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Operations Management > Midterm- Productivity > Flashcards

Midterm- Productivity Flashcards

1
Q

(Multifactor productivity)

A

More than one output

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2
Q

establish a destination for the org

A

Mission and goals

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5
Q

one of the primary responsibilitrs of an ops manager is to achieve_______ of an orgs resources

A

productive use

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7
Q

relates to the plans that determine the direction an organization takes in pursuing its goals

A

Strategy

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9
Q

where can PRODUCTIVITY be computed for? (4)

A
  • single operation
  • department
  • organization
  • or even an entire country
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10
Q

(goods and services)

A

Output

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11
Q

where does the choice on productivity measures primarily depends?

A

on the purpose of measurement

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12
Q

(Total productivity)

A

All inputs

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13
Q

where does the unit of outputs used in productivity measures depend?

A

on the type of job performed

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14
Q

Effective use of resources

A

Productivity

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15
Q

Output/labor
Output/Machine
Output/Capital

A

Partial measures

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16
Q

the basis of an organization

A

Mission

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18
Q

It is how effectively an organization meets the meeds of customers relative to others that offer similar goods or services

A

Competitiveness

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20
Q

Output/Labor+machines

Output/Labor+Capital+Energy

A

Multifactor Measures

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21
Q

All inputs used to produce them

A

Total measure

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22
Q

affect the ability of an org to compete or the ability to serve its purpose

A

Strategy

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23
Q

allows managers to judge performance and to decide where improvement are needed

A

productivity measures

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24
Q

how to determine productivity measures of an entire industry or the natinal productivity of a country

A

by combining productivity measures of various companies or industries

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25
Q

Productivity measurements serve as_____ of the effective use of resources

A

Scorecards

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26
Q

Relates how effective an organization is in the marketplace compared eith other organizations that offer similar products or services

A

Competitiveness

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27
Q

why business leaders are concerned with productivity?

A

It relates to competitiveness

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28
Q

why governement leaders are concerned eith national productivity?

A

Close relationship bet. productivity and nation’s standard of living

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29
Q

responsible for high standards of living enjoyed by people in industrial nations

A

high levels of productivity

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30
Q

what happens when wage and price increases is not accompanied by an increase in productivity?

A

creates inflationary pressures on nation’s economy

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31
Q

Negative impacts on Productivity: (4)

A
  1. Lower propensity to save and higher propensity to consume, which slows capital formation and attracts foreign goods
  2. Increasing govt regulations add to administrative burden of companies
  3. Increasing demand for services which are less productive than manufacturing ops.
  4. An emphasis on short run performance
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32
Q

an index that measures output relative to the input use to produce them

A

Productivity

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33
Q

may distort productivity measurements

A

Quality differences

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34
Q

How to treat productivity?

A

Approximate indicators

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35
Q

Factors that affect productivity: (5)

A
  • methods
  • Capital
  • Quality
  • Technology
  • Management
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36
Q

Key Steps in Improving Productivity: (7)

A
  1. Develop productivity for all operations; measurement is the first step in managing and controlling ops.
  2. Look at the system as a whole in deciding ehich ops are most critical; overall productivity is important.
  3. Develop methods for achieving productivity improvements.
  4. Establish reasonable goals for improvement.
  5. Consider incentives to reward workers for contributions.
  6. Measure improvements and publicise them
  7. Dont confuse productivity eith efficiency
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37
Q

Developing Methods for achieving productivity improvements: (3)

A
  1. Solicit ideas from workers
  2. Study how other firms increased productivity
  3. Reexamining the way work is done
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38
Q

Narrower concept that pertains to getting the most out of a given set of resources

A

Efficiency

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39
Q

Broader concept that pertains to effective use of overall resources

A

Productivity

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40
Q

How to Formulate Strategy? (4)

A
  1. SM must take into account distinctive compitencies of the org
  2. Must scan the envi
  3. Must determine ehat the competitors are doing or planning to do
  4. Must critically examine other factors that could either have pos or neg effects (swot approach)
  5. must take into account both order qualifiers and order winners
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41
Q

provides substance to overall mission

A

Goals

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42
Q

An important factor in determining wheter a company prospers, barely gets by or fails

A

Competitiveness

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43
Q

Exploited inexpensive labor pool

A

Low labir cost strat

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44
Q

the ratio of output to input

A

productivity

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45
Q

Keys on competitiveness: (5)

A 
Price
Quality
Product Differentiation
Flexibility
Time
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47
Q

amount a customer must pay for the product or service

A

price

48
Q

It relates to the buyer’s perceptons of how eell the product/servixe will serve its purpose

A

Quality

49
Q

“minimum standard of acceptability”

A

Order Qualifiers

51
Q

Refers to any special features that cause a product or service to be perceived by the buyer as more suitable that a competitor’s product or servcie

A

Product differentiation

52
Q

Ability to respond to changes

A

Flexibility

53
Q

plans for achieving goals

A

Strategies

54
Q

destinations

A

goals

55
Q

should serve to guide formulation of strategies for the orgs as well as decision making at all levels

