opp extra

Question 1

what are the three levels of a companys organisation

Answer 1

corporate (resource allocation between different market and demand) 
business unit level (how do we compete, what are the market needs and how can we satisfy)
functional level (how do we deliver the prod/serv)

Question 2

what is the top down approach

Answer 2

when BU implement strategy which is recieved from the top and they execute it.

Question 3

which level are decisions made?

Answer 3

corporate level

Question 4

forces of change (factors ext to the company)

factors affecting company resources

Answer 4

1) offer > demand
custom
globalisation
speed of tech devel

2) econ 
culture
social 
tech innov
ict

Question 5

what is the business model and what is the operating model

Answer 5

bus = how companies plan their strategy
op = how companies relaise strat

Question 6

why is flexibility needed and what are the 2 types

Answer 6

due to the gap between what is decided and what is realised

1) decision making process
2) detect unplanned events and learn form them

Question 7

how to make lots of little good choices?

Answer 7

deliberate strategy ( one that comes from thoughtful organised action 
emergent strategy (identifying unforeseen outcomes and learning from them for future plans)

Question 8

2 ways to deal with an emergency strategy

Answer 8

1) resiliency

2) reactivity

Question 9

how do we set goals

Answer 9

time
price
qual
flex
serv

Question 10

reconciliation model

Answer 10

helps managers make choices on operational levers that are coherent with targets that the company has set up
you can have structural design / infrastructural design / delivery man

Question 11

what are the models for operational strategy? (OW, OQ, QQ)

Answer 11

these are performances classified according to the market demand of the market segment we want to target

OQ - basic features that is expected from a product (graph below and just touching)
QQ - order loser which if a feature is not owned by a product then it will have a negative impact (for example gucci bag is expected to be expensive to SF someone is selling for cheap, you don’t want it) (graph below and over)
OW - differentiating qualities (graph two straight lines)

Question 12

what does the 4 v analysis show?

Answer 12

how a company is positioned according to the 4 vs

variation
variety
volume
visibility

Question 13

front office

Answer 13

delivery stsyem in touch w customer - eg supermarket the cashier is in touch w customer

experience is very important
customer man is essential
outcome is important

Question 14

back office

Answer 14

experience less important
less interactions
outcome is essential bc its the thing seen by customers

Question 15

what are the benefits of decoupling back office

Answer 15

allows for centralisation - this helps to improve performance and max efficiency and reduce costs.

Question 16

wat are the 4 topes of services?

Answer 16

mass serv = high volume low var
gain money through productivity ]easier to find kpis
high vol of transactions 
standardized process
short interactions

professional services = low vol high var
reputation is very important 
no standard process
low volume of transactions
long interactions 

professional service shops =
group of people delivering a service
knowledge sharing

mass service shops =
want more customisation
inc of mixed offers
seasonal products

Question 17

to understand variety we have to classify service requests as:

Answer 17

runners = requests that need the same operations and activities - often predictable and in high volumes (MTS)

repeaters = requests referring to known activities - not very predictable and in a medium/low volume - expected occurrences but to frequent

strangers = requests that need the design of new activities - sometimes a little bit predictable

Question 18

what are the gaps of variability and uncertainty

Answer 18

var = gap between actual value and avg value

unc = gap between actual value and expected value

Question 19

is var managed in front or back office and why

Answer 19

front office bc the greater the var, the greater the front offices competences needed.

Question 20

when we are launching a new service what are the two steps that need to be done

Answer 20

1) decide positioning

2) design operation system

Question 21

service concept

Answer 21

frame work that defines how and what of service design and helps mediate between customer needs and an org strargic intent

Question 22

whta i the service concept made of

Answer 22

organisaing ideas
srrvice provided
service recieved

Question 23

characteristics of capacity

Answer 23

timing of change
magnitude of change
attention to transient

Question 24

what are leading and lagging in capacity management

Answer 24

lagging (capacity comes after demand) - we are always late - we inc cap only when the ic matched the demand - we usually produce less than demand.

pros - low production cost
high plant utilisation
lower impact

cons - longer response rate
lower delivery reliabiloyt
higher impact from overestimating deamd

leading - (capacity comes before demand) - when demand reaches cap, we are ready to do another step.

