, batch job shop, repetitive
|
|
|
project production system
|
one time production, long duration
|
|
|
batch production system
|
hybrid between job shop and repetitive
|
|
|
job shop production system
|
low volume, high variety, high flexibility, general equipment, ex. wood working
|
|
|
repetitve production system
|
mass production, high volume, low variety, low flexibility, special equipment, ex. paperclips
|
|
|
continuous production system
|
special type of repetitive, bulk units, ex. gas and pellet units
|
|
|
3 types of models
|
physical, schematic, mathematical
|
|
|
physical model
|
most real/less abstract, ex. Globe
|
|
|
schematic model
|
drawing/map, no physical representation, ex. blueprints
|
|
|
mathematical model
|
using equations to represent reality, very abstract, ex. gravity equation
|
|
|
Problem with suboptimization
|
what is optimal for one department may not be optimal for the whole organization
|
|
|
Pareto Principle
|
80% of the problems occur from 20% of the activities, a vital few things are important for reaching an objective or solving a problem
|
|
|
Eli Whitney's contribution
|
interchangeable parts
|
|
|
Frank and Lillian Gilbreth
|
efficiency experts - motion pictures
|
|
|
Fredrick Taylor
|
best way to do a job, standardization process
|
|
|
Supply chain
|
suppliers' suppliers --> direct suppliers --> producer --> distributor --> Final consumer
|
|
|
competitiveness
|
how effectively an organization meets the needs of customers relative to others that offer similar goods and services
|
|
|
6 things we compete on
|
flexibility, quality, differentiation, service, time, and price
|
|
|
Mission
|
reason for existence of an organization
|
|
|
strategy
|
a plan for acheiving organizational goals
|
|
|
tactics
|
actions taken to accomplish strategies
|
|
|
distinctive competencies
|
special attributes or abilities that give an organization a competitive edge, things you can do better than anyone else
|
|
|
Examples of distintive compentencies
|
low cost, high performance, rapid delivery, variety and volume
|
|
|
Environmental Scanning
|
the considering of events and trends that present threats or opportunities for a company, ex. legal environment, competition, technology
|
|
|
Quality based strategies
|
focuses on maintaingin or improving the quality of an organization's products or services
|
|
|
Time based strategies
|
Focuses on reduction of time that it takes to produce the product
|
|
|
Five different productivity measures
|
partial measures, multi-factor measures, total measure, productivity
|
|
|
partial measures productivity measures
|
output/single input
|
|
|
multi-factor productivity measure
|
output/(multiple inputs)
|
|
|
total productivity measure
|
output/(total inputs)
|
|
|
productivity measure
|
outputs/inputs
|
|
|
major factors to consider in product design
|
cost, quality, time to market, customer satisfaction, competitive advantage
|
|
|
Legal issues in product design
|
product liability, FDA, OSHA, IRS, uniform commercial code
|
|
|
Product liability
|
a manufacturer is liable for any injuries or damages caused by a faulty product, a jury decides if it is a faulty product
|
|
|
Uniform commercial code
|
products carry and implication of merchantability and fitness
|
|
|
Ethical issues in product design
|
releasing products with defects
|
|
|
Environmental issues in product design
|
Nike Example
|
|
|
Life Cycle of product or service
|
intro. -> growth -> maturity -> saturation -> decline
|
|
|
mass customization
|
strategy of producing standardized goods or services, but incorporating some degree of customization
|
|
|
delayed differentiation
|
producing but not quite completing a product or service until you receive customer prefrences
|
|
|
Modular design
|
component parts are subdivided into modules that are easily replaced or interchangeable
|
|
|
robust design
|
design that results in products or services that can function over a broad range of conditions
|
|
|
Reverse engineering
|
the dismantling and inspecting of a competitor's product to discover product improvements
|
|
|
Basic Research
|
advances knowledge about a subject without near term commercial application
|
|
|
Applied research
|
acheives commercial applications, use items for other items
|
|
|
Development research
|
converts results of applied research into commercial use
|
|
|
concurrent engineering
|
the bringing together of engineering design and manufacturing personal early in the design phase
|
|
|
3 recycling reasons
|
environmental regulations, environmental concerns, cost savings
|
|
|
characteristics of well designed servise systems
|
consistent with company's mission, user friendly, robust, easy to suatain, cost effective, value to customers, linkage between front and back operations, single unifying theme, reliable and good quality
|
|
|
Challenges of service design
|
variable requirements, difficult to describe, high customer contact, dealing with people
|
|
|
QFD
|
quality function development, an approach that integrates the voice of the customer into the product and service design stage
|
|
|
3 main tradeoffs in managing a product
|
performance, cost and time
|
