2.4 Resource Management Flashcards

1
Q

What are the four methods of production?

A

Job production
Batch production
Flow production
Cell production

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2
Q

What is job production?

A

Making one-off items

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3
Q

What is batch production?

A

Making a group of products to a set specification then moving to next group

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4
Q

What is flow production?

A

Continuous production of one product

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5
Q

What is cell production?

A

Organising workers into groups to produce a range of goods.

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6
Q

What is productivity?

A

A measure of efficiency of production.

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7
Q

What is the formula for labour productivity?

A

Labour productivity = total output / number of workers

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8
Q

What four factors can influence productivity?

A

Technology
Quality and skills of employees
Motivation of employees
Production methods

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9
Q

What is the link between productivity and competitiveness?

A

Increasing productivity is likely to improve competitiveness through declining unit costs.

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10
Q

What is efficiency?

A

The extent to which the resources used in production generate output without waste.

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11
Q

What are three areas where waste may occur?

A

Time
Resources
Finished product (quality)

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12
Q

What three factors influence efficiency?

A

Quality and age of machinery
Skills and experience of workforce
Levels of motivation

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13
Q

What are the characteristics of capital intensive production?

A

Initial capital costs very high
Running costs relatively low
May offer little flexibility

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14
Q

What are the characteristics of labour intensive production?

A

Labour costs are a high proportion of total costs
Managing labour costs may be critical
May be greater scope for tailoring products

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15
Q

What is capacity utilisation?

A

Measures the extent to which a business uses its production potential.

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16
Q

What is the formula for capacity utilisation?

A

Capacity utilisation = actual output in time period / maximum possible output per time period x 100

17
Q

Why is excess capacity useful?

A

Flexibility
Scope for new orders
Important in growing market
Scope for proper maintenance

18
Q

What are the implications of capacity under-utilisation?

A

Fears for job security
Low morale
May contribute to poor reputation

19
Q

What are the implications of capacity over-utilisation?

A

Little scope for new orders
Little time for necessary maintenance

20
Q

How might a business react to having excess capacity?

A

Increase sales
Reduce capacity
Find alternative uses for plant

21
Q

How might a business react to having a lack of capacity?

A

Outsource
Increase capacity
Reduce demand e.g. by dynamic pricing

22
Q

What is stock control?

A

The level of raw material, work in progress and finished good held in a business

23
Q

What factors affect the level of stock?

A

Nature of product
Nature of production
Nature of demand
Opportunity cost

24
Q

What are the key features of a stock control diagram?

A

Buffer stock
Reorder level
Lead time
Maximum stock level
Reorder quantity

25
What is buffer stock?
The minimum amount of stock held to cover emergencies
26
What are the motives for holding a buffer stock?
Transaction motive: meet future sales Precautionary motive: cushion for uncertainty Speculative motive: take advantage of temporary low prices
27
What reasons are there for keeping buffer stocks of raw materials?
Supply chain delays Faulty supplies
28
What reasons are there for keeping buffer stocks of finished goods?
Ensure business can supply customers Allows firm to accept rush orders form customers
29
What are the implications of too little stock?
Lost customers Delays in production Loss of reputation
30
What are the implications of too much stock?
Opportunity cost Cash-flow problems Increased storage costs Increased wastage
31
What is just-in-time management of stock?
Increase efficiency by decreasing waste by receiving only the required goods for production.
32
What are the benefits of JIT?
Reduce waste Reduce costs Reduce space needed Increase flexibility Provides for greater motivation
33
What are the drawbacks of JIT?
Risks running out stock Loss of opportunities for bulk purchase Requires trust in supplier
34
What is lean production?
An approach to management that focuses on cutting out waste while ensuring quality.
35
What techniques can be employed to achieve lean production?
Just-in-time Kaizen Total quality management Outsourcing
36
What benefits can a business gain from lean production?
More input from staff Better quality Focus on waste management
37
What potential competitive advantage can a business gain from lean production?
High productivity Higher quality leading to improved reputation Less space needed for stock leading to lower costs Faster development of new products
38
What methods of improving quality are there?
Quality control Quality assurance TQM Quality circles Kaizen
39
How can a business obtain competitive advantage from quality management?
Provide a USP Charge higher prices Increase sales Enhance reputation and brand loyalty