pros- always spare cap for opp
fats response time
better delivery reliability
lower impact for unc

cons - higher production cost
higher impact for overestimating demna d bc we are anticipating demand

Question 25

what is smoothing and filling and outrsourcing in cap man

Answer 25

smoothing = using the ecfess cpa of one period to produce inventory which can beused to supply under cap period

filling = in some cases its possible to use the plant for other productions. wheh comp have extra cap, they can decide to produce products, which do not match their core competences, to avoid the waste of capacity.

outsourcing = : In some cases, it’s possible to use external supplier to balance capacity and demand

Question 26

difference between unc and var

Answer 26

var = variation of actual demand compared to avd value

unc = diff between actual value of demand and forecasted one

Question 27

how to cope w var

Answer 27

decoupling demand and cap (buffering) - man the demand that is coming to make it more stable and predictable

man cap - to be more flex and responsive to the market

man dem

Question 28

what does buffer =

Answer 28

inventories

Question 29

decoupling cap and dem downstream

Answer 29

main source of var and unc is the market

we can decoulpe demand from prod, and we can make a buffer that protects the prod from fluctuation of demand

if we are a MTS - our buffer that protects from unc is composed by the warehouse of fin prods

Question 30

decoupling cap and dem upstream - pre shop pool

Answer 30

we create queues before entering the system. items only enter if there is an empty space in system.

pre shop pool = works for mto and eto. its a pool/bucket where wqe collect all orders and all the demand. so we put this before the op system.

Question 31

tools to help make cap more aligned with market (have cap more flexible)

Answer 31

inc customer participation 
cap sharing 
employee cross training 
schedule shifts
part time employees

Question 32

value adding and non value adding activities and nonvalue adding that are avoid

Answer 32

VA = ones the customer demands

NVA = those that cust doesnt demand

NVA av = av in short term (so we have to work on them bc they can be easily removed in the short term)

Question 33

7 types of waste

Answer 33

transport
inventory
movement
waiting
overprod
over processing 
defects

Question 34

kaizen

Answer 34

continuous movement (never stop looking for new sol)

Question 35

JIT & JIDOKA

Answer 35

JIT = just in time = producing only the quant when you need - no inv

jidoka = machines automatically stop working upon detecting an abnormal condition and operators try fixing the defect to prevent recurrence of the issue

Question 36

takt timE

Answer 36

the time it takes to make a product from start to finish to meet customer demand

available work time per shift / customer demand per shift.

this means customer is buying this prod as a rate of one ever X seconds/mins

Question 37

4 lean principles

Answer 37

idenitfy thevalue (defined by the cusomer in terms of what they’re willing to pay)

map value stream (understand where the value is created)

create flow (anything that stops the flow is waste)

establish pull (we have the market and the whole production systems are pulled by the end)

seek perfection (when is qual enough?)

Question 38

rank order clusteringf

Answer 38

we cluster according to a ranking of each line and each column

aim = to create workload balanced machine cells and associated part numbers

Question 39

smed

Answer 39

used to make changeover time less

every time we need to do something, we need to identify the activities needed for the set up and we divide them in internal set up and
external set up:

• Internal set-up: done when the machine isn’t working.
• External set-up: done while the machine is working.

Question 40

decoupled serial system and coupled

Answer 40

D = stocks between each phase
C = phases work together on the same schedule

Question 41

how to calculate Tp, Tsu, Ta

Answer 41

Tp = avg demand * (C/T / a) 
Tsu = number of setups per day * C/O
Ta = ?

Question 42

what is the epe and how calc

Answer 42

length of time that it takes to cycle through all the members of the product family including the changeovers between products.

should be calculated for every machine-based process and then used to establish the targeted stock level for all of your intermediate inventories replenished by these machine-based processes.

TS / TA - TP < EPE

IF NO THEN MAKE IMPROVEEMNT

EPE = 1

EPE * TP + TS < EPE * TA

Question 43

Rejecting balking reneging jockey

Answer 43

rej = cust rej from system bc doesnt fit req 
balk = cust dec not to enter 
rene = cust alr in queue but gives up 
jock = shifts from one
 queue to another