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OPS > OPS Prelims > Flashcards

OPS Prelims Flashcards

1
Q

Part of a business organization that is responsible for producing goods or services

A

Operations

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2
Q

Management of Systems or Processes that create goods and/or provide services

A

Operation Management

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3
Q

Physical Items that include raw materials, parts, subassemblies and final products

A

Goods

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4
Q

Activities that provide some combination of time, location, form, or psychological value

A

Services

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5
Q

Sequence of activities and organization involved in producing and delivering a good or service

A

Supply Chain

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6
Q

Measurement taken at various points in the transformation process

A

Feedback

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7
Q

Comparison of Feedback against previously established standards to determine if corrective action is needed

A

Control

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8
Q

Products are typically neither purely service or purely good-based

A

Goods - Service Continuum

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9
Q

Service Jobs that are closely related to operations

A
  • Financial Services
  • Marketing Services
  • Accounting Services
  • Information Services
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10
Q

What are the basic function of the business organization

A
  • Marketing
  • Operations
  • Finance
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11
Q

Function of Finance & Operation

A
  • Budgeting
  • Economic Analysis of Investment proposals
  • Provision of Funds
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12
Q

4 Function of Marketing & Operation

A
  • Demand Data
  • Product and Service Design
  • Competitor Analysis
  • Lead Time Data
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13
Q

APICS stands for?

A

The Association for Operational Management

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14
Q

ASQ Stands for?

A

American Society for Quality

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15
Q

ISM Stands For?

A

Institute for Supply Management

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16
Q

INFORMS Stands for?

A

Institute for Operations Research and Management Science

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17
Q

POMS Stands For?

A

The production of Operations Management Society

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18
Q

PMI stands for?

A

The Project Management Institute

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19
Q

CSCMP stands For?

A

Council of Supply Chain Management of Professionals

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20
Q

One or more actions that transforms input into output

A

Process

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21
Q

Three Categories of Business Processes?

A
  • Upper Management Processes
  • Operational Processes
  • Supporting Processes
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22
Q

These Govern the Operation of the entire organization

A

Upper Management processes

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23
Q

These core processes that make up the value stream

A

Operational Processes

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24
Q

These support the core Processes

A

Supporting Processes

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25
Q

Supply > Demand

A

Wasteful Costly

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26
Q

Supply < Demand

A

Opportunity Lost customer dissatisfaction

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27
Q

Supply = Demand

A

Ideal

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28
Q

The greater the variety of goods and Services offered, the greater the variation in production or service requirements

A

Variety of goods or service being offered

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29
Q

These are generally predictable. They are important for capacity planning

A

Structural Variation in demand

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30
Q

Natural variation that is present in all processes. Generally, it cannot be influenced by managers

A

Random Variation

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31
Q

Variation that has identifiable sources. This type of variation can be reduced or eliminated by analysis and corrective action

A

Assignable variation

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32
Q
  • Can be disruptive to operations and supply chain processes
  • may result in additional costs, delays and shortage, poor and inefficient work systems
A

Variation

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33
Q

Range across the organization

A

Scope of Operations Management

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34
Q

What are the Role of the Operations Management

A
  • the operations function consists of all activities directly related to producing goods or providing services
  • Primary function of the operations management is to guide the system by decision making
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35
Q

These are typically strategic designs that require long term commitment of resources and determine parameters of system operation

A

System Design

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36
Q

These are generally tactical and operational decisions
- management of personnel
- Inventory management and control
- Scheduling
- Project Management
- Quality Assurance

A

System Operation

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37
Q

Most Operations Decision involve many alternatives that can have quite different impact on cost or profit

A

OM Decision Making

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38
Q

An abstraction of reality; a simplification of something

A

Model

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39
Q

What are the common features of Models?

