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P & O MGMT > TEST 1 > Flashcards

TEST 1 Flashcards

1
Q

The wealth of nations; division of labor; separation of tasks; mass production as opposed to craft production (in which one person has control of all the materials and resources)

A

Adam Smith

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2
Q

a system in which the production and distribution of goods is entrusted primarily to the market mechanism; based on private ownership of property, and on exchange between legally free individuals; part of the nature of globalization

A

capitalism

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3
Q

one of the most insightful critics of capitalism; predicted just this scenario

A

Karl Marx

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4
Q

“one best way” to do things; said idiots were running plants; efficiency focus; runs over into the TPS; very people thought helping ended up hating him

A

Fredrick Taylor

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5
Q

emphasis on efficiency; promoted by Frederick Taylor and Henry Ford; come to dominate the emerging view of manufacturing early in the 20th century

A

scientific management

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6
Q

done by Lewin; changed lighting in the factory; people are more willing to change if they are involved in the change; provided a counter to Taylorism and Fordism; insights into the motivation of work

A

Hawthorne Experiments

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7
Q

when we realized that we needed an economy based around consumption and rise of mass production; evolved to mass services; WWII deficit spending got us out of it

A

The Great Depression

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8
Q

most widely recognized 20th century economist; said got could mitigate depth of recession by spending on infrastructure

A

John Maynard Keynes

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9
Q

mid 20th century; the triumph of mass production; combines Taylors approach with his own desire to mechanize labor and becomes the “Father of Mass Production”

A

Henry Ford

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10
Q

started by Ford; “Fordism” ; eventually overtaken by the TPS; WWII forced america back into mass production

A

mass production

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11
Q

WWII forced the need for mass production; began the need to quickly produce war machines and supplies ultimately entrenched mass production as the only viable paradigm of manufacturing; the US enjoyed one of the largest periods of economic progress in modern history

A

WWII

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12
Q

Father of H.R. movement; performed Hawthorne experiments; psychologist who said mass production has an underbelly; called it he “Cult of Efficiency”

A

Kurt Lewin

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13
Q

“father of modern quality management”; focused on process management; quality=results of work efforts/cost; thought Taylor’s control is illusion

A

W. Edwards Deming

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14
Q

first time price of oil shot up rapidly because of gas shortage; provided the Japanese an incredible opportunity; US couldn’t be independent

A

the 1973 Oil Crisis

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15
Q

emphasis on a “pull system” of production and the requirement to eliminate waste and add value; lean management; six sigma; overtakes mass production as operations paradigm; considered most operationally excellent firm in the world today

A

TPS

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16
Q

pioneered the TPS; eliminate wast and add value; emphasis on pull system of production; lean mgmt

A

Taiichi Ohno

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17
Q

open trading among nations thanks to technology; “the greatest labor migration since the industrial revolution. the migration from agriculture and manufacturing to services is both invisible and largely global”

A

globalization

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18
Q

“As productivity increases in one sector, the labor force moves into another”

A

Clark Fisher Hypothesis

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19
Q

economy driven by peoples experiences; from the past transactional nature of services into experience–based on relationships

A

experience economy

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20
Q

if you don’t need it, then don’t produce it; driven by the customer

A

Pull Theory of Innovation

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21
Q

a service encounter is any episode in which the customer comes into contact with any aspect of the organization and gets an impression of the quality of its services; moments of truth

A

service encounter

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22
Q

physical resources that must be in place before a service can be sold

A

supporting facility

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23
Q

operations data or information that is provided by the customer to enable efficient and customized service

A

information

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24
Q

psychological benefits of extrinsic features; which the consumer may sense only vaguely

A

implicit services

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25
Q

the material consumed by the buyer of items provided by the customer

A

facilitating goods

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26
Q

benefits readily observable by senses; the essentially of intrinsic features

A

explicit services

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27
Q

separates services into degrees of love/high labor intensity and low/high interaction and customization

A

service process matrix

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28
Q

overall cost leadership; differentiation focus

A

service strategies

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29
Q

criteria used by a customer to create a subset of service firms meeting minimum performance requirements

A

service qualifiers

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30
Q

dimensions such as price, convenience, or reputation that are widely used by a customer to make a choice among competitors

A

service winners

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31
Q

failure to deliver at or above the expected level for a competitive dimension can result in a dissatisfied customer who is lost forever

A

service losers

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32
Q

delighters (didn’t know you need it until you have it); more is better (offering more); fundamental (what’s expected)

A

Kano Diagram

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33
Q

1) available for service
2) journeyman
3) distinctive competence achieved
4) world class service

A

stages of competitiveness

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34
Q

application of information to improve the revenue that is generated b time perishable resource

A

yield management

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35
Q

delivery, location, information, service encounter, managing capacity and demand, facility design, and capacity planning

A

service design elements

36
Q

results produced+process quality/price+cost of acquiring services

A

customer value equation

37
Q

a service encounter

A

moment of truth

38
Q

gold standard amount of time btw placing an order and receiving a good or service

A

throughput

39
Q

slowest stage of a process; the part of a service company that has the slowest throughput; the long line

