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Operations Management > CH 2 MS > Flashcards

CH 2 MS Flashcards

1
Q

The sand cone model of additive and complementary competitive strengths emphasizes what

A

Operations that can deliver quality, delivlery dependability, speed, and low cost.

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2
Q

What are the five basic forms of transformation systems

A

1) Continuous process, 2) Flow shop, 3) Job shop, 4) Celluar, 5) Project

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3
Q

What are the major considerations in designing the transformation system

A

efficiency, effectiveness, volume, capactiy, lead time, flexibility

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4
Q

The major considerations in designing the transformation system are so interdependent that

A

Changing the system to alter one will change the others as well.

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5
Q

What is the emphasis on in service operations

A

Accomodating the customer rather than on operations per se.

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6
Q

What theory is often used in the design of a service delivery system

A

Waiting Line (Queuing) Theory

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7
Q

The layouts of parking lots, entry zones, reception rooms, waiting areas, service facilities, and other points of customer contact are of top priority in what kind of organizations

A

Service-oriented

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8
Q

What process is commonly used to produce highly standardized outputs, usually fulidic products, in extremely large volumes

A

Continuous Transformation Process

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9
Q

What are some examples of commodities used in the continuous transformation process

A

water, gases, chemicals, electricity, etc.

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10
Q

What is the single most important factor in competing successfully in commodity markets

A

Price

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11
Q

What is the major difference between the Flow Shop and the Continuous Process

A

In the Flow Shop there is a a discrete product or service, whereas in Continuous Processes the end product is not naturally divisible.

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12
Q

Organizations that use the BLANK process are heavily automated, with large, special-purpose equipment

A

Flow Shop

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13
Q

The primary advantage of a BLANK process is the low per unit cost that is attainable owing to specialized high volume equipment, bulk purchasing, lower labor rates, efficient utilization of the facility, low in process inventories, and simplified managerial control

A

Flow Shop

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14
Q

What process is generally continuous

A

Flow Shop

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15
Q

What is the intent in balancing a line

A

To find a cycle time in which each workstation can complete its tasks.

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16
Q

The BLANK gets its name because unique jobs must be produced

A

Job Shop

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17
Q

In the BLANK form of transformation system, each output, or each small batch of outputs, is processed differently

A

Job Shop

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18
Q

BLANK-based processes tend to emphasize flexibility over efficiency

A

Job

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19
Q

In what transformation system does each particular “job” travel from one area to another, and so on, according to its unique routing, until it is fully processed

A

Job Shop

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20
Q

What transformation system is usually selected to provide the organization with the flexibility needed to respond to individual, small-volume demands or even custom demands

A

Job Shop

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21
Q

What is the primary advantage of the Job Shop transformation process

A

The ability to produce a wide variety of outputs at reasonable cost

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22
Q

Managerial control of the BLANK transformation system is extremely difficult

A

Job Shop

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23
Q

Because the output varies in terms of function, processing, quality, and timing, the managerial tasks of routing, scheduling, cost accounting, and such become nearly impossible when demand for the output is high is a disadvantage of what transformation system process

A

Job Shop

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24
Q

BLANK combines the advantages of the job shop and flow shop to obtain the high variety possible with the job form and the reduced costs and short response times available with the flow form

A

Cellular Production

25
Q

An advantage of the BLANK transformation system process is decreasing machine setup times

A

Cellular Production

26
Q

In the BLANK form of transformation system, when setup times BLANK, the amount of time equipment is available to process parts BLANK

A

Cellular Production; Decrease; Increases

27
Q

What does increased capacity mean for a company in Cellular Production

A

That the company can produce at a given level with fewer machines.