A

mission

56
Q

refres to a number of diff. aspects of an organization’s operations

A

time

57
Q

methods and actions used to accomplish strategies

A

tactics

59
Q

the road maps for reaching the destination

A

strategies

60
Q

after sale activities

A

Service

61
Q

overall strategies;relate to entire org

A

Organizations strategies

63
Q

focus on reducing the time required ti accomplish various activities

A

Time-Based strat

64
Q

relate to each of the functional areas of the organization

A

Functional strategies

65
Q

They are more specific in nature than strategies and they provide guidance and direction for carrying out actual ops

A

Tactics

66
Q

needs the most specific and detailed plans and decision making in an orgs

A

actual ops

67
Q

those special attributes or abilities possessed by an organization that give it a competitive edge

A

Distinctive Compitencies

68
Q

key variables that affect pricing/profitability

A

Cost

69
Q

qunatitative approach that guides us in decision making

A

statistics

70
Q

Goal must have:

A

smart objectives

71
Q

those characteristics that potential customers perceive as minimum standard of acceptability to be consideres as a potential for purchase

A

Order Qualifiers

73
Q

heart and soul of org

A

managers and workers

74
Q

effectively matching supplies of goods with demands

A

Inventory management

75
Q

Reasons why organizations fail or perform poorly: (7)

A
  1. Putting too much emphasis on short term financial performance at the expense of research and dev.
  2. Failing ti take advantage of strengths and opps and or failing to recognize threats
  3. Neglecting operations strategy
  4. Placing too much emphasis in product and service design and not enough on process design
  5. Neglecting investments in capital and HR
  6. Failing to est. good internal communications and cooperation among diff functional areas
  7. Failing to consider customer eants and needs
76
Q

“What business are we in?”

A

Mission

77
Q

Two questions to competing; knowing wants and needs

A
  1. What do customers want?

2. How can we deliver that to them?

78
Q

how do customers evaluate product or service?

A

by its performance relative to cost

79
Q

where do the nature of orgs strategy depends?

A

Mission

80
Q

the overall relationship that exists from the mission down to actual ops is________

A

heirarchical in nature

81
Q

provides overall direction for the organization

A

strategy

82
Q

it has long term impact on the nature and characterists of the org

A

Strategy

85
Q

considering the events and trends that present either threats or opps dor the org

A

Environmental scanning

86
Q

Some strat of japanese manufacturing: (4)

A
  • low labor cost strat
  • Scale-based strat
  • Flexible factories
  • Focused factories
87
Q

used capital intensive methods to achieve labor productivity and lower unit cost

A

Scale based strat

88
Q

this characteristics of an organizations goods/servixes that cause them to be perceived as better than the competitors

A

Order winners

89
Q

used smaller factories that focused in narrow product lines to take advantage kd specializationand achieve higher quality

A

Focused factories

90
Q

reduced the time needed to incorporate new products and process designs

A

Flexible factories

91
Q

Internal factors of environmental Scanning:(7)

A

HR

  • Financial Resources
  • Products and ervice
  • Tech
  • Suppliers
  • Customers
92
Q

emphasis is on cost minimization or product differentiation

A

Traditional strat

93
Q

Focus on satisfying the customer by integrating wuality in all phases of the org.

A

Quality-based strat

94
Q

Used felxible equipments that allowes volume and design changes. continued to stress quality

A

Flexible Factories Strat

95
Q

where can orgs achieve time reduction? (6)

A
  • planning time
  • product/service design time
  • processing time
  • Changeover time
  • delivery time
  • Response time for complaints
96
Q

This includes not only the final product/service but also related processes such as design, producttion and service after sale

A

Quality-based strat

97
Q

output is greater than resources used

A

productivity

98
Q

narrower in scope, dealing primarily eith the operations aspect of the org

A

Operations strat

99
Q

basis of measuring won a country is productive

A

indexes

100
Q

Operations strategy:

A

Products, Processes,methods, operarinf resourxes, wuality, cost , lead times and scheduling

104
Q

External Factors of Envi Scanning: (6)

A
  • Economic Conditions
  • Political Conditions
  • Legal Environment
  • Technology
  • Competition
  • Markets
106
Q

Refres to materials and workmanship as well as design

A

Quality

107
Q

The key to successfully competing:

A

Determine customer eants and then direct efforts toward meeting customer expectations

113
Q

(Labor, materials, energy)

A

inputs

114
Q

Formula in expressing customer value and satisfying them

A

Value=performance/cost=Quality+speed+Flexibility/Cost

117
Q

are the “how to” part of the process and ops as the actual “doing” part of the process

A

Tactics

118
Q

relates to products,processes, methodsquality,costs, lead times and scheduling

A

Ops strat

120
Q

(partial productivity)

A

Single output

127
Q

provides general direction for an organization and gives rise to orgs goals

A

Mission

132
Q

the reason for orgs existence

A

Mission

152
Q

where can PRODUCTIVITY be based on?(3)

A
  • single output(partial productivity)
  • More than one output(multifactor prodcutivity)
  • All inputs(total productivity)

Operations Management (6 decks)

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