A

They are simplification of real life phenomena

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40
Q

Quantitative information may be emphasized at the expense of qualitative information

A

Model Limitations

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41
Q

A decision-making approach that frequently seeks to obtain a mathematical optimal solution

A

Quantitative Approach

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42
Q

giving up one thing in return for something else

A

Analysis of Trade - Offs

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43
Q

A set of interrelated parts that must work together

A

Systems

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44
Q

Emphasizes interrelationship among subsystems
Main theme is that the whole is greater than the sum of its part

A

The system approach

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45
Q

Recognizing this allows managers to focus their attention to those efforts that will do the most good

A

Establishing Priorities

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46
Q

A few factors accounts for high percentage of occurance of some events

A

Pareto Phenomenon

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47
Q

Craft production - system in which highly skilled workers use simple, flexible tools to produce small quantities of Costumized goods

A

Pre- Industrial Revolution

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48
Q

Movement was led by efficiency engineer, Frederick Winslow Taylor

A

Scientific Management

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49
Q

Movement that emphasized the importance of the human element in job design

A

Human Relation Movement

50
Q

Who applied psychology

A

Lillian Gilbreth

51
Q

Hawthorne studies on worker motivation, 1930

A

Elton Mayo

52
Q

Motivation Theory, 1940’s; Hierarchy of needs 1954

A

Abraham Maslow

53
Q

Two Factor theory, 1959

A

Frederick Hertzberg

54
Q

Theory of X and Y, 1960s

A

Douglas McGregor

55
Q

Theory Z, 1981

A

William Ouchi

56
Q

Refined and developed management practices that increase productivity

A

Influence of Japanese Manufacturer

57
Q

Using resources in ways that do not harm ecological systems that support human existence

A

Sustainability

58
Q

Ethical issues that may arise in many aspect of operations management

A

Ethical Issues in Operations

59
Q

In the past, organizations did little to manage the supply chain beyond their own operations and immediate suppliers which led to numerous problems

A

The need for supply chain management

60
Q

How effective an organization meets the wants and needs of customers relative to others that offer similar goods and services

A

Competitiveness

61
Q

Identifying consumer wants and/or needs

A

Marketing’s Influence

62
Q

A person or an organization that can affect, be affected by, or perceive itself to be affected by a decision or activities

A

Stakeholders

63
Q
  • Mission
  • Goals
  • Organizational Strategies
  • Functional Strategies
  • Tactics
A

Hierarchical Planning

64
Q

The reason for an organization’s existence

A

Mission

65
Q

Provide detail and the scope of missions

A

Goals

66
Q

A plan for achieving organizational goal

A

Strategy

67
Q

States the purpose of the organization

A

Mission statement

68
Q

Overall strategies that relate to the entire organization

A

Organizational Strategies

69
Q

Strategies that relate to each of the functional areas and that support achievement of the organizational strategy

A

Functional Level Strategies

70
Q

The method and action taken to accomplish strategies

A

Tactics

71
Q

The actual “doing” Part of the process

A

Operations

72
Q

The special attributes or abilities that give an organization a competitive edge

A

Core Competencies

73
Q

how can Strategy Formulation be effective?

A

Effective strategy formulation requires taking into account:
- Core Competencies
- Environmental Scanning
- SWOT

74
Q

Characteristics that consumers perceive as minimum standards of acceptability for a product or service to be considered as a potential for ourchase

A

Order qualifiers

75
Q

Characteristics of an organization’s goods or services that cause it to be perceived as better than the competition

A

Order winners

76
Q

Strength and weaknesses

A

Internal Factors

77
Q

Opportunities and Threats

A

External Factors

78
Q

The approach, consistent with organization strategy that is used to guide the operations function

A

Operation Strategy

79
Q

Strategy that focuses on quality in all phrases of an organization

A

Quality based strategies

80
Q

Strategies that focuses on the reduction of time needed to accomplish tasks

A

Time based Strategies

81
Q

A strategic approach for competitive advantage that emphasizes the use of flexibility to adapt and prosper in an environment of change

A

Agile Operations

82
Q

A top-down management system that organization can use to clarify their vision and strategy and transform them into action

A

The Balance Scorecard Approach

83
Q

Key tool used by all decision-makers

A

Modeling

84
Q

It’s purpose is to determine conformity to (consumer and regulatory) requirements, and facilitate the effective deployment and improvement of the quality management system (QMS)

A

Quality Objectives

85
Q
  • Covered and aligned with Quality Objective
  • Qualitative description of success of Quality Objective
A

Key Result Area (KRA)

86
Q

Core- Priority of Top Management for monitoring & Decision-Making to attain the KRA’s

A

Key Performance Indicator (KPI)

