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Verk V2 > Process - design och teknik och Layout > Flashcards

Process - design och teknik och Layout Flashcards

1
Q

Vad är operations

A

En samling processer
i sin tur en samling av aktiviteter

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2
Q

Vad är en process

A

En samling resurser och aktiviteter som transormerar inputs till outputs
Tillfredställer (intärna) kundbehov
Aktiviteterna utförs över tid

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3
Q

Vad är skillnaden (likheten) mellan process och produktdesign

A

Lita sammankopplade
Dumt att ta beslut om den ena utan att tänka på den andra
Separata ektiviteter som överlappar
Produkten är resultatet av processen

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4
Q

Vilka är målen med processdesign

A

Möter lämpliga prestationskriterier
Kvalitet
Hastighet
Pålitlighet
Flexibilitet
Kostnad
Hållbarhet

Micro mål

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5
Q

Vilka är mikromålen i processdesign

A

Throughout rate
Cykle time
Work in progress
Utilization

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6
Q

Vad är den största saken på bestämmer hur en process ska designas

A

4V

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7
Q

Vilka V är de viktigaste

A

Volume
Variaty

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8
Q

Vilka är de olika processtyperna

A

Produkt
Projekt
Jobbing
Batch
Mass
Continium

Service
Proffesional services
Service shops
Mass service

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9
Q

Vad är process mapping

A

Sätt att beskriva en process
Språk med notationssymboler
Kan göras på flera nivåer påde detaljerat och aggregerat för hela organisationen

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10
Q

Vad innebär Throughput time

A

How long time, on average, it takes for an item to be produced or a customer to be served.

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11
Q

Vad betyder Cycle time

A

The average time between products being completed or customers served, i.e. how often a product
is produced or a customer is served.

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12
Q

Vad betyder Work-in-progress

A

How many items or clients that are being processed, on average, at any given point in time

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13
Q

Vad betyder Work content (or process time)

A

Amount of work carried out per product or client.

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14
Q

Little law

A

Throughput time = Work-in-progress X Cycle time

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15
Q

Formula for:
Throughput efficiency (%) =

A

Throughput efficiency (%) = Work content / Throughput time

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16
Q

Vad är en bottle neck

A

All processes have a limited capacity. Often, the process is limited by a so called bottleneck at a specific step (activity) in the process.

Den delen som begränsar flödet

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17
Q

Varför vill man standardisera om det går

A

Förvirring
Missförstång
-> Ineffektivitert

Hur mycket man ska standardisera svårt beslut
Standardisering kan ge fördelar men allt kanm inte standardiseras

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18
Q

Vad måsta man tänka på för miljömedveten processdesign

A

Input källa
Hur mycket energi
Hur mycket och vilket spill
produktens liv
end of life för produkten

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19
Q

Beskriv projekt

A
  • discrete, highly customised products, with long timescale between completion of each item
  • low volume
  • high variety
  • activities can be illdefined and uncertain → complex process requiring professional judgement
  • e.g. software design, movie production, construction work
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20
Q

Beskriv jobbing

A
  • high variety and low volume
  • each product has to share operations resources with many others
  • produce physically smaller products and fewer unpredictable circumstances
  • e.g. specialist toolmakers, furniture restorers
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21
Q

Beskriv batch

A
  • less degree of variety
  • part of the process has periods when it is repeating itself
  • e.g. gourmet frozen food, machine tool manufacturing
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22
Q

Beskriv mass process

A
  • high volume, narrow variety
  • repetitive and predictable
  • e.g. frozen food production, automatic packaging lines
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23
Q

Beskriv kontinuelig process

A
  • operate for long periods of time
  • products are inseparable, being produced in an endless flow
  • e.g. water processing, electricity utilities
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24
Q

BEskriv profesional service

A

high-contact processes where customers spend a considerable time in the service process
- e.g. management consultants, architecture, surgeons

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25
Q

Beksriv service shops

A
  • levels of volume and variety, service is provided via mixes of front- and back-office activities
  • e.g. banks, highs treet shops
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26
Q

Beskriv Mass service

A
  • limited contact time and little customisation
  • defined vision of labour
  • e.g. supermarkets
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27
Q

Vad är målet med produkt process matrisen

A

Man vill vara nära diagonalen
Natuliga diagonalen eller line of fit
Bort från diagonalen leder till ökade kostnader pga onödig eller saknad flexibilitet