28
Q

In Cellular Production, BLANK setup times make it more economical to produce smaller batches

A

Shorter

29
Q

In Cellular Production, producing BLANK batches enhances an organization’s flexibility in responding to changes in product mix

A

Small

30
Q

In Cullular Production, BLANK the size of batches leads to reductions in work-in-process inventory

A

Reducing

31
Q

BLANK inventory means that less space is needed to store it and less capital is tied up in it in Cellular Production

A

Less

32
Q

In Cellular Production, product lead times are BLANK and throughput times are faster due to overlapping the tasks

A

Shorter

33
Q

BLANK lead times and BLANK throughput facilitate more accurate forecasting, faster response to market changes, faster revenue generation, and less time for engineers to change the output or customers to change (or cancel) the order

A

Shorter, Faster

34
Q

What is another name for Cellular Production

A

Batch Production

35
Q

In what transformation system are volumes too small to allow for the purchase of the high-volume, efficient equipment that flow shops use

A

Cellular Production

36
Q

BLANK are of large scale and finite duration; they are nonrepetitive, consisting of multiple, and often simultaneous tasks that are highly interdependent

A

Project Operations

37
Q

The output in Project Operations is typically BLANK

A

Unique

38
Q

A BLANK item is produced in batches of some size that is economical (for the firm) and then stocked (in a warehouse, on shelves, etc.)

A

Make-to-stock

39
Q

A BLANK item is usually produced in a batch of a size set by the customer (sometimes just one) and is delivered to the customer upon its completion.

A

Make-to-order

40
Q

BLANK items are produced in large volumes with low variety, whereas BLANK items are produced in low volumes with high variety.

A

Make-to-stock; Make-to-order

41
Q

Who developed the Product-Process Matrix and in what year?

A

Hayes and Wheelwright in 1979

42
Q

In regards to output characteristtics on transformation systems in the product-process matrix, where does efficiency lie

A

Along the dotted line

43
Q

In the Product-Process matrix, operating at some point off the diagonal line can be BLANK for the organization unless done carefully as a well-planned strategy

A

dangerous

44
Q

What corner of the Product-Process matrix represents manufacturing in the future, when advanced technology can turn out great masses of completely customized products as cheaply as standard items

A

the upper right corner

45
Q

Chase and Stewart definition of fail safing

A

Anticipates where a service failure might occur and installs preventative measures

46
Q

4 major elements of a service guarantee

A

1) Must be meaningful to the customer by repaying customer for the failure to meet expectations 2) Must be unconditional 3) Easy to communicate and for the customer (and employees) to understand 4) East to “use” in the sense of immediately invoking it when a service failure occurs

47
Q

Schmenner’s Model

A

Classification of four major types of services

48
Q

Schmenner’s Customer Contact Intensity 4 major classifications

A

1) Service Factory: Capital Intensive Low Customer Contact 2) Mass Service: Labor Intensive Low Customer Contact 3) Service Shop: Capital Intensive High Customer Contact 4) Professional Service: Labor Intensive High Customer Contact

49
Q

Examples of Service Factory: Capital Intensive/Low Customer Contact

A

Airlines, Package/Postal Services, Hotels, Recreation

50
Q

Examples of Mass Service: Labor Intensive/Low Customer Contact

A

Sporting events, School classes, Retailing, Fast Food

51
Q

Examples of Service Shop: Capital Intensive/High Customer Contact

A

Hospitals, Cruise Line, Repair Services, Expensive Restaurants

52
Q

Examples of Professional Service: Labor Intensive/High Customer Contact

A

Legal Services, Physicians, Interior Decorators, Tax Preparers

53
Q

Why should the low-contact portion of a service be decoupled from the high-contact portion

A

So the low-contact portion can be conducted with efficiency and high-contact conducted with grace and friendliness

54
Q

How did Chanse and Tansik devise their view of customer contact when designing service delivery systems

A

Evaluate whether the service is high contact or low contact and what portions of the service are each

55
Q

It is wise to let customers aid in the [BLANK]

A

Preparation or delivery of the service

56
Q

One service element usually missing from manufacturing transformation design

A

Extensive customer contact during delivery of the service

57
Q

First problem associated with extensive customer contact during service delivery

A

Customer may add new inputs to the delivery system or make new demands on it that were not anticipated when it was designed

58
Q

Second problem associated with extensive customer contact during service delivery

A

Customers do not arrive at smooth, even increments of time but bunch up during peak periods

59
Q

Customer’s biased perception of the server and the server’s skills can often influence [BLANK]

A

Their satisfaction with the quality of the service

Operations Management (2 decks)

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