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OM > FIRST LECTURE > Flashcards

FIRST LECTURE Flashcards

1
Q

what is operation management

A

the operation of handling and working with resources to produce and deliver product and services

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2
Q

difference between transforming and transformed resources

A

tranformed: the ones that we are changing and trandsfering resources: the ones wee need

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3
Q

the three important functions

A

marketing, the product/service development and operations function

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4
Q

inputs transformed

A

transformed inputs are the one that are treated, this can include: information, material, customer

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5
Q

two blocks of transforming resources

A

these resources act upon the transformed resources, FACILITIES (buildings, equipment, process of te operation)
STAFF (people who operate, who maintain and plan operation)

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6
Q

how can outputs be caharacterised

A

they can be both product and service

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7
Q

what is a process

A

process in an arrangement of resources and activities that transform inputs into oupiuts and satisfy internal and external customers

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8
Q

idea of hierarchy of operations

A

from small to larger process operations

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9
Q

how to operations and processes differ

A

Volume, Variety, Variation in the demand, Visibility

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10
Q

operation can be viewed in two ways

A

as function or as an activity

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11
Q

The 4 D of operations manager

A

Direct- the overall stategy of the operation
Design- the operations resources and processed, determining the physical form, shape
Deliver- the delivery to customers
Develop- improve product and processes

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12
Q

Volumer low

A

low repetition, each performs more of each task, high unit cost

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13
Q

High volume

A

high specialisation, repetition, low unit costs, capital intensive

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14
Q

Variety low

A

Well defined, routine, regular, standardise

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15
Q

high variety

A

flexible, complex, match customers needs

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16
Q

variation in demand high

A

changing capacity, anticipation, flexibility, in touch with the demands

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17
Q

variation in demand low

A

low flexibility, stable, routine, high utilisation, low unit costs

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18
Q

visibility low

A

time lag between production and consumption, centralisation , standardisation, low contact skill

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19
Q

high visibility

A

short waiting tolerance, contact with customer, needed customer skills, high unit cost, satisfaction governed by customer perception

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20
Q

hotel and car manufacturing example

A

car is : high volume, low variety, low variation, low visibility

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21
Q

the five competitive dimensions

A

quality, speed, dependability, flexibility, cost

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22
Q

the concept of productivity in numbers

A

output divided by input, plus them together (multiple within each other) then the number should be bigger than 1, if yes it is the percentage

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23
Q

if we take a look at the firm the spider web

A

the five factors: the close to the tip the better

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24
Q

tradeoffs

A

all performance objectives, to some extend, trade off against each other, the two variety and cost efficient, IMPROVING CAN SOME TIMES BE DONE ONLY WITH SACRIFICING OTHER

25
Q

3 STEPS of strategy

A

implement strategy, support strategy (developing capabilities which allow the org to improve and refine its strategic goals), driving strategy (giving long term advantage to strategy)

26
Q

market requirements and operations strategic decisions

A

market requirements: reliability, good service, low price, operations strategic decisions: remote locations, free drinks,

27
Q

difference between operations management and strategy

A

time:operations strategy is long term
level of analysis: micro is operations (factory level) and macro in strategy( in all business blocks)
level of aggregation: detailed in operation management and aggregated in operations strategy
level of abstraction: concrete in operation and philosophical in operation strategy

28
Q

what is the role of the operations function

A

implementer of strategy, supporter od strategy, driver of strategy

29
Q

Hayes and Wheelwrights four staged of operations contribution

A

Internal neutrality, Externally neutrality. Internally supportive, Externally supportive

30
Q

Internal neutrality

A

the company’s goal is being ignored

31
Q

external neutrality

A

company is measuring itself with other organisations and trying to implement best practices

32
Q

internally supportive

A

wants to be the very best in the market, achieving by having a view of the companies competitive or strategic goals, supporting resources

33
Q

externally supportive

A

being ahead of the market, ahead of competitors

34
Q

increasing strategic impact upwards

A

holding the organisation back, as good as competitors, clearly the best in the industry, redefining industry expectations

35
Q

top down strategies and bottom up strategies

A

setes overal direction for operations, bottom uú: emerges strategy ideas by time

36
Q

market requirements based strategies

A

what market position requires to do

37
Q

order-winning factors

A

things which directly and significantly contribute to winning business things

38
Q

qualifying factors

A

aspects of competitiveness where the operations performance has to be above a particular level to be considered by customers
minimum standards that a company, supplier, or product must meet to be considered viable for a specific process, partnership, or market. THEY ARE ESSENTIAL, not competitive

39
Q

PRODUCT SERVICE LIFEYCYLE

A

introduction, growth, maturity, decline

40
Q

introduction

A

offering something new, few competitors, needs are not well understood

41
Q

growth stage

A

competitors may enter, quality is important

42
Q

maturity stage

A

early competitors left marker, get costs down to mantain profits, demand starts to level off. costa and productivity issues and dependable supply are operations main concern

43
Q

decline stage

A

more competitions leave marker, operations objective are cost

44
Q

the 3 judgement of operations at 3 levels

A

societal, strategy, operations

45
Q

3 bottom lines

A

societal, environmental, finance

46
Q

what we consider in societal level

A

social, economic, environment

47
Q

consideres in strategic level

A

risk and resilience, capital utilisation, service and revenue , efficiency and cost, capability for innovation

48
Q

operational level

A

quality, speed, dependability, flexibility and cost

49
Q

why is organisation performance vital in any org?

A

operations management can either make or break,

50
Q

how can operations performance be measures

A

scorecard approach

51
Q

how do operations perfronace objective trade off against each other

A

are the xtent to which improvements in one performance objective can be achieved by sacrificing performance in others

52
Q

operations and operational

A

operations is the converting resources into products and services and operational is the opposite of strategic this is day to day

53
Q

what is strategy ?

A

setting broad objectives towards overall goal, planning the path, long term

54
Q

process of operations strategy

A

the method that is sued ti make the specific decisions

55
Q

the three stages

A

implement strategy, support strategy, driving strategy

56
Q

implement

A

implementing

57
Q

support strategy

A

developing the capabilities which allow to improve and refine, organise staff to understand

58
Q

driving strategy

A

giving the strategy a unique and long term advantage

59
Q

market requirements

A

OM (1 decks)

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