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Year 1 Semester 2 > Operations > Flashcards

Operations Flashcards

1
Q

3 types of decisions

A
  1. strategic
  2. tactical
  3. operational
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2
Q

4 types of transactions

A
  1. B2B
  2. B2C
  3. C2B
  4. C2C
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3
Q

how do ops and processes differ?

A

through positioning and obj

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4
Q

KPIs

A

quality - complaints
dependability (due-actual) - lateness
flexibility - product range
speed - lead time
cost - productivity

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5
Q

General benefits of the performance obj

A

external - value, customers, base, avoid complaints, enhance mkt

internal - costs, time, dependability, errors, throughput, disruption

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6
Q

speed

A

help overcome internal problems by forcing attention to internal dependability

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7
Q

types of flexibility

A

ability to change
1. product/service
2. mix
3. volume
4. delivery

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8
Q

models for operations performance

A
  1. IP matrix
  2. polar diagram
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9
Q

Goals and metric of operations performance

A
  1. internal
  2. financial
  3. learning and growth
  4. customer
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10
Q

competitive factors with operations performance

A
  1. ordering winning (chose you)
  2. qualifying (threshold to be competitive)
  3. less important
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11
Q

polar diagram

A

illustrate multi-dimensional perf (objs)

-relative importance of obj to process
-diff between product/service
-gaps between current & desired

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12
Q

IP matrix

A

importance performance matrix

performance - better/similar/worse

importance (customer) - critical/qualifier/less important

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13
Q

strategy

A

LT obj
pattern in decision stream
gain comp adv
resource allocation

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14
Q

operations strategy definition

A

-total pattern
-LT capabilities
-overall strategy
-fit between mkt req & ops resources
-sustainable fit
-manage and misalignment risks

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15
Q

perspectives on ops strategy

A
  1. top down (corp-business-ops)
  2. bottom up (daily - emerging strategy - consolidated formal)
  3. mkt req
  4. operations resources
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16
Q

market requirements

A

(cust needs, perf obj, PLC)
outside in
PESTLE
positioning
Wants & Needs

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17
Q

operations resources

A

inside out
Have & Do
capabilities

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18
Q

decision areas for operations strategy

A
  1. capacity structure
  2. supply network
  3. process technology
  4. development and organisation (improve strategy & develop product/service)
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19
Q

capacity structure

A
  1. infrastructure
  2. gov
  3. mkt
  4. labour (Available & Costs)
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20
Q

outsource drivers

A
  1. organisational (knowledge, risk)
  2. financial (Cash injection, savings)
  3. service (flexible, value)
  4. other
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21
Q

supply network

A
  1. relationships
  2. offshore vs outsource
  3. upstream (suppliers) - downstream (customers)
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22
Q

process technology

A
  1. feasibility
  2. acceptability
  3. vulnerability

direct & indirect

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23
Q

platts Gregory procedure

A

-opps & threats (consumer wants & ops performs) = existing ops = what to do to improve

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24
Q

hill methodology

A

5 step procedure based on top down mkt requirements

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25
Q

operations strategy matrix

A

-ops strategy defined by intersection of perf obj & ops decisions

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26
Q

tools for operations strategy

A
  1. platts-gregory procedure
  2. operations strategy matrix
  3. hill methodology
    -5 step procedure based on top down mkt requirements
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27
Q

challenges of operations strategy formulation

A
  1. identify critical issues
  2. comprehensive
  3. coherent
  4. correspond with strategic obj
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28
Q

design capacity

A

max output rate achieved by facility under ideal conditions

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29
Q

capacity

A

max amount produced (output) in certain time period

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30
Q

6 capacity planning obj

A
  1. costs
  2. revenue
  3. WC
  4. quality
  5. speed
  6. flexibility
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31
Q

factors affecting capacity management

A
  1. staff/labour availability
  2. machine capability
  3. financial inv
  4. product complexity
  5. supply issues
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32
Q

forecasting methods for capacity

A
  1. judgement
  2. MR
  3. time series (moving av/exponential smoothing)
  4. causal (multiple independent drive dependent)
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33
Q

forecasting demand

A
  1. volatility
  2. uncertainty
  3. variation (climate, festive, behaviour, politics, finance, social )
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34
Q

yield management

A

maximise CU & generate profit

useful: fixed capacity, no store service, service solid advance

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35
Q

chase demand

A

output = perishable
operations = not capital intensive
customer = limited waiting tolerance

