Operations Management

Question 1

Explain the processes in the manufacutring framework

Answer 1

Project process

• One-off, large scale, complex
• Defined start & finish
• Many different skills have to be coordinated

Jobbing process

• Small quantaties: one offs/only a few
• Broad skill requirements
• Skilled jobber/team of jobbers complete whole product

Batch process

• Standard products, repeating demand. But can make specials
• Specialized, narrower skills
• Set-ups (changeovers) at each stage of production

Line/Mass process

• Standard, repeat products
• Low and/or narrow skills
• No/almost instantanous set-ups

Continous process

• Standard, repeat products
• Highly capital-intensive and automated
• Few changeovers required
• Difficult and expensive to start and stop the process

Question 2

Explain the 4V-model and some examples of the implications they have for each V. What can the model be used for?

Answer 2

The 4V-model can be used to understand a company’s position and the strategic implications of its operations.

Question 3

What are the five key performance objectives? Give an example of internal and external perspective on the objectives.

Answer 3

Examples:

Question 4

What does sustainable development mean? What three aspects are included that constitutes the tripple bottom line?

Answer 4

Sustainable development: Development that meets current needs without compromising future generations to meet their own needs.

Three aspects:

• Social: People/equity
• Economic: Profit
• Enviromental: Planet. Consume resources at lower rate than reproduction

Question 5

What are the three areas of components for sustainable operations management? Give examples for each area

Answer 5

Question 6

What are the strategies (internal/external) for sustainable OM?

Answer 6

1. Current internal strategies
   Linking continous improvement processes to sustainability. e.g: waster reduction/ energy effiecency
2. Current external strategies
   Improvement based on extended supply chain view. e.g: material choices/ closed-loop supply chain
3. Internal strategies for the future
   Investments in new capabilities & processes. e.g: subsitution of materials/
   re-design of products
4. External strategies for the future
   Develop new core capabilities in product, process and supply chains and supporting strategies

Question 7

There are two ways of organizing sustainability compenetencies. Describe them.

Answer 7

Integration

• Sustainability is internalized with principles of an established methodology by the same indivdual.
• Possible to take on direct ownership of e.g ‘sustainable product development’

Specialization

• Different competencies assigned to particular individuals
• Presumes interaction and coordination of functional specialists (indivudals)