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2ND TERM > OPS (PRELIMS M1-M3) > Flashcards

OPS (PRELIMS M1-M3) Flashcards

1
Q

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

A

operations

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2
Q

The management of systems or processes that create goods and/or provide services

A

operations management

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3
Q

are physical items that include raw materials, parts, subassemblies, and final products

A

Goods

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4
Q

Are activities that provide some combination of time, location, form or psychological value.

A

Services

SUCH AS
*Air travel
*Education
*Haircut
*Legal counsel

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5
Q

a SEQUENCE of activities and
organizations involved in producing and delivering a good or service

A

Supply chain

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6
Q

5 Sequence of Supply Chain

A
  • Suppliers’ suppliers
  • Direct Suppliers
  • Producers
  • Distributor
  • Final Customers
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7
Q

4 Main parts of the Transformation Process

A
  • Input
  • Transformation/ Conversion Process
  • Outputs
  • Control
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8
Q

a set of interrelated parts that must work together

(You put together for a purpose)

A

System

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9
Q

Products are typically neither purely service- or purely goods-based.

A

Good Servive Continuum

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10
Q

Three basic functions of the business organization

A

– Marketing
– Operations
– Finance

MOF

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11
Q

Give 3 Finance and Operations function overlap

A

– Budgeting
– Economic Analysis of investment
– Provision of funds

All about money / finance

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12
Q

One or more actions that transform inputs into outputs

A

Process

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12
Q

Give 3 Marketing and Operations function overlap

A

– Demand data
– Prouct and service design
– Competitor analysis
– Lead time data

All about supply and demand

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13
Q

System design considers _______ (Give 5)

A

– Capacity
– Facility location
– Facility layout
– Product and service planning
– Acquisition and placement of equipment

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14
Q

These are generally tactical and operational decisions (Give 5)

They are all under ___________?

A

– Management of personnel
– Inventory management and control
– Scheduling
– Project management
– Quality assurance

All under system operation

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15
Q

 _____ is a key tool used by all decision makers

A

Modeling

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16
Q

an abstraction of reality; a simplification of something.

A

Model

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17
Q

 Common features of models: (Give 2)

A

– simplifications of real-life phenomena
– They omit unimportant details of the real-life systems they mimic so that attention can be focused on the most important aspects of the real-life system

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18
Q

What are the 3 categories of business processes

A

– Upper management processes
– Operational Processes
– Supporting Processes

OSU

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19
Q

A type of business processes that govern the operation of the entire organization.

A

Upper management processes

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20
Q

A type of business processes that ‘s considered as core processes that make up the value stream

A

Operational Processes

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21
Q

A type of business processes that support the core processes

A

Supporting processes

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22
Q

If:
Supply > Demand
Supply < Demand
Supply = Demand

Then

A

– Wasteful / Costly
– Opportunity loss / Customer Dissatisfaction
– Ideal

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23
Q

A type of process 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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24
Q

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

A

Random Variation

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25
Q

A type of process varation that are generally predictable. They are important for capacity planning.

A

Structural Variation in demand

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26
Q

A type of Process variation:

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

A

Variety of goods or services
being offered

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27
Q

________ can be disruptive to operations and supply chain processes. They may result in additional costs, delays and shortages, poor quality, and inefficient work systems

A

Variations

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28
Q

For reading only

The operations function includes many interrelated activities such as:
 Forecasting
 Capacity planning
 Facilities and layout
 Scheduling
 Managing inventories
 Assuring quality
 Motivating employees
 Deciding where to locate facilities
 And more . . .

A

noted

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29
Q

The Operations function consists of all activities _______ related to producing goods or providing services.

A

directly

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30
Q

A primary function of the operations manager is to guide the system by _________.

A

decision making

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31
Q

A primary function of the operations manager is to guide the system by decision making.

