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Operation strategy 8745398459u > Introduction - Capacity > Flashcards

Introduction - Capacity Flashcards

1
Q

Required performance, 5,

A

Quality, Speed, Dependability, Flexibility, Cost

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2
Q

Required performance, 6,

A

Quality, Speed, Dependability, Flexibility, Cost, and sustainability

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3
Q

Strategic decisions

A

capacity, supply network, process networks, process technology, and Development and organisation

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4
Q

Operations Strategy decisions area is dependent on…

A

The tangible and intangible resources and operations processes that make up the operations capabilities.

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5
Q

Operations performance objectives is dependent on…

A

the customer need and competitors actions which make up the organisations marketing position.

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6
Q

Content of operations strategy is the reconciliation between

A

operations strategy decisions area and operations performance objectives.

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7
Q

What is a process?

A

A network of individuals

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8
Q

What are processes?

A

Processes are how resources are organised to best create the required mix of products and services

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9
Q

What is operations?

A

A network of processes

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10
Q

What is a supply network?

A

Network of operation

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11
Q

What are the 4Vs?

A

Volume, Variety, Variation, Visibility. They are characteristics of demand.

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12
Q

Should the 4Vs be high or low for the product to be of low unit cost?

A

Volume should be high, while Variety, Variation, and Visibility should be low.

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13
Q

Should the 4Vs be high or low for the product to be of high unit cost?

A

Volume should be low, while Variety, Variation, and Visibility should be high.

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14
Q

Operational management is…

A

The day to day. Detailed and short-term.

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15
Q

Operational strategy is…

A

The long-term strategic planning.

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16
Q

Where should correspondence exist?

A

Between business strategy, operations strategy, and operations decisions.

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17
Q

Where should coherence exist?

A

Across functional strategies and operations strategy.

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18
Q

What is explicit knowledge?

A

Explicit knowledge is knowledge that can be easily articulated, written down, and shared with others. It is formal and systematic, making it easy to document and communicate.

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19
Q

What is tacit knowledge?

A

Tacit knowledge is personal, experiential knowledge that is hard to formalize and communicate. It is deeply rooted in individual experiences, intuition, skills, and insights.

20
Q

RBV stands for?

A

Resource based view

21
Q

What does VIRO stand for? And what is the framework used for?

A

VIRO stands for valuable, rare, imperfectly imitable, and the firm organised to capture the value of the resources (organisation). It’s used to determine whether a resource is strategic or not.

22
Q

What is included in the operations strategy matrix?

A

Quality, speed, dependability, flexibility, cost and capacity, supply networks, process technology, and development and organisation

23
Q

What do we find at the top of and to the left of the operations strategy matrix?

A

Resource development and marketing competitiveness.

24
Q

What lines are included in Hayes and Wheelwrights four-stage model of operations contribution?

A

Increasing strategic impact (industry impact), increasing operations capabilities (internal/external, neutral/supportive), and increasing contribution of operations (stages)

25
Q

What are the three strategies in ayes and Wheelwrights four-stage model of operations contribution?

A

Implementing strategy, supporting strategy, and driving strategy.

26
Q

Increasing strategic impact means an organisation goes from…

A

Holding the organisation back to redefining industry expectations.

27
Q

Increasing operations capabilities means an organisation goes from…

A

Internally neutral to external supportive.

28
Q

Increasing contribution of operations means an organisation goes from…

A

Stage 1: Correct the worst problems to Stage 4: Give an operations advantage.

29
Q

Which are the 3 levels of operation?

A

Societal, strategic and operational level.

30
Q

At the societal level we find…

A

The operations sustainability and the triple bottom line.

31
Q

The triple bottom line includes…

A

Planet, people, and profit, which intersect at sustainability.

32
Q

At the strategic level we find…

A

Operations strategic impact, which influence risk, learning, capital, revenue and cost

33
Q

At the operational level we find…

A

The operations performance objectives (Quality, speed, dependability, flexibility, and cost)

34
Q

How are Delights, order-winners and qualifiers related to each other and what are their nature?

A

There is erosion of delights and qualifiers while, order winners stay diagonal. Delights have the most positive competitive benefit and high achieved performance. Qualifiers have the lowest competitive benefit and border upon negative and neutral achieved performance.

35
Q

In what order are four stages in the product/service life cycle?

A

Introduction, growth, maturity, decline.

36
Q

What stage corresponds to what the dominant operations performance objectives should be?

A

Introduction – flexibility and quality
Growth – Speed, dependability, Quality
Maturity – Cost, dependability
Decline - cost

37
Q

What are the typical axis when graphing the efficiency frontier?

A

The trade-off of variety and cost efficiency. With Variety vertically and cost efficiency on the horizontal axis.

38
Q

What kind of different focus(es) is there?

A

Performance objective focus
Product/service specification focus
Geographic focus
Variety focus
Volume focus
Process requirements focus

39
Q

What are the 5 dimensions of CSR?

A

The environmental, economic, voluntariness, stakeholder, and social dimension.

40
Q

Explain the 5 different dimensions of CSR concern?

A

Environmental – Concerns the natural environment and “sustainability” of business practices.
Economic – Concerns CSR financial impact on business operation, and to ensure the long-term financial survival.
Voluntariness - Doing more than the legal obligations
Stakeholder – Consideration of all stakeholders
Social – Concerns the relationship between business and society in general

41
Q

What are some issues concerning capacity?

A

Capacity of each site, long-term capacity change strategy, location of each site, allocation of tasks to each site, & number of sites.

42
Q

What does Transformed resources include?

A

Transformed resources (materials, information and customers) have value added as they move through the operations process

43
Q

What does Transforming resources include?

A

Transforming resources (people and facilities) are organised to form processes

44
Q

Shortly explain the bullwhip effect.

A

Small fluctuations in consumer demand lead to increasingly larger variations in orders and inventory levels as they move up the supply chain. (This can result in inefficiencies, such as overproduction or stock shortages, as companies at each stage of the supply chain react to perceived demand changes. The bullwhip effect is often caused by delays in information sharing, overreactions to demand shifts, and ordering practices like batch purchasing.)

45
Q

What is meant with a dedicated site?

A

You have one type of production line in 1 site. This gives the advantage of focus in the long term but underutilization in the short term.

46
Q

What is meant with a mixed site?

A

You have two types of production lines in 1 site. This gives the advantage of fully utilizing the site in the short term but discourage focus.

47
Q

What are the two requirements of the top-down perspective of operation strategy?

A

Correspondence and coherence

Operation strategy 8745398459u (3 decks)

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