4.1 The How - Process Perspective Flashcards

1
Q

What does the Abernaty-Utterback Model say

A
  • first Product Innovation is high but decreases over time
  • process innovation start to increase to counte the decrease
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2
Q

Describe the Prodocut-Process Matrix and its parts

A

Project:
Job shop:
Batch production:
Line production: assembly line
Conitous proecessing:

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3
Q

What are Supply Chain Processes?

+ examples

A

Collection of related events, activities and decisions, that involve a number of actors and object, and that collecitviely lead to an outcome that is of VALUE to an organization or it CUSTOMERS

  • Order-to-Cash process
  • Quote-to-Order process
  • Procure-to-Pay process
  • Manufacturing process
  • Claims processing
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4
Q

What are the three main perspectives of a process?

A

• Control Flow Perspective
– “What needs to be done and when”

• Data Perspective
– “What do we need to work on”

• Resource Perspective
– “Who’s doing the work”

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5
Q

What are the three main processes?

A
  1. Mangement processes
    - ->provide direction, rule and practices (signing contracts)
  2. Core processes
    - -> generate value, cause are linked to customers (receive + deliver order)
  3. Support porcesses
    - -> provide recourses for other processes (reorder from suppliers)
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6
Q

define Supply Chain Process Modelling

A

Body of principles, methods and tools to design, analyze, execute
and monitor supply chain processes, with the ultimate goal of
improving them

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7
Q

Name criteria for the evaluation of SC Processes

A
  1. Importance
    – Which SC processes have the greatest impact on the
    organization‘s strategic goals?
  2. Dysfunction
    – Which SC processes are in the deepest trouble?
  3. Feasibility
    – Which SC process is the most susceptible to successful
    process management?
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8
Q

How is the Value-Addes-Analysis structured?

A
  1. process parted into steps
    – Steps performed before a task
    – The task itself, possibly decomposed into smaller steps
    – Steps performed after a task, in preparation for the next task
  2. classification of the steps
    – Value-adding (VA)
    – Business value-adding (BVA)
    – Non-value-adding (NVA)
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9
Q

What should be done with VA + example

A

→ MAXIMIZE
citeria:
1. is customer willing to pay for this step
2. would customer agree, that this step is necessary to achieve their goals?
3. if steps would be removed, would customer see product/service as less valuable

→ Order to cash: Confrim delivery date, deliver products

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10
Q

Criteria + Example of MINIMIZE VAA?

A
  • is this step required to improve/grow the business?
  • would business suffer if step was removed?

Example:
-Order to cash process: Check purchase order, Check customers credit worthiness

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11
Q

What are Non-Value-Adding Activities?

A

-every besides VA and BVA
→ customer would be unwilling to pay for

NVA include:

  1. waiting times, delays
  2. Rework or defect correction

Example:
-order to cash process: Forward PO to warehouse, Resend confirmation, Receive rejected products

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12
Q

What the seven Sources of Waste in the SC?

A

Move: (during process steps)

  • Transportation
  • Motion

Hold:

  • Inventory
  • Waiting

Over-do: (WORST)

  • Defects
  • Over-Processing
  • Over-Production
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13
Q

Name the formular of the cylce times

A
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14
Q

Define clyle time, processing time and cycle time efficiency

A

cycle time → time it takes for a team to make a product

processing time → time that is spend on workstations

clycle time efficiency → PT/CT

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