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I&P > I&P 2 > Flashcards

I&P 2 Flashcards

1
Q

What is operations management ?

A

is the activity of managing the resources, which produce and deliver products and services.

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2
Q

Why is operations important in all types of organizations ?

A

operations have to take decisions about their products and/ or service.

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3
Q

How do operations produce services and products?

A

by changing inputs into outputs

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4
Q

what are input resources?

A
  • transformed resources –> materials, information and costumers.
  • transforming resources –> facilities and staff
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5
Q

What are transformed resources?

A

resources that transform in the process. (materials, information)

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6
Q

What are transforming resources?

A

the resources that act upon the transformed resources (facilities, staff)

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7
Q

What is the hierarchy of operations?

A
  • the process –> resources
  • the operation –> processes
  • the supply network –> network of operations
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8
Q

what are the four V’s ?

A
  • volume
  • variety
  • variation dimension
  • visibility
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9
Q

What is volume?

A

focused on time –> systemization

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10
Q

What is variety ?

A

different products

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11
Q

What is variation dimension ?

A

easy to plan –> routine and predictability

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12
Q

What is visibility ?

A

how much is involved? costumer experience

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13
Q

What are the activities of operations management?

A

operation strategy –> design –> planning and control –> improvement (develop)

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14
Q

Why is operations performance important in any organisation?

A

Operations management is a make or break activity

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15
Q

What are stakeholders ? explain internal and external

A

the people and groups that have a legitimate interest in the operations activities.
internal –> employees
external –> costumers, society

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16
Q

How does the operations function incorporate all stakeholders objectives?

A

listening and responding to the needs of the stakeholders

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17
Q

What is CSR –> corporate social responsibility

A

take account of its economic, social and environmental impacts. but also the needs of the stakeholders

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18
Q

What does top-management expect from the operations function.

A

top management has the most immediate impact on performance. So they expect that all their operation managers to contribute to the success by using their resources effectively. –> improving processes, reduce cost, reducing risk, reducing the amount of investments

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19
Q

What are the performance objectives? name all 5 of them.

A
  • quality
  • speed
  • dependability
  • flexibility
  • cost
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20
Q

explain quality of the performance objectives.

A
  • do things right
  • satisfy your costumers
  • error free goods
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21
Q

What is the impact of quality related to the performance objectives ?

A
  • quality reduce costs –> the fewer mistakes are made

- quality increases dependability –> loss or revenue if product is not able to be bought.

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22
Q

explain speed of the performance objective

A
  • fast

- reduce time between a costumer asking and receiving them.

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23
Q

What is the impact of speed related to the performance objectives?

A
  • speed reduces inventories and reduces risk
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24
Q

explain dependability of the performance objective.

A

You want to do things on time.

keep delivery promises

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25
Q

What is the impact of dependability related to the performance objectives?

A

dependability saves time and money.

it gives stability –> level of trust between the departments.

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26
Q

Explain flexibility of the performance objective

A

to adapt the organisations activities to the circumstances.

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27
Q

What is the impact of flexibility of performance objective

A
  • product and service flexibility
  • mix flexibility –> produces a wide range
  • volume flexibility –> to change the output
  • delivery flexibility
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28
Q

what are the internal benefits of flexibility?

A
  • flexibility speeds up response
  • flexibility saves time
  • flexibility maintains dependability
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29
Q

what are the external benefits of flexibility?

A

increase ability of operation to do different things for different costumers.

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30
Q

what is mass customization?

A

some companies developed their flexibility in such a way that products and services are customized for each individual costumer. Yet the manage to produce them in high volume which keep costs down. (dell: design your own PC)

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31
Q

what is agility ?

A

reacting to the market requirements by producing new and existing products and services fast and flexible.

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32
Q

explain cost of the performance objective

A

you want to do things cheaply

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33
Q

what is the impact of cost of performance objective ?

A
  • improve the performance to save costs –> processes
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34
Q

What is polar representation?

A

represent the importance of each performance objective

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35
Q

What is trade-off?

A

by improving one performance objective might only be achieved by sacrificing an other performance objective.

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36
Q

What is the efficient frontier?

A

identifies operations with performance that dominate other operations performance

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37
Q

what is strategy?

A
  • set objective to reach a goal

- planning the path

38
Q

What is operation strategy?

A

the strategic decision and actions which lead to the objectives and activities of an organisation

39
Q

name the three steps of strategies you can use

A

1) implement strategy
2) support strategy
3) drive strategy

40
Q

What is implement strategy ?

A

you have to implement your strategy effectively to make it work.

41
Q

What is support strategy?

A

develop the capabilities which allow the the organization to improve and refine their strategic goals

42
Q

What is drive strategy?

A

giving the business an unique and long term advantage

43
Q

What is Hayes and Wheelwright four stages of operations contribution?

A

stage 1 : internal equity –> correct the worst problems
stage 2 : external neutrality –> adopt best practice
stage 3 : internally supportive –> link strategy with organisation.
stage 4: externally supportive –> give an operations advantages.

44
Q

What is the top-down strategy?

A

is a reflection of what the whole business wants to do. divided up by business and how they should position itself in the market.

45
Q

What is bottom up-up strategy?

A

emergent strategy –> day to day decisions that need to be made to run the company

46
Q

what are the three steps of strategic planning?

A

1) corporate –> what business shall we be in? what resources do we need?
2) business –> how do we compete in the business? what is our mission?
3) Function –> how does the function contribute to the business?

47
Q

what is market requirements strategy?

A

to satisfy your markets requirements

48
Q

what is competitive factors?

