Process design Flashcards

1
Q

Business process

A

A sequence of complimentary activities of a repetitive nature to achieve a set of performance objectives.

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2
Q

Key elements in the design of a business process

A

-Task design
-Workflow design
-Organizational design

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3
Q

Task design

A

Defining tasks needed to achieve performance objectives.
Allocating resources to tasks, or assigning tasks to resources

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4
Q

Workflow design

A

Determining flows of resources to be transformed.
Identifying storage points for these resources

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5
Q

Organizational design

A

Coordinating, controlling, and planning tasks and workflows.
Monitoring performance and taking corrective action

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6
Q

Project

A

A one off operation. Meant to result in a single product. Usually highly complex and unique.
Uses its own transforming resources.
E.g. CalMac ferries

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7
Q

Jobbing production system

A

High variety
Low volumes
Complex products but less complex than a project
Shares transforming resources
E.g. specialist machine tools, garments for fashion shows.

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8
Q

Batch production system

A

Specific products made at the same time. wide range of variety and volume levels.
E.g. machine tools or most types of garment

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9
Q

Mass production system

A

High degree of repeatability.
High volumes.
Low variety.
E.g. car assembly plants, whiskey bottling line, canned foods.

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10
Q

Continuous production system

A

Similar to mass production but even higher volumes and even less variety.
Typically has its own transforming resources.
No discrete units but continuous flow e.g. litres/hour.
E.g. petrochemical plants or sugar refineries.

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11
Q

Fixed position layout

A

The to-be-transformed resources (materials, customers)do not move but are instead fixed e.g. operating theatre. Transforming resources (labour, tools etc) are brough to the fixed location.

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12
Q

Functional layout

A

Similar activities or processes are grouped together into departments or areas e.g.all sanders being grouped together in tech.

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13
Q

Advantages of a functional layout

A

High flexibility
Robust to disruption
Varied work for employees (higher skill level)
May allow superior quality of product design

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14
Q

Disadvantages of a functional layout

A

-Low efficiency - low speed
-Complex scheduling -low dependability
-High WIP inventory
-Low resource utilization
-Low specialization of transforming resources
-Low standardization of to be transformed resources
-High unit cost

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15
Q

WIP inventory

A

Partially completed goods that are still in the production process

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16
Q

Product (or line) layout

A

Products move along a linear assembly path. Machinery arranged in the sequence of the production process

17
Q

Advantages of a line (product) layout

A

-High efficiency and productivity
-Consistent quality
-High dependability
-Low WIP

18
Q

Disadvantages of line (product) layout

A

-Low flexibility
-Not very robust to disruption
-Monotonous work for employees
-High level of capital investment

19
Q

Finding common routing

A

Finding areas within each process where the order aligns e.g if B goes to C and E to D in multiple processes they will be together in the production line.

20
Q

Feasibility

A

Availability of the required finance for investment or access to necessary technology.

21
Q

Vulnerability

A

Risks or weaknesses. Product may not perform as expected

22
Q

Acceptability

A

In terms of ROI. Determining whether the expected returns justify the costs and risks associated with developing, producing, and marketing the product.

23
Q

‘Fit’ with strategy

A

How well alternatives fit with competitive priorities of an organisation.

24
Q

Service process types

A

Professional services
Service shop
Mass services

25
Q

Professional services

A

Low volume
High variety
Highly skilled professionals
E.g Legal services

26
Q

Service shop

A

Still variety however less so than professional services. Higher volume. More standardized. e.g. hair salon salons or car repair shops

27
Q

Mass services

A

Low variety
High volume
e.g. supermarkets, airports etc.