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Operations Management > Operations Management Mix > Flashcards

Operations Management Mix Flashcards

1
Q

Muri causes?

A

Overburdening and unnecessary stress to employees/resources

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2
Q

Muda is?

A

Anything that doesn’t add value

7 WASTES:

Transport
Inventory
Motion
Waiting
Over production
Over processing
Defects
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3
Q

What are trade offs?

A

The way we’re willing to sacrifice one performance objective to achieve excellence in another

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4
Q

What is the triple bottom line?

A

Social - measured by impact of operation’s on peoples lives

Environmental - measured by impact on environment

Economic - measured by profitability

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5
Q

What are the 5 performance objectives?

A

Quality

Speed

Cost

Flexibility

Dependability

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6
Q

What does the bullwhip effect describe?

A

How small disturbances at the DOWNSTREAM end of the supply chain can cause INCREASINGLY LARGE disturbances, errors, inaccuracies and volatility as it works its way UPSTREAM

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7
Q

Name 3 transformed resources

A

Materials

Information

Customers

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8
Q

Name 2 transforming resources

A

Facilities

Staff

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9
Q

Order winners…

A

make the product or service more attractive e.g longer battery life etc

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10
Q

Order qualifiers…

A

consumers won’t even consider us without these e.g dirty restaurants etc

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11
Q

Process hierarchy: flow between operations is at which level?

A

Supply network

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12
Q

Process hierarchy: flow between processes is at which level?

A

Operation

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13
Q

Process hierarchy: flow between resources is at which level?

A

Process

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14
Q

What are the 4 perspectives on Operations Strategy?

A

Top Down

Operations Resources

Bottom Up

Market Requirements

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15
Q

Mura is?

A

Lack of consistency!

Putting unfair demand and/or pressure on people and resources

Mura = Muri = MUDA!!

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16
Q

Why consder the whole supply network?

A

Helps understanding of COMPETITIVENESS

Helps identify SIGNIFICANT LINES in the NETWORK

Helps FOCUS on LONG TERM ISSUES

Helps FOCUS on COSTS

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17
Q

What are the 5s?

A

Sort

Straighten

Shine

Standardise

Sustain

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18
Q

What does SORT mean?

A

Get rid of what’s not needed

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19
Q

What does STRAIGHTEN mean?

A

Position stuff so it’s easily reached

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20
Q

What does SHINE mean?

A

Keep stuff nice and tidy. No refuse in work area

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21
Q

What does STANDARDISE mean?

A

Maintain cleanliness and order

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22
Q

What does SUSTAIN mean?

A

Develop commitment and pride in keeping standards

23
Q

What does KAIZEN mean?

A

Continuous Improvement

24
Q

Kaizen involves…

A

Everyone involved in improving quality

Empowering employees to spot opportunities and reward them for improvement

Ensure flexible, multi skilled employees who can do more than one thing

25
Q

What are the continuous improvement techniques?

A

Bench marking - use others expertise for solutions

Scatter diagrams - identify relationships and influences

Flow charts - describe info flow and decision making

Cause effect - brainstorming = reveals root cause

Pareto diagrams - sort out important few from trivial many

Why-why analysis - formal questioning to find root causes of problems

26
Q

What is Total Quality Management good for?

A

Finding and correcting causes of poor quality

continuing to make improvements

27
Q

What does Total Quality Management include?

A

All parts of the organisation

All staff

Consideration of all costs

Every opportunity to get things right

All systems that affect quality

28
Q

Name the 2 Improvement Cycles..

A

DMAIC

Deming

29
Q

What are Deming and DMAIC a part of?

A

Six Sigma Approach

30
Q

What does DMAIC stand for?

A 
Define
Measure
Analyse
Improve
Control
31
Q

What are the 7 inventory costs? (COOPSWC)

A 
Costs of placing an order
Obsolesce costs
Operating inefficiencies
Price discounts
Storage costs
Working capital
Consignment cost
32
Q

What are the inventory classifications and measures?

A

CLASS A: never let it run out, 20%, high value

CLASS B: keep an eye on it, 30%, medium value

CLASS C: not too bothered, 50%, low value

33
Q

Name the 2 lean visual tools…

A

Kanban

Poka Yoke

34
Q

What is Kanban?

A

cards that give visual signals to communicate progress of work

can be used to pull work from previous process and indicate when inventory should be bought

kanban board gives overview of work and scheduling

35
Q

What is Poka Yoke?

A

means error proof

quality defects usually result from human error

uses physical or visual methods to make common errors impossible to make

36
Q

Gap Model Of Quality: Gap 1 is where…

A

customers - operations specifications gap

consistency: internal quality spec to from expectiations of customers

37
Q

Gap Model Of Quality: Gap 2 is where…

A

Concept - specification gap

internal spec meets intended concept of design

38
Q

Gap Model Of Quality: Gap 3 is where…

A

Quality specification - actual quality gap

actual product/service conforms to internally spec quality level

39
Q

Gap Model Of Quality: Gap 4 is where…

A

Image - customer specification gap

promises made to customers can really be delivered

40
Q

Explain: Inventory SINGLE stage

A

supplier > stock > sales

e.g local Tesco

41
Q

Explain: Inventory TWO stage

A

supplier > stock > distribution > stock > sales

e.g. car parts distributor: central depot puts parts together then distributes to local distribution centres

42
Q

Explain: Inventory MULTI stage

A

supplier > stock > stage 1 > WIP > stage 2 > WIP > stage 3 > finished good for sale

e.g. HP puts different parts together to assemble laptops then sells

43
Q

What are the 5 types of inventory? (BADPC)

A

Buffer - created to satisfy demand in case of surge

Anticipation - seasonal e.g. high demand in summer

Decoupling - different processes in multi inventory

Pipeline - period of time between order being placed and time its fulfilled

Cycle - different processes not done simultaneously

44
Q

Supply factors that influence cost in an operation?

A 
Labour costs
Land costs
Energy costs
Transportation costs
Community factors
45
Q

Demand factors that influence customer service and revenue in an operation?

A

Labour skills
Suitability of site
Image
Convenience for customers

46
Q

What does a polar diagram show?

A

Relative importance of each performance objective

Can indicate difference between products and services produced by operation

47
Q

Name the process types…

A 
Project
Jobbing
Batch
Mass
Service shop
Mass service
Continuous 
Professional
48
Q

Name the 4V’s…

A

Volume
Visibility
Variability
Variety

49
Q

Name the 4 basic layout types…

A

Cell - department store
Fixed position - heart surgery
Functional - library
Line - production line

50
Q

What 3 things should be balanced when choosing the location of operation?

A

Spatially variable costs
Service we’re able to provide to customers
Revenue potential

51
Q

Hayes and Wheelwright 4 stage model:

Stage 4 Externally supportive

A

Looks to long term, develops operations based capabilities required to compete in future markets. Innovative, creative and proactive

52
Q

Hayes and Wheelwright 4 stage model:

Stage 1 Internal neutrality

A

Poorest level, inward looking and reactive. goal is to be overlooked and not hold company back

53
Q

Hayes and Wheelwright 4 stage model:

Stage 2 External neutrality

A

compares itself with similar companies in outside market, tries to implement best practice by measuring self against competitors performance

54
Q

Hayes and Wheelwright 4 stage model:

Stage 3 Internally supportive

A

amongst the best in their market, gain a clear view of company’s competitive or strategic goals and support them by developing appropriate operations resources

Operations Management (6 decks)

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