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
Professional services
Low volume High variety Highly skilled professionals E.g Legal services
26
Service shop
Still variety however less so than professional services. Higher volume. More standardized. e.g. hair salon salons or car repair shops
27
Mass services
Low variety High volume e.g. supermarkets, airports etc.