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28
Q

Designa Kundupplevelse

A

Service scape
Touchpionts
Emotional mapping
Visibility map

29
Q

Hur kan aktiviteter planeras i förhållande till varandra

A

long thin
short fat

30
Q

Fördelar med long thin

A
  • controlled flow of items
  • simple handling
  • lower capital requirements (if a specialist piece of equipment is needed for one task only one
    piece would need to be purchased)
  • more efficient operation. each person at the stage has a higher proportion of direct productive
    work as opposed to the non productive parts
31
Q

Fördelar med short fat

A
  • higher mix flexibility - if work on several types of items is needed, each stage could specialise
    in different types
  • higher volume flexibility - stages can be closed down
  • higher robustness - if one stage breaks down others are unaffected
  • less monotonous work
32
Q

Vilka olika typer av variablity finns det

A
  • variability in the demand of processing at an individual stage within the process
  • variation in the time taken to perform the activities at each stage
33
Q

Vad gör variability i en process?

A

Den minskar eficiency

34
Q

Vilka är altenativen för att förbättra väntetid eller utilization

A

Acceptera långa väntetider -> hög utilization
Acceptera låg utilization -> korta väntetider
Minska variability i ankomsttider -> högre utilization och lägre väntetid

35
Q

Vilka är de olika layoutsen

A

Fixed positoin
Funktionell
Cell
Line

36
Q

Layout grafen

A

Layput and look decisions:
Layout
Look

Affext flow interaction and experience:
Flow of transformed resorses
Interaction between parts
Staff experience
Costumer experience

Which affect operations performance:
Flow Effiveience
Flow flexibility
Clarity of flow
Space utilization
Staff effectivness
Communicaiton
Emotionall response

37
Q

What makes a good layout

A

Depends on sttayegic objective

flow of transformed resources
Interaction between process
Staff experience
Costumer experience

Level 2 i grafen

38
Q

Beskriv fixed position och när är den vanlig

A
  • transformed resources do not move between the transforming resources, instead the recipient
    of the processing is stationary, and the facilities & people move
  • could be because resources are too large, too delicate or inconvenient to move
  • Examples
  • motorway construction
  • open heart surgery
  • high class service restaurant
39
Q

Beskriv funktional layout och när är den vanlig

A
  • similar transforming resources are located together because of convenience or utilisation
    improvement
  • transforming resources flow through the operation, taking a route from activity to activity
    according to needs
  • different products have different needs → take different routes → complex operation pattern
  • Examples
  • hospital
  • supermarket
40
Q

Beskriv cell layout och när är den vanlig

A
  • transformed resources entering the operation are pre-selected to move to one part in which all the transforming resources are located. The cell itself may be arranged in a
    functional or line layout. After being processed in the cell it goes on to another cell.
  • Aims to bring order to the complexity of flow that characterises functional layout.
  • Examples
  • Ready lunches in the supermarket
  • maternity unit in a hospital
41
Q

Beskriv Line layouyt och när är den vanlig

A
  • locating the transforming resources entirely for the convenience of the transformed resources
  • Examples
  • vehicle assembly
  • self service cafeteria
42
Q

Beskriv mixed layout och när är den vanlig

A
  • many operations have hybrids
43
Q

Vad ska man tänka på när man väljer layout

A
  • importance of flow depends on volume-variety
  • resources in low-volume, high-variety processes should be arranged to cope with irregular
    flow
  • resources in high volume low variety processes shoudl be arranged to cope with
    smooth-regular flow
44
Q

För och nackdelar med Fixed position

A

För
* Very high mix and product flexibility
* Product or customer not
moved or disturbed
* High variety of tasks for staff

Nack
* Very high unit costs
* Scheduling of space and
activities can be dicult
* Can mean much movement of equipment and staff

45
Q

För och nackdelar med Funktional layout

A

För
* High mix and product flexibility
* Relatively robust in the case of disruptions
* Relatively easy supervision of transforming resources

Nack
* Low facilities utilisation
* Can have very high work-inprogress or customer queuing
* Complex flow can be dicult to control

46
Q

För och nackdelar med Cell layout

A

För
* Gives a compromise between cost and flexibility for relatively high-variety operations
* Fast throughput
* Potential good staff motivation

Nack
* Can be costly to rearrange existing layout
* Can require more equipment
* Can give lower equipment utilisation

47
Q

För och nackdelar med Line layout

A

För
* Low unit costs for high volume
* Gives opportunities for
specialisation of quipment
* Materials or customer
movement is convenient