What are the 2 types of decisions considered

A

System design decisions
System operation decisions

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32
Q

True or False: System design are typically strategic decisions that usuall require short term commitment of resources

A

False. must be long term

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33
Q

True or False: Operations managers spend more time on system design decision than any other decision area

A

False: Must be System OPERATION decision

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34
Q

FOR READING ONLY

Typical operations decisions include:
 What: What resources are needed, and in what amounts?
 When: When will each resource be needed? When should the work be
scheduled? When should materials and other supplies be ordered?
 Where: Where will the work be done?
 How: How will he product or service be designed? How will the work be
done? How will resources be allocated?
 Who: Who will do the work?

A

NOted

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35
Q

____ Serve as a consistent tool for evaluation and provide a standardized format for analyzing a problem

A

Models

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36
Q

True or False: Models are generally harder to use and more expensive than dealing with the real system

A

False. Easier and less expensive

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37
Q

True or False:
The use of models does not guarantee good decisions

A

True

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38
Q

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

 Supported by computer calculations
 Often work together with qualitative approaches

A

Quantitative Approaches

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39
Q

All managers use this type of metric to manage and control operations. Which is?

A

Performance Metrics

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40
Q

Give atleast 5 example of performance metrics

A
  • Profits
     Costs
     Quality
     Productivity
     Flexibility
     Inventories
     Schedules
     Forecast accuracy
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41
Q

_____ is giving up one thing in return for
something else

A

Trade-off

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42
Q

It describes carrying more inventory (an expense) in order to achieve a greater level of customer service

A

Trade off

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42
Q

The business organization is a system composed of subsystems, Which are?

A

 Marketing subsystem
 Operations subsystem
 Finance subsystem

MOF

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43
Q

What is this:
 Emphasizes interrelationships among subsystems
 Main theme is that the whole is greater than the sum of its parts
 The output and objectives of the organization take precedence over those
of any one subsystem

A

Systems Approach

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44
Q

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

A

Priorities

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45
Q

a system in which highly skilled workers use simple, flexible tools to produce small quantities of customized goods

A

Craft Production

(Under pre-industrial revolution)

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45
Q

Historical Evolution of Oper. Mngmt
(Enumerate 5)

A

 Industrial Revolution
 Scientific management
 Human relations movement
 Decision models and management science
 Influence of Japanese manufacturers

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45
Q

_______ describes a few factors account for a high percentage of occurrence of some event(s)

The critical few factors should receive the ______ (lowest or highest) priority

A

Pareto Phenomenon

highest

(yung few factors daw mas matindi impact)

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46
Q

Some key elements of the industrial revolution
 Began in ______ in the _______s
 Division of labor - ________,
 Application of the _________, in the _____s
 Cotton gin and _________ parts - Eli Whitney, 1792

A

First bullet
– England (1770)

Second bullet
– Adam Smith (1776)

Third
– “rotative” steam engine, (1780s)

Fourth
– interchangeable

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47
Q

Management theory and practice did not advance appreciably during this period

A

Industrial Revolution

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48
Q

it is a Movement that was led by efficiency engineer, Frederick Winslow Taylor

A

Scientific Management

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49
Q

Scientific Management was led by ___?

A

Frederick Winslow Taylor

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50
Q

______ is responsible for planning, carefully selecting and training workers, finding the best way to perform each job, achieving cooperation between management and workers, and
separating management activities from work activities

What movement?

A

Management

Scientific Management

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51
Q

Emphasis was on maximizing output

A

Scientific Management

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52
Q

____ emphasized the importance of the human element in job design

A

Human Relations Movement

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53
Q

Contributors of Human relations movement:

____ - applications of psychology

A

Lillian Gilbreth

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54
Q

Contributors of Human relations movement:

____ - Hawthorne studies on worker motivation, 1930

A

Elton Mayo

55
Q

Contributors of Human relations movement:

_______ - motivation theory, 1940s; hierarchy of needs,
1954

A

Abraham Maslow

56
Q

Contributors of Human relations movement:

_____ - Two Factor Theory, 1959

A

Frederick Hertzberg

57
Q

Contributors of Human relations movement:

____ - Theory X and Theory Y, 1960s

A

Douglas Mcgregor

58
Q

Contributors of Human relations movement:

