CH 2 MS Flashcards
The sand cone model of additive and complementary competitive strengths emphasizes what
Operations that can deliver quality, delivlery dependability, speed, and low cost.
What are the five basic forms of transformation systems
1) Continuous process, 2) Flow shop, 3) Job shop, 4) Celluar, 5) Project
What are the major considerations in designing the transformation system
efficiency, effectiveness, volume, capactiy, lead time, flexibility
The major considerations in designing the transformation system are so interdependent that
Changing the system to alter one will change the others as well.
What is the emphasis on in service operations
Accomodating the customer rather than on operations per se.
What theory is often used in the design of a service delivery system
Waiting Line (Queuing) Theory
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
Service-oriented
What process is commonly used to produce highly standardized outputs, usually fulidic products, in extremely large volumes
Continuous Transformation Process
What are some examples of commodities used in the continuous transformation process
water, gases, chemicals, electricity, etc.
What is the single most important factor in competing successfully in commodity markets
Price
What is the major difference between the Flow Shop and the Continuous Process
In the Flow Shop there is a a discrete product or service, whereas in Continuous Processes the end product is not naturally divisible.
Organizations that use the BLANK process are heavily automated, with large, special-purpose equipment
Flow Shop
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
Flow Shop
What process is generally continuous
Flow Shop
What is the intent in balancing a line
To find a cycle time in which each workstation can complete its tasks.
The BLANK gets its name because unique jobs must be produced
Job Shop
In the BLANK form of transformation system, each output, or each small batch of outputs, is processed differently
Job Shop
BLANK-based processes tend to emphasize flexibility over efficiency
Job
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
Job Shop
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
Job Shop
What is the primary advantage of the Job Shop transformation process
The ability to produce a wide variety of outputs at reasonable cost
Managerial control of the BLANK transformation system is extremely difficult
Job Shop
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
Job Shop
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
Cellular Production
An advantage of the BLANK transformation system process is decreasing machine setup times
Cellular Production
In the BLANK form of transformation system, when setup times BLANK, the amount of time equipment is available to process parts BLANK
Cellular Production; Decrease; Increases
What does increased capacity mean for a company in Cellular Production
That the company can produce at a given level with fewer machines.
In Cellular Production, BLANK setup times make it more economical to produce smaller batches
Shorter
In Cellular Production, producing BLANK batches enhances an organization’s flexibility in responding to changes in product mix
Small
In Cullular Production, BLANK the size of batches leads to reductions in work-in-process inventory
Reducing
BLANK inventory means that less space is needed to store it and less capital is tied up in it in Cellular Production
Less
In Cellular Production, product lead times are BLANK and throughput times are faster due to overlapping the tasks
Shorter
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
Shorter, Faster
What is another name for Cellular Production
Batch Production
In what transformation system are volumes too small to allow for the purchase of the high-volume, efficient equipment that flow shops use
Cellular Production
BLANK are of large scale and finite duration; they are nonrepetitive, consisting of multiple, and often simultaneous tasks that are highly interdependent
Project Operations
The output in Project Operations is typically BLANK
Unique
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.)
Make-to-stock
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.
Make-to-order
BLANK items are produced in large volumes with low variety, whereas BLANK items are produced in low volumes with high variety.
Make-to-stock; Make-to-order
Who developed the Product-Process Matrix and in what year?
Hayes and Wheelwright in 1979
In regards to output characteristtics on transformation systems in the product-process matrix, where does efficiency lie
Along the dotted line
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
dangerous
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
the upper right corner
Chase and Stewart definition of fail safing
Anticipates where a service failure might occur and installs preventative measures
4 major elements of a service guarantee
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
Schmenner’s Model
Classification of four major types of services
Schmenner’s Customer Contact Intensity 4 major classifications
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
Examples of Service Factory: Capital Intensive/Low Customer Contact
Airlines, Package/Postal Services, Hotels, Recreation
Examples of Mass Service: Labor Intensive/Low Customer Contact
Sporting events, School classes, Retailing, Fast Food
Examples of Service Shop: Capital Intensive/High Customer Contact
Hospitals, Cruise Line, Repair Services, Expensive Restaurants
Examples of Professional Service: Labor Intensive/High Customer Contact
Legal Services, Physicians, Interior Decorators, Tax Preparers
Why should the low-contact portion of a service be decoupled from the high-contact portion
So the low-contact portion can be conducted with efficiency and high-contact conducted with grace and friendliness
How did Chanse and Tansik devise their view of customer contact when designing service delivery systems
Evaluate whether the service is high contact or low contact and what portions of the service are each
It is wise to let customers aid in the [BLANK]
Preparation or delivery of the service
One service element usually missing from manufacturing transformation design
Extensive customer contact during delivery of the service
First problem associated with extensive customer contact during service delivery
Customer may add new inputs to the delivery system or make new demands on it that were not anticipated when it was designed
Second problem associated with extensive customer contact during service delivery
Customers do not arrive at smooth, even increments of time but bunch up during peak periods
Customer’s biased perception of the server and the server’s skills can often influence [BLANK]
Their satisfaction with the quality of the service
