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SCM 352-1004 > Session 2 - > Flashcards

Session 2 - Flashcards

1
Q

In product design, what can new products provide?

A

New products can provide growth opportunities

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2
Q

What do new products realize?

A

New products realize firms business strategy and operations strategy

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3
Q

What is a strength of New Products?

A

Distinctive Competence

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4
Q

The introduction of new products affects what?

A

Affects operations Strategic Decisions:
- Process
- Quality
- Capacity
- Inventory
- Supply Chain

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5
Q

What are the strategies for New Product Development (NPD)?

A

1) Market Pull
2) Technology Push
3) Inter-functional view (a balanced approach)

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6
Q

What is Market Pull?

A
  • “Make what we can sell”
  • Fulfill customer needs
  • “Jobs-to-be-Done” theory by Clayton Christensen
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7
Q

What is Technology Push?

A
  • “Sell what we can make”
  • Utilize superior technologies
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8
Q

What is Inter-functional view?

A
  • A balanced approach
  • Not only fit the market needs, but also have a technical advantages
  • Most appealing but most difficult to implement
  • Cross-functional team involvement
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9
Q

What are the two categories in the New Product Development (NPD) process and what are their elements?

A

1) Product
- Concept Development
- Product Design
- Pilot Production / Testing

2) Process
- Preliminary Process Design
- Final Process Design

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10
Q

What is the main goal of the “funnel” view?

A

To eliminate design mistakes before too much money is spent

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11
Q

What part of the design is the Sequential Approach part of?

A

Cross-Functional Design

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12
Q

What is the Sequential Approach?

A

Technology is transferred in stages as a hand off between marketing, engineering, and operations occurs

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13
Q

What are the benefits of the Sequential Approach?

A
  • Functions work independently
  • Less demand on inter-team communications
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14
Q

What are the shortcomings of the Sequential Approach?

A
  • Results in misalignment of market needs, design, and production process, increased potential for rework
  • Time sensitive as each function must wait for the previous function to complete their work
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15
Q

What part of design is Concurrent Approach part of?

A

Cross-Functional Design

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16
Q

What is the Concurrent Approach?

A

All functions work together over the same time frame as soon as the concept development is started

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17
Q

What are the benefits of the Concurrent Approach?

A

Avoids misalignment between functions as process design is developed concurrently with product design

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18
Q

What are the shortcomings of the Concurrent Approach?

A
  • Not always effective
  • Projects with high uncertainty will likely suffer under this arrangement
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19
Q

What are some challenges faced in Cross-Functional Cooperation?

A

1- Terminology
(Do not use a uniform set of terms)

2- Personality / Ethos
(Different thought processes/personal differences, Defensive about their own turf, time commitment)

3- Location
(Different physical locations)

4- Culture
(Psychological Safety)

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20
Q

What is Supply Chain Collaboration?

A

1) Collaboration with Customer
(Include customers as advisors, Ask right questions, Provide motivation and facilitator)

2) Collaboration with Suppliers
(Technical tools expertise, Competencies in cost & time & quality & flexibility, Capacity Availability)

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21
Q

What is Quality Function Deployment (QFD)?

A

Converting customer requirements into measurable engineering characteristics

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22
Q

What tool is used to help assist in QFD?

A

House of Quality

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23
Q

What are the 4 components of “House of Quality”

A

1) Customer needs and benefits
2) Relationship
3) Engineering Characteristics
4) Technical Correlation

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24
Q

What defines the Trade-off attribute in House of Quality?

A

Understand how engineering characteristics are related to each other

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25
Q

What defines the Customer Requirements attribute in House of Quality?

A

Determined through market research in conjunction with potential customers

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26
Q

What defines the Engineering Characteristics in the House of Quality?

A

Specific measures that can be quantitatively tested

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27
Q

What defines the Relationship attribute in the House of Quality?

A

Fulfillment of engineering characteristics on customer needs and benefits

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28
Q

What two things make up Mass Customization?

A

Common Components (lower cost) + Customized Products

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29
Q

What makes up Mass Customization through Modular reconfigurations?

A

Common Components + Reconfiguration

30
Q

What are the benefits of Modular Design?

A
  • Develop a series of basic product components
  • Allow for greater variety through mixing and matching of modules
  • Reduce complexity and costs associated with a large number of product variations
31
Q

What are the shortcomings of Module Design?

A
  • Modular Designs require a great deal of planning to ensure that parts can be optimized given various configurations
  • Testing can become complicated as modules must be tested in different configurations to understand each configurations durability and performance
32
Q

What is the purpose of Process?

A

“Process is Central” to operations management
- Differentiate product characteristics
- Implement different processes

33
Q

What are the two key dimensions of Product characterstics?

A
  • How much product variety will the system need to handle?
  • What is the expected output product volume?
34
Q

What are two operations managerial questions?

A
  • How do companies decide on the right process to achieve a strategic advantage?
  • What are the considerations and trade-offs?
35
Q

What are the Five Types of Processes?

A

1) Project
2) Job Shop
3) Batch Flow
4) Assembly Line
5) Continuous Process

36
Q

What is Continuous Process?

A

A continuous flow of process treatments

37
Q

What types of product under Continuous Process?

A
  • Commodity Products
    (paper, oil, chemicals)
  • Low Variety (highly standardized)
  • High Volume of products
38
Q

What are the operation details in the Continuous Process?

A
  • Highly automated equipment
    (little to no flexibility)
  • High capital investment
    (Large set-up costs)
  • A few highly skilled workers
    (around the clock operations)
39
Q

What is the operation strategy in the Continuous Process?