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36
Q

demand management

A

manage
1. price differentials
2. service differentials
3. flexible staffing

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37
Q

level capacity

A

plan = absorb demand fluctuations
base level:
increase = low FC, high cust service, high perishability

decrease = high FC, high CU, store output

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38
Q

methods for adjusting capacity

A
  1. overtime
  2. outsource/subcontract
  3. part time
  4. skills flexibility
  5. change output rate
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39
Q

principles of queue design

A

occupied
pre process
anxiety
uncertain
unexplained
unfair
value
solo
uncomfy
new/infrequent

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40
Q

service types

A
  1. professional
  2. service shops
  3. mass service
41
Q

process

A

arrangement of resources & activities
transform input -> output satisfy customer needs

(various interconnect to form internal network)
building block of ops

42
Q

obj of process design

A

appropriate process to achieve
design judged on - perf obj (sustainable)

43
Q

product process matrix

A

relationship between volume and variety position and design characteristics
move off the natural line = costs

44
Q

job design

A

do what/order/how/when
hard technical factors
soft human issues
division of labour

45
Q

pros and cons of division of labour

A

pros:
fast learning, automation, decrease unproductive

cons:
monotony, injury, not robust, flexibility decrease

46
Q

manufacturing process types

A
  1. project (high variety, low vol) - unique, PM coordinate
  2. jobbing (high variety, few quantities, smaller, wide competence)
  3. batch (low variety, large vol range increases, standard specialised)
  4. mass (narrow variety, high vol, repetitive)
  5. continuous (low variety, high vol, capital intense, inflexible)
47
Q

layout types

A
  1. fixed position (transforming -> transformed, variety, mix flexibility, task variety, high unit cost, scheduling)
  2. functional (similar located together robust for disruption, easy supervision, low utilisation, high WIP, complex flow)
  3. product (transform to fit, all products = same flow, low unit cost, specialisation, easy movement, not robust repetitive)
  4. CELL (resource families transformed in same place, variety, fast throughout, motivation, more equip costly & rearrange)
48
Q

required cycle time

A

known as TAKT time
average time elapsed for inputs to move through process

49
Q

balancing the process

A

long & short - number of stages

fat & thin - amount of work at each stage

rebalancing = minimise idle time = combine elements

50
Q

process analysis tools

A
  1. why why
  2. scatter
  3. cause and effect (Ishikawa diagram)
  4. SIPOC
  5. flow process charts
  6. process maps
  7. FMEA
  8. Pareto diagram
51
Q

inventory management

A

items/info accumulate at points during flow through process/operations and supply

52
Q

why have inventory

A

-uncertainty
-counteract inflexible
-ST opps = adv
-decrease costs
-increase value
-speed up process
-increase process variability

53
Q

accumulations

A

result of differences in timing and rate of supply and demand
-bottleneck can be inefficient

54
Q

volume decision

A

size of order increases = costs increase
-WC, storage, obsolesce

size of order increases = costs decrease
-price discount, placing order, stockout

55
Q

EOQ

A

key decision = how much to order
find best balance between adv and dis of holding stock

56
Q

timing decision

A

simple reordering
items used, re order lvl and safety stock (split last 2 for 3 bin)

57
Q

5 assumptions of EOQ

A
  1. constant and known demand
  2. no constraints on size of each lot
  3. 2 relevant cost = inventory holding and ordering
  4. decision for 1 item = made independently of other decision
  5. constant and known lead time
58
Q

anticipation inventory

A

links to smoothing inventory - purchase in anticipation of future need
requires high working capital

59
Q

cycle inventory

A

copes with inability to make products simultaneously

60
Q

bullwhip effect & whiplash

A

causes of bullwhip
1. imperfect understanding
2. order batching
3. poor communication
4. attempt 100% customer service

solution of bullwhip
1. communication (align channels, share info) = operational efficiency

61
Q

planning

A

formalisation of what is intended to happen at some time in future
not always as expected
statement of intention

62
Q

control

A

understand what actually happening
sig deviation from what should = change ??

63
Q

what does planning and control impact on ?