A

bottle neck

40
Q

how much a business can make

A

capacity

41
Q

how much the consumer wants

A

demand

42
Q

output/input; how efficiently a company converts inputs into outputs; growth rate=(P1-P2)/P1

A

productivity

43
Q

strategy as design; about being different; developed 5 forces analysis; operations effectiveness isn’t strategy

A

Michael Porter

44
Q

strategy as evolution; more a craft strategy is than a well excited plan; strategies emerge out of firms confrontation with its market and environment; strategy involves both plans and past patterns

A

Henry Mintzberg

45
Q

strategy as revolution; involves forms of creative destruction; companies follow 1 of 3 paths: 1) rule makers 2)rule takers 3)rule breakers

A

Gary Hamel

46
Q

key aspect of capitalism; a company destroys certain industries for others to rise up in relation to Gary Hamel

A

creative destruction

47
Q

challenges: protect intellectual property; evolutionary character; time and cost; two kinds: radical and incremental

A

service innovations

48
Q

creating a service that is perceived as being unique

A

differentiation

49
Q

the unique strengths the firm possesses which can help the firm become successful in the market

A

core competencies

50
Q

technique for forecasting; there are many

A

forecasting model

51
Q

method of forecasting that is focused on personal estimates, opinions, surveys, and opposed to the following which use mathematical calculations

A

qualitative forecasting

52
Q

technique that averages a number of recent actual values; updated as new values become available

A

moving average model

53
Q

a weighted average method based on previous forecast plus a percentage of the forecaset error

A

exponential smoothing model

54
Q

the average absolute forecast error; used to assess forecast accuracy; also used to estimate a tracking signal

A

mean absolute deviation (MAD)

55
Q

the average absolute percentage error; adjust magnitude of data

A

Mean absolute percentage error (MAPE)

56
Q

describe key task in the management of service operations

A

system design and operating decision related to product and service design, capacity planning, process selection, location selection, work mgmt, inventory and supply mgmt, production planning, quality assurance, scheduling, and project mgmt

57
Q

what are the key elements in the evolution of operations

A

smith: division of labor; industrial revolution; taylor: scientific mgmt; ford: mechanization; reaction to the Taylor and Ford quality is an issue; TPS; WWII

58
Q

why is the US economy considered a service economy

A

most of its jobs are in the service industry rather than manufacturing

59
Q

what is mass production

A

factory production of goods at lower cost and high volume; low skilled workers and specialized machinery

60
Q

what are the lessons of the Hawthorne experiments

A

found out that people are more willing to change if they are a part of the change; a sustained change has to be made

61
Q

what was Lewin’s critiques of scientific mgmt

A

demanded human labor

62
Q

what was Deming’s critiques of scientific mgmt

A

didn’t understand variance; too narrow a view; demeaned workers; too much

63
Q

key ideas of the TPS

A

called just-in-time production; lean mgmt; pull system; requirement to eliminate waste and add value

64
Q

what is the central lesson of the 1973 oil crisis

A

that US could not be dependent

65
Q

what are some lessons of the Nickel and Dimed for service operations

A

you make a living working for minimum wage; a lot of work for nothing

66
Q

what is the value of “self service” in a service economy

A

allows customers to be more of a co-producter; allows them to have control; addresses problem of matching supply; hiring less people

67
Q

what are some challenging aspects of managing service operations

A

worker autonomy; labor; declining manufacturing wages=declining service wages bc of mass production, efficiency, and mechanizations

68
Q

apply the concept of a service package

A 
supporting facility
service experience 
explicit services
facilitating goods
implicit services
info
69
Q

attention to facility design, opportunities for co production; concern for customer and employee behavior

A

customer participation

70
Q

opportunities for personal selling; interaction creates customer perceptions of quality

A

simultaneity

71
Q

cannot inventory; opportunity loss of life capacity; need to match supply with demand

A

perishability

72
Q

creative advertising; no patent protection; important of reputation

A

intangibility

73
Q

customer involvement in delivery process results in variability

A

heterogeneity

74
Q

new garage parts; CCBD tracking system; experience repairing cars; clean/layout/comfortable; experience mechanics

A

see village volvo case

75
Q

P2-P1/P1=transaction hours

A

compute productivity

76
Q

why is productivity so important

A

how efficiently a co. converts inputs to outputs

77
Q

what are production suggestions for restoring competitiveness in the us

A

pursue productivity
build commons and the business
rein in self interest

78
Q

established a need for interchangeable parts; specialization of labor, and coordination of task; replacing man with machines; bigger productions

A

industrial revolution

79
Q

a process for reducing cost, improving quality, and increasing customer satisfaction

A

six sigma

80
Q

system that uses minimal amounts of resources to produce a high volume of high quality goods with some variety

A

lean system

81
Q

what you need when, and in amount; to avoid over production

A

pull system

82
Q

output/input; ex: tables waited/hrs

A

partial productivity

83
Q

output/multi-input

A

multifactor

84
Q

value=(results produced) + (process quality) / (price) + (cost of acquired service)

A

back to value

85
Q

moving averages and exponential smoothing are intended to be used on ______

A

stationary time series

P & O MGMT (1 decks)

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