87
Q

Organizations of all types and sizes face internal and external factors and influences that make it uncertain whether and when they will achieve their objective

A

Risk

88
Q

A Result of a situation favorable to achieving an intended result (IS09001, 2015)

A

Opportunity

89
Q
  • Accept to pursue opportunity
  • Changing likelihood
  • Changing consequences
A

Treat

90
Q

Sharing risk with other parties

A

Transfer

91
Q
  • Avoidance
  • Remove risk source
A

Terminate

92
Q
  • Retain risk by informed Decision
  • Provide mitigation action
A

Take no Action

93
Q

What are the 4 Risk Management Risk Treatment

A
  • Treat
  • Transfer
  • Terminate
  • Take no Action
94
Q

A measure of the effective use of resources, usually expressed as the ratio of output to input

A

Productivity

95
Q

Productivity measures are useful for?

A
  • Tracking an operating units performance over time
  • Judging the performance of an entire industry or country
96
Q

Why Productivity Matters?

A
  1. High productivity is linked to higher standards of living
  2. Higher Productivity relative to the competition leads to competitive advantage in the marketplace
  3. For an industry, high relative productivity makes it less likely it will be supplanted by foreign industry
97
Q

Partial Productivity Measures of Labor Productivity

A

Labor Productivity
- Units of output per labor hour
- Units of output per shift
- Value-added per labor hour
- Dollar Value of output per labor hour

98
Q

Partial Productivity Measures of Machine Productivity

A
  • Units of output per machine hour
  • Dollar value of output per machine hour
99
Q

Partial Productivity Measures of Capital Productivity

A
  • Units of output per dollar input
  • Dollar value of output per dollar input
100
Q

Partial Productivity Measures of Energy Productivity

A
  • Units of output per kilowatt-hour
  • Dollar value of output per kilowatt-hour
101
Q

Partial Productivity Measures of Service Sector Productivity

A

-It is difficult to measure and manage because it involves intellectual activities and it has a high degree of variability

102
Q

What are the 5 Factors Affecting Productivity?

A
  1. Method
  2. Quality
  3. Management
  4. Technology
  5. Capital
103
Q

Upper limit or ceiling on the load that an operating unit can handle

A

Capacity

104
Q

What are the needs of Capacity?

A
  • Equipment
  • Space
  • Employee skills
105
Q

How do you define and measure capacity?

A
  • Measure capacity in units that do not require updating
  • Design Capacity
  • Effective Capacity
106
Q

Two definitions of Capacity

A
  • Design Capacity
  • Effective Capacity
107
Q

The Maximum output rate or service capacity an operation, process, or facility is designed for

A

Design Capacity

108
Q

Design capacity minus allowances such as personal time and maitenance

A

Effective Capacity

109
Q

What are the determinants of Effective Capacity?

A
  • Facilities
  • Product and service factors
  • Process factors
  • Human factors
  • Policy factors
  • Operational factors
  • Supply chain factors
  • External factors
110
Q

Strategies are typically based on assumptions and predictions about?

A
  • Long-term demand patterns
  • Technological change
  • Competitor behavior
111
Q

Build capacity in anticipation of future demand increases

A

Leading

112
Q

Build capacity when demand exceeds current capacity

A

Following

113
Q

Similar to the following strategy, but adds capacity in relatively small increments to keep pace with increasing demand

A

Tracking

114
Q

Extra Capacity used to offset demand uncertainty

A

Capacity Cushion

115
Q

How does Capacity Cushion strategy work?

A

Organizations that have greater demand uncertainty typically have greater capacity cushion

116
Q

A type of planning that can present a number of challenges related to:
- The need to be near customers:
- convenience
- The inability to store services
- cannot store services for consumption later

A

Service Capacity Planning

117
Q

What are the requirements for Forecasting Capacity?

A
  • Long-term considerations relate to overall level of capacity
  • Short-term considerations relate to probable variations in capacity
118
Q

Strategy that is used to offset capacity limitations and that are intended to achieve a closer match between supply and demand

A

Demand Management Strategy

119
Q

Operation in a sequence of operations whose capacity is lower than that of the other operations

A

Bottleneck Operations

120
Q

Something that limits the performance of a process or system in achieving its goals

A

Constraint

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