[operations] processes

Question 1

Transformation Process (ISTTPMO)

Answer 1

Influences (4 v’s), Scheduling and Sequencing, Technology, Task design, Process Layout + Monitoring and improvement, Outputs (Customer service, Warranties)

Question 2

Inputs (transformed and transforming)

Answer 2

Inputs are raw materials or resources used in the transformation (production) process. 
They're classified as 
Transformed resources (ones that are converted or changed.. they can be: materials, information and customers.. ) ///////
Transforming resources (ones that carry out the transformative process... they can be: Human resources and Facilities..)

Question 3

Influence of the 4 V’s (Volume, Variety,

Variation in demand, Visibility)

Answer 3

Operational processes must be focused on how much or what quantity of output to produce.
The transformation processes to satisfy that requirement are influenced by the 4 Vs: Volume, Variety, Variation in demand and Visibility.

Question 4

1. Volume

Answer 4

VOLUME: High volume businesses will tend to produce standardised products which require basic repetitive labour skills, low volume ones produce a more customised or one-off product - requires more specialised labour skills.
EXAMPLE: high volume routes such as SYD —> MBN combine large aircraft lowering unit costs. Qantas’ second highest revenue route in the world.

Question 5

2. Variety

Answer 5

VARIETY: The mix or range of outputs produced, the more variation the more complex the transformation process.
The greater the variety, the more flexible the transformation process needs to be + more time consuming and expensive.
EXAMPLE: The greater number of Qantas services and flights, the more flexible the transformative process needs to be.

Question 6

3. Variation in Demand

Answer 6

VARIATION IN DEMAND:
How operational processes respond to changes in demand, etc. seasonal change.
EXAMPLE: Qantas experiences (or use to experience) a major increase in demand during the school holidays or special events such as the Olympic Games.

Question 7

4. Visibility

Answer 7

VISIBILITY: How much of the process the customer experiences.
EXAMPLE: Qantas is a service industry making it highly visible (directly involves the customer through the whole process) .. leads to higher unit costs.

Question 8

Operations process.. SEQUENCING AND SCHEDULLING

Answer 8

Sequencing and scheduling are used to identify all steps (task analysis) required for the Operation’s process and organise them into the most efficient order.
SEQUENCING: The order in which task’s must be performed… EXAMPLE: In a hospital, Accident and emergency patients who arrive with serious injuries are treated first.
SCHEDULLING: accounts for the time duration for each of the tasks to be completed. The length of time it takes. … EXAMPLE: A bus schedule shows the time for each bus’s arrival time at each stage of the route.

Question 9

… Task Design

Answer 9

The breaking down of the Operations Process into individual tasks to be performed. (done in conjunction with HR) It determines how much staff requires, the skills they need, the training and even the eventual recruitment.

Question 10

…Process Layout

Answer 10

Where machines and equipment are grouped together by function.
EXAMPLE: Qantas’ grouping of equipment and machinery together enabling Qantas to use the space appropriately to eliminate bottlenecks (congestion within the transformation process)

Question 11

…Monitoring

Answer 11

Involves detecting what is happening with all aspects of Operations, measuring actual performance.

Question 12

…Controlling

Answer 12

Involves assessing Operations against planned performance (performance targets

Question 13

..Improvement

Answer 13

Refers to the systematic reduction of wastage, poor work processes and elimination of Bottlenecks.

Question 14

OUTPUTS

Answer 14

The final good or service delivered to the customer.
1. Customer Service, refers to how well the service meets or exceed the needs of the customers
Bad customer service can significantly damage the reputation and image of a business as people are more likely to tell others about their bad experience than a good one.
EXAMPLE: Qantas has adopted feedback programs which enable direct feedback from frequent flyers.
2. Warranties, an agreement made from manufacture to fix defects in their products. The number of Warranty claims against a particular product can be used to measure the effectiveness of the Operations process.
EXAMPLE: An airbag company issues faulty airbags within cars. The customer’s are entitled to a full refund and free exchange of the faulty product.