A

Huge plant utilizing economies of scale

40
Q

What is Assembly Line?

A

Linear sequence of operations
(limited process variability)

41
Q

What types of products in Assembly Line?

A
  • Mass-produced (discrete) consumer products
    (auto assembly, car wash, computer assembly)
  • Highly standardized products
  • High Volume of products
42
Q

What are the operation details in the Assembly Line?

A
  • Use of dedicated automated equipment
    (Limited flexibility to product changes, Products usually move via conveyer system)
  • High Capital Investment (high volume justifies the investment)
  • More workers
    (Some not as highly skilled, Workers can stop the line)
43
Q

What is Batch Flow?

A

Jumbled and intermittent product flow
- large process variability

44
Q

What type of product under Batch Flow?

A
  • Products with large variety
  • Low volume of products (medicine, furniture, boats, heavy equipment, electronic devices)
  • Batches flow as a unit (set)
45
Q

What are the operation details in Batch Flow?

A
  • General Purpose Equipment
    (High equipment capacity utilization, frequent batch change over, Scheduling is difficult, More inventory)
  • Lower Capital Investment (smaller plants)
  • Flexible Labor
46
Q

What is Job Shop?

A

Jumbled and Intermittent product flow
- A special case of batch production
- A batch process that is make-to-order

47
Q

What products under Job Shop?

A
  • High Variety
  • Low volume of products
    (small batches or lots)
  • Orders are customized to meet specific customer needs
    (custom furniture, custom printing, company souvenir, machine components, artificial limbs)
48
Q

What is the operation details in Job Shop?

A
  • General Purpose Equipment
    (Sometime utilization is only 50-70%, Equipment layout is similar to Batch Flow)
  • Flexible Labor
    (Skilled Labor, Higher capital cost relative to Batch Flow)
49
Q

What is Project?

A

A process with complex planning and scheduling challenges

50
Q

What products under Project?

A

A unique one of a kind product / service
- A customized single unit like an office building or Casino
- Product does not flow in a project

51
Q

What are the operations detail for Project?

A
  • General Purpose equipment
    (Little automation, high unit cost)
  • Labor and materials frequently brought to site
  • Flexible, highly skilled labor
  • Project cycle time can be years
52
Q

Process decisions must consider what?

A

Product Characteristics and Process Capabilities

53
Q

What did Hayes and Wheelwright in 1984 claim about the strategic process selection?

A

Competitive Operations are on the diagonal
(product and process match)

54
Q

What does it mean investments move down on the diagnol?

A

Can mean capturing market share before competitors make similar moves

55
Q

When do we call Process an Art?

A

When:
- It involves the tacit knowledge of experts to determine whether the process creates high-quality products or services

  • It usually involves judgement-based work, craft work, or professional work
  • It has high variability in the process, its inputs, and its outputs
56
Q

We call process a science when?

A

When:
- The knowledge is explicit and codified in some form

  • The goal of science processes is to sufficiently control variability
  • Science processes are easier to design, manage, and improve
57
Q

What are the stages of Process Knowledge Taxonomy going from art to science?

A

0 - Total Ignorance
1- Qualitative Ability to separate good from bad (but don’t know why)
2 - List of possibly relevant variables
3- Ability to set priorities
4- Ability to measure variables
5 - Procedures that give some degree of repeatability
6- Changeable procedures to compensate for environmental conditions and/or other contigencies that arise
7- Precise quantitative models that relate controls and environment to output
8- Completely proceduralise knowledge

58
Q

What are the three phases in the Process Evolution with Product Life Cycle?

A

1) Market Development
2) Growth
3) Maturity

59
Q

What are other considerations for process improvement?

A
  • Capital Requirements
  • Availability and cost of labors
  • Market competition
  • Product Evolutions
  • Technology Possibilities
60
Q

What is the Order Fulfillment process?

A

When should you begin producing products for an order?

61
Q

What is Make-to-stock (MTS)?

A

Produce the products before orders arrive

  • Start production according to forecast
  • Customer buys from inventory
  • Standardized products
62
Q

What is Make-to-Order (MTO)?

A

Produce the products after orders arrive

  • Start production after receiving customer orders
  • Customized, flexible, higher cost
63
Q

What is Assemble-to-Order (ATO)?

A

Assemble the products after orders arrive

  • Hybrid of MTS and MTO
  • Build stock of subassemblies based on demand forecast (MTS)
  • Assemble final product per customer order (MTO)
64
Q

What is the advantage of MTS?

A
  • Faster fulfillment of customer demand
  • Lower cost
  • Smooth production rate
65
Q

What are the disadvantages of MTS?

A
  • Higher inventory holding costs
  • Slower to respond to changes
66
Q

What is the performance measure for MTS?

A
  • Fill Rate: percentage of orders filled from inventory
  • Production capacity utilization
  • Time to fill back order
67
Q

What is an advantage or MTO?

A
  • Higher flexibility to customize order
  • No finished goods to inventory costs
68
Q

What are the disadvantages of MTO?

A
  • Intermittent production (lumpy demand pattern)
  • Slower response to customer demand
69
Q

What is the performance measure for MTO?

A
  • Lead time: time taken to fulfill the order
  • Percentage of orders completed on time
70
Q

What are the advantages of ATO?

A
  • Reduction in finished goods inventory
  • Faster fulfillment of customer order
    (shorter lead time)
71
Q

What are the disadvantages of ATO?

A

Work-in-process inventory

SCM 352-1004 (7 decks)

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