____ - Theory Z, 1981

A

William Ouchi

59
Q

Contributors of Decision MOdels and management Science

F.W Harris - ______________ (1915)

A

mathematical model for inventory management,

60
Q

Contributors of Decision MOdels and management Science

______ - statistical procedures for sampling and
quality control, 1930s

A

Dodge, Romig, and Stewart

61
Q

Contributors of Decision MOdels and management Science

____ – statistical sampling theory, 1935

A

Tippett

62
Q

Contributors of Decision MOdels and management Science

____ - OR applications in warfare

A

Operations Research (OR) Groups

63
Q

Contributors of Decision MOdels and management Science

____ - linear programming, 1947

A

George Dantzig

64
Q

They Refined and developed management practices that increased productivity

 Credited with fueling the “quality revolution”
 Just-in-Time production

A

Japanese Manufacturers

65
Q

5 Key issues for operations managers today

A

 Economic conditions
 Innovating
 Quality problems
 Risk management
 Competing in a global economy

66
Q

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

A

Sustainability

67
Q

______ often go beyond traditional environmental and economic measures to include measures that incorporate social criteria in decision making

A

Sustainability Measures

68
Q

For reading only

Ethical issues that may arise in
many aspects of operations
management:
 Financial statements
 Worker safety
 Product safety
 Quality
 The environment
 The community
 Hiring and firing workers
 Closing facilities
 Workers’ rights

A

noted

69
Q

(siguro for reading only na rin)

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

which are? (give 4)

A

 Oscillating inventory levels
 Inventory stockouts
 Late deliveries
 Quality problem

70
Q

_____ describes How effectively an organization meets the wants and needs of customers relative to others that offer similar goods or services

A

Competitiveness

71
Q

 Identifying consumer wants and/or needs
 Pricing and quality
 Advertising and promotion

A

Marketing influence

72
Q

5 Hierarchical Planning

A

Mission
Goals
Organizational strategies
Tactics
Functional strategies

MGOTF

73
Q
  • The reason for an organization’s existence
     It answers the question “What business are we in?
A

Mission

74
Q

 Provide detail and the scope of the mission
 Goals can be viewed as organizational destinations

A

Goals

The mission statement serves as the basis for
organizational goals

75
Q

 A plan for achieving organizational goals
 Serves as a roadmap for reaching the organizational destinations
 guides the organization by providing
direction for, and alignment of, the goals and strategies of the
functional units
 a major success/failure factor

A

Strategy

Goals serve as the basis for organizational strategies

76
Q

Type of strategy:

 Overall strategies that relate to the entire organization
 Support the achievement of organizational goals and mission

A

Organizational strategies

77
Q

Type of strategy:

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

A

Functional level strategies

78
Q

 The methods and actions taken to accomplish strategies
 The “how to” part of the process

A

Tactics

79
Q

The actual “doing” part of the process

A

Operations

80
Q

The special attributes or abilities that give an
organization a competitive edge
 To be effective core competencies and strategies need to be
aligned

A

Core Competencies

81
Q

Effective strategy formulation requires taking into account the ____ and ____

A

 Core competencies
 Environmental scanning (SWOT)

82
Q

SUCCESSFUL strategy formulation also requires taking into account:

A

 Order qualifiers
 Order winners

83
Q

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

A

Order Qualifiers

84
Q

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

A

Order Winners

85
Q

_______ is necessary to identify
 Internal factors (Strengths and weaknesses)
 External factors (Opportunities and threats)

A

Environmental scanning

86
Q

Organization’s context often referred to by other terms such as:
* ______
* ______
* _______
…relative to its products, services, investments, and behavior towards its relevant interested parties

A

-Organizational environment
-Business environment
- Ecosystem of an organization

87
Q

Issues only include negative factors or
conditions for consideration

A

False. also include positive factors

88
Q

Understanding the _________can be facilitated
by considering issues arising from legal, technological, competitive, market, (cultural), social and economic environments, whether international, national, regional or local

A

External Context

89
Q

Understanding the ________ can be facilitated
by considering issues related to values, culture,
knowledge and performance of the organization.