A

the 5 performance objectives which define the costumer satisfaction.

49
Q

How do you determine the importance of competitive factors?

A
  • order winning factors

- qualifying factors

50
Q

What are order winning factors

A

are the things that which directly contribute to winning business ( cost, speed etc. ) (reason why costumers choose your business)

51
Q

What are qualifying factors?

A

factors that the operations performance need to be above average just to be considered by costumers. (quality, speed, price) (basic needs consired by the guest

52
Q

What are the four steps of the product/service cycle ?

A

1) introduction stage –> product is introduced
2) growth stage –> sales volume will grow
3) Maturity stage –> only the strongest ones will still exist –> reduce costs
4) Decline stage –> more competitors are dropping out,, market will be dominated by price competition.

53
Q

Name the 5 subjects of operations strategy

A
  • cooperate objectives –> profit, growth
  • business strategy –> the four V’s, standardize.
  • competitive factors –>order and qualifying factors
  • delivery system choice –> location, capacity, process design!!
  • infrastructure choice –> procedures, planning and control systems.
54
Q

What is a supply network?

A

all organisations a business will have interaction with

55
Q

What is the supply side of a supply network?

A

suppliers of parts, information or services

56
Q

what is the demand side of a supply network?

A

costumers

57
Q

What are first tier and second tier suppliers?

A

first tier suppliers direct supply the organisation and the second tier supply the first tier suppliers.

58
Q

What are the three important reasons for taking a supply network perspective?

A
  • it helps understand competitiveness
  • see the links in the network
  • it helps focusing on long term issues
59
Q

Which three decisions do you make with process design?

A

1) how should the network be configured?
- outsourcing
- vertical integration
- do-or-buy decisions
2) Location
3) long-term capacity management –> how big will the factory be?

60
Q

What is vertical integration?

A

when a company expend into areas that are at different points on the same production path. For example a manufacturer owns it suppliers.

61
Q

How do you change the shape of the supply network?

A
  • disintermediation –> cutting out the middle men
  • co-opetition –> all players of the network (suppliers, costumers, complementors, competitors) can be friends and enemies at different times.
62
Q

What is the difference and advantages of competitors and complementors?

A

Competitors normally will bring down the value of your product. But for example other restaurant in the area attract also guest together as a cluster.

63
Q

What are porters five foreces??

A

competitors, complementors, suppliers, costumer, (company)

64
Q

Name the three factors of vertical integration

A
  • the direction –> the costumer or the supplier?
  • the extent -> how far?
  • the balance among stages –> how exclusive should the relationship be between operations
65
Q

What are the questions you nee to ask if you are considering outsourcing or keep it in-house ?

A

1) is the activity of strategic importance ?
2) Has the company specialized knowledge?
3) Is company’s performance superior?
4) is significant operations performance improvement likely?

Answers: no –> outsource

66
Q

what is offshoring?

A

obtaining services and products outside your own country.

67
Q

name 2 reasons for changing location

A
  • change in demand

- change in supply –> cost, availability of supplies.

68
Q

what are the 3 objectives of location decision?

A
  • the cost
  • the service the operation is able to provide
  • the revenue potential
69
Q

name the supply side influences (5)

A
  • labour cost
  • land cost
  • energy cost
  • transportation cost
  • community factors –> tax, language, politics
70
Q

name the demand side influences

A
  • labour skills
  • the suitability of the land itself
  • image of the location
  • convenience for the costumer
71
Q

what is the weighted score method?

A

you rank your criteria by it importants. example the cost weight higher than convenience.

72
Q

what is the center of gravity method?

A

is the method that is used to find the location with the lowest transportation cost.

73
Q

what is capacity leads demand?

A

timing the introduction of capacity that there is always that there is always enough to meet forecast demands

74
Q

what is capacity lags demand?

A

the demand is always equal or higher than capacity

75
Q

what is planning?

A

’ what is going to happen at one point in the future?’

76
Q

what is control?

A

is dealing with changes with changes in the planning

77
Q

what is long-term planning ?

A

forecasting, what do they hope to achieve?

78
Q

what is mid-term planning?

A

forecasting, more detailed

79
Q

what is short-term planning?

A

difficult to make large changes, is used for if things are not going by plan.

80
Q

what can you do with spare capacity?

A

can be used to supply other companies

81
Q

what is the bullwhip effect?

A

forecasting is really difficult, refers to larger and larger swings in inventory as a result of costumer demands.

82
Q

what is lean operation?

A

is the elimination of all waste in order to develop and operation that is faster, more dependable, produces high quality, and low cost.

83
Q

what is the jit approach?

A

to produce something when something is ordered ( no buffer inventory)

84
Q

what is waste (7)

A
  • over production
  • waiting time
  • transport
  • (over) processing
  • inventory
  • motion
  • defectives
85
Q

why is overproduction a waste?

A

you make more than the costumer required

86
Q

why is waiting time a waste?

A

it’s a delay between one process ending and the other one to begin.

87
Q

why is transport a waste?

A

movement between departments do not add any value to the product/service

88
Q

why is over processing a waste?

A

you add more value to the product than the costumer required.

89
Q

why is inventory a waste?

A

you have more material in hand than is currently required.

90
Q

why is motion a waste?

A

needless movement of PEOPLE

91
Q

why is defects/inspection a waste?

A

does not conform to customer needs

92
Q

the 5’s of lean operations

A
  • sort –> keep only what is needed
  • straighten –> position things in such way that you can easily reach them.
  • shine –> keep things clean
  • standardize –> maintain cleanness
  • sustain –> keep up to the standards

I&P (1 decks)

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