A
  1. volume & variety
  2. nature of supply and demand (independent/ dependent)
  3. responding to demand
64
Q

responding to demand

A

P:D ratio throughput : demand
vary depending on lvl of work before known demand

  1. produce to stock
  2. part produce to order
  3. produce to order
  4. resource to order
65
Q

scales of planning and control

A
  1. ST (ad-hoc obj, disaggregated forecast/actual demand)
  2. MT (obj = financial/ops, determine resource/capabilities)
  3. LT (obj= largely finance, aggregated resources and demand forecasts)
66
Q

core mechanisms of planning and control

A
  1. loading (finite/infine) - limiting - necessity/possible/cost
  2. scheduling (gantt/wall)
  3. sequencing
  4. monitor and control
67
Q

sequencing

A
  1. FIFO
  2. LIFO
  3. LOT SOT
  4. customer priority
  5. physical constraint
  6. due date
68
Q

monitor and control

A

push - down to end = inventory and cost

control reduces inventory build up between stages

pull = react to demand = LEAN

69
Q

Lean levels of analysis

A
  1. philosophy
  2. set of techniques
  3. method of planning and control
70
Q

lean as a philosophy

A

eliminate waste
involve everyone
continuous improvement
process innovation

71
Q

lean as a method of planning and control

A

kanban control
pull scheduling
mixed modelling
level scheduling

72
Q

lean as a set of techniques

A

layout/flow
visibility
TPM
manufature
set up reduction

73
Q

forms of waste (muda)

A
  1. overproducing
  2. wait
  3. transport
  4. over process
  5. inventory
  6. motion
  7. delays
  8. talent
74
Q

elimination of waste

A

muri (overtime) - abseteeism/ill

muda (non value needed and not)

mura (uneveness held in inventory

75
Q

5 core principles of lean

A
  1. specify value
  2. value stream
  3. flow continuous
  4. pull
  5. perfection
76
Q

challenges of lean

A
  1. JIT = frequent delivers (low cost global suppliers)
  2. green issues (CO2 emissions, sustainability)
  3. vulnerable to disruption
77
Q

objective of lean

A

meet demand instantaneously perfect quality no waste
less time space people and inventory

78
Q

defining quality

A
  1. product based
  2. manufacturing
  3. value
  4. user
  5. transcendent
  6. gap based
79
Q

statistical process control

A

measuring and controlling process variation

80
Q

types of variations

A
  1. random causes (if reduced = improve precision of process)
  2. assignable causes (affects accuracy of processes)
81
Q

DMAIC cycle

A

define - (problem - define req & set goal)
Measure (data, refine problem , measure input and output)
analyse (identify root cause from data)
improve (ideas and establish solutions)
control (perf standards and deal with problems)

82
Q

FMEA analysis

A

Failure Modes and Effects Analysis (FMEA)

systematic, proactive method for evaluating a process to identify where and how it might fail and to assess the relative impact of different failures

83
Q

ServQual model

A
  1. customer expectations
  2. mgt perceptions
  3. specification
  4. delivery
  5. expected service
84
Q

measure of quality

A

variable & attribute
attribute can be converted to variable via sampling
1. functionality
2. appearance
3. reliability
4. durability
5. recovery
6. contact

85
Q

Six Sigma

A

collection of improvement techniques = approach to organising improvement
includes:
1. customer driven obj
2. structured improvement cycle (DMAIC)
3. process redesign
4. evidence based problem solving
5. structured training and improvement

86
Q

faces of variation (6 sigma)

A

-missing functionality/action
-faults
-delivery delays
-lateness
-timetable/schedule errors
-asset reliability

87
Q

setting quality targets

A
  1. historically
  2. strategically
  3. external performance based
  4. absolute performance
88
Q

quality standards

A

define boundary between acceptable and unacceptable

89
Q

costs of quality

A
  1. prevention
  2. appraisal
  3. failure (internal and external)
90
Q

service recovery

A
  1. pereceived justice
    -distributive - procedural -interactional
  2. quality failure
  3. effective stimulate learning
91
Q

SIPOC

A

high level map of process
suppliers
input
process
output
customers

92
Q

process map

A

eliminate non value
simplification
improve new process implementation

93
Q

flow process charts

A

process expense reports

94
Q

Pareto curves

A

inventory management tool expose inventory items with greatest net value

95
Q

product process matrix

A

lie close to diagonal = represent fit between process and volume variety position

96
Q

drum buffer and rope

A

communication rope controls prior activities
bottleneck drum sets the beat (bottle neck = fixed = more efficient)

97
Q

service process types

A
  1. professional services
  2. service shops
  3. mass services
98
Q

layout

A

important - spedee system - loss of resources, inefficient, affect flow

arrangement of people, equip, material, method, create products in order of process in continuous flow

Year 1 Semester 2 (10 decks)

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