A

internal context

90
Q

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

A

Operations Strategy

91
Q

Strategy that focuses on quality in all phases of an organization
 Pursuit of such a strategy is rooted in a number of factors:
 Trying to overcome a poor quality reputation
 Desire to maintain a quality image
 A desire to catch up with the competition
 A part of a cost reduction strategy

A

Quality Based Strategies

92
Q

Strategies that focus on the reduction of time needed to accomplish tasks
 It is believed that by reducing time, costs are lower, quality is higher, productivity is higher, time-to-market is faster, and customer service is improved

A

Time-based strategies

93
Q

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

 Involves the blending of several core competencies
 Cost
 Quality
 Reliability
 Flexibility

A

Agile operations

94
Q

A TOP-DOWN management system that organizations can use to
clarify their vision and strategy and transform them into action
 Develop objectives
 Develop metrics and targets for each objective
 Develop initiatives to achieve objectives
 Identify links among the various perspectives
 Finance
 Customer
 Internal business processes
 Learning and growth
 Monitor results

A

The balanced Scorecard Approach

94
Q

The purpose of _______ to determine
conformity to (customer and regulatory) requirements, and facilitate the effective
deployment and improvement of the quality management system (QMS).

A

Quality Objectives

95
Q

 Covered and aligned with Quality Objective
 Qualitative description
of success of Quality Objective

A

Key Result Area (KRA)

96
Q

Core - Priority of Top Management for Monitoring & Decision Making to attain the
KRAs
 Consider it with impact on KRA, easy to monitor, and data are available
 Quantitative indicator of success of KRA

A

Key Performance Indicator (KPI)

 Right format: Measurable Adjective & Specific Noun, and Not Redundant with other KPIs

97
Q

Organizations of all types and sizes face internal and external factors and influences that makes it uncertain whether and when they will achieve their objectives. The effect this uncertainty has on an organization’s objectives is ________

A

risk

98
Q
  • Effect of uncertainty
  • Characterized by reference to potential events and consequences or combination of these
A

Risk

98
Q

“A result of a situation favorable to achieving an intended result.”

“An uncertainty that could have a positive effect leading to benefits or rewards”

A

Opportunity

99
Q

_____ is Developing understanding of the
risk

A

Risk analysis

100
Q

under risk analysis

  • Criteria for occurrence (_______),
  • Impact (_______),
  • Detection (availability of prevention and _______) should be set.
A

– Likelihood
– severity
– detection

101
Q

Likelihood rating

1 =
2 =
3 =
4 =
5 =

A

(not occured in the last 5 years)
Occurred in the last 1 – 3 years
Occurred at least once a year
Can occur within a quarter
Happens once or more times per month

102
Q

Severity rating

1 =
2 =
3 =
4 =
5 =

A

1 = almost no effect
2 = Short disruption
3 = cause stoppage
4 = prolonged stoppage
5 = cause cessation

103
Q

low risk range
Medium risk range
High risk range

A

(1-3)
(4-10)
(12 - 25)

104
Q

Type of risk treatment

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

Treat

105
Q

Type of risk treatment

Sharing risk with other
parties

A

Transfer

106
Q

Type of risk treatment

  • Avoidance
  • Remove risk source
A

Terminate

107
Q

Type of risk treatment

  • Retain risk by informed
    decision
  • Provide mitigation action
A

Take no Action

108
Q

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

its measure useful for
 Tracking an operating unit’s performance over time
 Judging the performance of an entire industry or country

A

Productivity

109
Q

Productivity Solution:

A

output/input

110
Q

______ is the result of managing and intervening in transformation or work processes

A

Productivity Improvement

111
Q

Measuring productivity:

______: P=O/I in a given period of time (t).
Useful for benchmarking purposes.

A

Static

112
Q

Measuring productivity:

______-: p(1)=O(1)/I(1); p(2)=O(2)/I(2); then p(2)/p(1) yields a dimensionless index that reflects change in productivity between periods. ((p(2)-p(1))/p(1))*100 yields the percentage change between periods

A

Dynamic

113
Q

Measuring productivity:

Uses a single “I” factor;
e.g., output/labor-hour, sales/employee

A

Partial - Factor

114
Q

Measuring productivity:

Uses more than one “I”
factor; e.g. output/direct costs (labor,
materials, and overhead)

A

Multi Factor

115
Q

Measuring productivity:

Uses all “I” factors.
(Note: Total-Factor captures “trade-offs”
between input factors.)