Nack
* Can have low mix flexibility
* Not very robust if there is
disruption
* Work can be very repetitive

48
Q

När ska man välja vilken layout

A

När det är det billigaste altenativet på kostnads-volym grafen

49
Q

Hur påverkar design och layout anstälda

A

Vissa tycker att utseende speglar kulturen
Allen curve

50
Q

Hur påverkar design och layout kunder

A

Formar dess intryck

Kognitiva intryck
Känslomässiga
Fysiska

51
Q

Vad är skillanden mellan produkt och processteknik

A

I tillverkning:
Produktteknologi = hård och mjukvara
Processteknologi är tillverkningen (maskiner och utrustning som skapar/levererar produkten/tjänsten)

52
Q

Fyra nyckelfrågor kring ny processteknologi

A

Vad gör tekniken annorlunda från liknande/dagens teknik?

Hur gör den det? Vad är specifikt annorlunda?

Vilka fördelar ger den nya tekniken?

Vilka begränsningar/risker följer med den nya tekniken?

53
Q

Vilka är de olika sorternas teknologi

A

Tänkande
Kommunicerande
Flytta fysiska objekt
Meterialprocessing
Kännande

Kombination

54
Q

Varför är ny processteknologi viktigt

A
  1. new process have a greater capability than what they’re replacing
  2. increased capabilities have a greater scope of application
55
Q

Moravec’s paradox

A
  • AI struggles with tasks most humans find easy, esp tasks that require perception and mobility
    skills
  • complex problems is easy, easy problems are complex
56
Q

Gartner hypoe cykle

A

Innovation trigger
Peak of inflated exspectation
Through of disilussionment
Slope of enlightenbment
platou of productivity

57
Q

Olika typer av “costumer processing” teknologi

A

Aktiv interaktion
Passiv interaktion
Gömd interaktion

58
Q

Hur ska managers utvärdera om ny teknologi passar

A
  1. understanding the technology to the extent they are able to articulate what it should be
    able to do
  2. evaluate alternative technologies
  3. develop, plan and implement the technology
59
Q

Hur kan nya teknologier utvärderas

A
  1. does the technology fit the volume-variety characteristics of the tasks for which it is
    intended?
  2. what aspects of the operation’s performance does the technology improve?
  3. does the technology give an acceptable financial return?
60
Q

Varför är det viktigt att utvärdera teknik

A
  • increasingly important and difficult to evaluate new process technology due to many
    technological risks
  • security
  • obsolescence
  • implementation problems
  • tendency to get carried away with new tech
61
Q

Vilka tekniska dimensioner är det viktigt att utvärdera så man ser att den passar med processens volume-variaty

A
  1. degree of automation
  2. capacity of the technology to process work: scale or scalability
  3. extent to which it is integrated with other technologies: degree of coupling or
    connectivity
62
Q

Hur utvärdera man hur ny processteknik förvättrar operationens prestation

A

Vanliga listan kvalitet, fart osv
Men dela kvalitet i specifikationskvalitet och conforrmance kvalitet
Dela flexibilitet i response flexibilitet och range flexibilitet

63
Q

Vilka frågor borde man fråga sig kring tekniken närman utvärderar den

A
  • what can the tech do=
  • how well can the tech do things?
  • how fast can the tech do things?
  • how reliably can the tech do things?
  • how flexibly can the tech do things?
  • what range of things can the tech do?
  • how sustainable is the tech?
  • where can the tech do it?
  • how safely can the tech do it?
  • how connectedly can the tech do it?
  • how securely can the tech do it?
64
Q

Vad är resurs och process avstånd

A
  • degree of implementation difficulty is dependent on degree of novelty of the new technology
    resources and changes required in the operation’s process
  • the less we understand new tech → the greater the distance from current tech resource base of operation
65
Q

Vilka saker beror operationens förmåga att träna kunderna att använda ny teknologi på

A
  • complexity
  • repetition
  • variety of tasks performed by customer
66
Q

Murphys lag

A

Saker kommer gå fel så planera för det

67
Q

What should be the objective of process design

A

6 vanliga
Kvalitet
Hastighet (tid)
Relabilitet (Dependability)
Flexibilitet
Kostnad
Hållbarhet

68
Q

What is the objective of layout

A

Minimize (sometimes maximize) flow
Minimize or maximize interaction between iffrent parts
Enhance staff experience and where applicable costumers

Verk V2 (7 decks)

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