A

Total Factor

116
Q

______ productivity is difficult to measure and
manage because
 It involves intellectual activities
 It has a high degree of variability

A

Service Sector

117
Q

A useful measure related to productivity (Service sector Productivity) is ________

A

process yield

117
Q

5 factors affecting productivity

A

MCTQM

– Methods
– Capital
– Techonology
– Quality
– Management

118
Q

True or False

Don’t confuse productivity with efficiency

A

True

119
Q

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

A

Capacity

120
Q

________ > operating costs that are too high

A

Overcapacity

120
Q

Capacity needs include

A

 Equipment
 Space
 Employee skills

120
Q

_______ > strained resources and possible loss of
customers

A

Undercapacity

120
Q

The goal of ______ is To achieve a match between the long-term supply capabilities of an organization and the predicted level of long-term demand

A

Strategic Capacity Planning

Notes:

Key questions:
 What kind of capacity is needed?
 How much is needed to match demand?
 When is it needed?
 Related questions:
 How much will it cost?
 What are the potential benefits and risks?
 Are there sustainability issues?
 Should capacity be changed all at once, or through several smaller changes
 Can the supply chain handle the necessary changes?

120
Q

Definitions of Capacity

_______ - The maximum output rate or service capacity an operation, process, or facility is designed for

A

Design Capacity

121
Q

Definitions of Capacity

_____ - Design capacity minus allowances such as personal time and maintenance

A

Effective Capacity

122
Q

Determinants of Effective Capacity

A

 Facilities
 Product and service factors
 Process factors
 Human factors
 Policy factors
 Operational factors
 Supply chain factors
 External factors

123
Q

Strategies are typically based on assumptions and predictions about:

A
  • Long-term demand patterns
     Technological change
     Competitor behavior
124
Q

Capacity Strategies

_____ - Build capacity in anticipation of future demand increases

A

Leading

125
Q

Capacity Strategies
______ - Build capacity when demand exceeds current capacity

A

Following

126
Q

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

A

Tracking

127
Q

It is the Extra capacity used to offset demand uncertainty

That = 100% utilization

A

Capacity Cushion

NOTE
 Organizations that have greater demand uncertainty typically have greater capacity cushion
 Organizations that have standard products and services generally have smaller capacity cushion

128
Q

For reading only

STEPS in Capacity Planning

  1. Estimate future capacity requirements
  2. Evaluate existing capacity and facilities; identify gaps
  3. Identify alternatives for meeting requirements
  4. Conduct financial analyses
  5. Assess key qualitative issues
  6. Select the best alternative for the long term
  7. Implement alternative chosen
  8. Monitor results
A

noted

129
Q

Forecasting Capacity Requirements

_____ considerations relate to overall level of capacity requirements
 Require forecasting demand over a time horizon and converting those needs into capacity requirements

A

Long term considerations

130
Q

Forecasting Capacity Requirements

______ considerations relate to probable
variations in capacity requirements
 Less concerned with cycles and trends than with seasonal variations and other variations from average

A

Short term considerations

131
Q

true or false

Calculating processing requirements requires
reasonably accurate demand forecasts, standard processing times, and available work time

A

true

132
Q

____ is the The quantity of equipment required for an operation

A

Equipment Fraction

133
Q

Di na kasama toh?

______ 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)
 The degree of demand volatility (Volume and timing of demand) (Time required to service individual customers)

A

Service Capacity Planning

2ND TERM (13 decks)

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