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business y12 > topic 1 operations > Flashcards

topic 1 operations Flashcards

1
Q

operations

A

bus processes in transformation/prod for manufacturing & services sector

manufacturing: turning inputs (raw materials) –>labour & equip –> outputs (semi/finished goods)

services:
* converting inputs (labour, equip) to DELIVER FINAL service

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2
Q

strategic role of operations management

define cost leadership and differentiation

A
  • allocating resources so bus meets customer needs, consider importance of cost leadership & differentiating g/s
  • enhance efficiency, productivity, competitiveness
  • cost leadership (control costs by streamlining processes, reduce waste, optimise resource use) to offer g/s at competitive prices while maintaining profitability
  • differentiation –> comp adv (product quality, innovative features, unique customer experiences)
  • resources (materials, labour, equip) utilised eff to maximise output while minimise waste, time, costs
  • SCM so inputs sourced ethically, delivered on time, PP –> CUSTOMER SATISFACTION
  • flexible & responsive to changes in customer demand, market trends, tech adv –> scale prod, adapt to new prod requirements
  • sustainable eg. reduce carbon footprints, minimise waste, eco-friendly materials –> social & enviro responsibilities –> brand reputation
  • prod decisions involve MFHR for low cost, high quality to market and generate sales to meet goals
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3
Q

strategic

A

long term, broad aims affecting OMFH managers each functions contributes to strategic plan of bus
* lvl affects OMFH > length time

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4
Q

general overarching goal of business is to ….. which is usually done by focusing on 2 important aspects of profit….

A

to maximise profits

  1. revenue/income
    * maximised to bring greatest possible volume of money
    * financial and marketing
  2. costs/expenses
    * minimised to reduce overall lvl
    * not just HR and operations bc all aspects of bus incur costs
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5
Q

profit centres & cost centres

A

profit centre
* aspects of business directly generate revenue & profits (income)

cost centres
* departments of bus dont directly generate incoem but incur costs eg. operations

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6
Q

diff types of costs

A

INPUT
*land, resources, interest on investment, leases on machinery

LABOUR
* full, part, casual emp, subcontractors, recruitment & training, redundancy, overtime

PROCESSING
* electricity, machinery maintenance

INVENTORY
* distribution, storage,

QUALITY MANAGEMENT
* quality planning/training, inspection of goods & PP, remediation via. sales returns

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7
Q

cost leadership

A

aiming to have lowest costs/most price competitive bus in market
* although trading w/ lowest cost, bus need to be profitable –> MINIMISE

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8
Q

balancing betw cost and quality in operations

A
  • standard of materials, labour, speed of equip rises –> product prices ^
  • need decide lvl quality –> lvl costs
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9
Q

product differentiation goods vs services

A
  • services dont exist prior demand

TANGIBLE/PERISHABLE

*goods physical dimension can be stored, touched
* services only exist while being performed but effects may endure after completion

CUSTOMISATION

  • goods standardised usually
  • services customised but may be standardised
  • varied according to needs of customers, produced with a market than prod focus

TIME BETW PRODUCTION & CONSUMPTION

  • length time betw prod of goods and consumption larger
  • prod services & consumption simultaneous

DETERMINE VALUE

  • goods value ascertainied via inpute csts (labour cost, metarials, transformation) + margin (profit)
  • value subjective depends on market, but ^ w/ service provider’s high skill lvls, (edu, exp)
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10
Q

standardisation

A

producing g/s homogeneous/identical
* mass produce items in high volume w/ no variety at low cost per unit
* directly related to cost savings from ecos of scale
* services to ensure consistency of quality

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11
Q

product differentiation ways

A
  1. varying the features of the good
    * goods have basic form w/ sophisticated options available which carry higher price (eg. cereal with fruit)
  2. varying product quality
    * make low quality, affordable model –> ^ quality (higher price), innovation
  3. varying any *augmented features
    * additional benefits usually for electronics/vehicles (build in gps)F
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12
Q

differentiation of services ways

A
  • assess how much emphasis to place on which aspects of services mix to best meet customer needs with cost leadership
    1. varying the amt time spent on a service
  • eg. delivery in a day
  1. varying the lvl expertise of a service
    * more specialised, qualifications, experience
  2. developing self-service options, flexibility
    * customers look for flexibility in when & wherethey access services
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13
Q

cross branding/strategic alliances

A

cross branding marketing strat 2/+ brands collab to promote g/s together
* use reputation, consumer base both to create unique value proposition
* enhance brand visibility, market reach eg. partnerships w/ companies
* products differentiated but not from product itself but extenal factor into mix

strategic alliance formal agreeent betw 2/+ companies to collab & pursue material goals while remaining independent
* not mergers/acquisitions bc allow share resources & markets w/o fully integrating their ops
* joint ventures (create new bus entity share ownership)
* enter new markets, innovation, reduce risks, ecos of scale, diversify revenue streams

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14
Q

operations processes for perishable goods need

A
  • high standards of quality, safety, cleanliness at all stages production
  • very shot prod time and efficient distribution
  • robust packaging and storage processes throughout prod & distribution
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15
Q

what are the operations processes like for non perishable goods?

A
  • durable nature
  • manage all aspects quality (sourcing –> prod & distribution)
  • inventory management strats
  • highly responsive to market demand to minimise waste
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16
Q

intermediate goods

A

multiple transformations for final product
* gone through 1 set of operational processes and become inputs into further processing

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17
Q

what will a business do if it is not large enough to operate each OMFH?

A

perform only 1 or 2 functions most competent and hire services of other businesses to perform other areas

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18
Q

marketing

A

promoting, selling, distributing g/s to consumers by understanding cust needs & pref, create value for them & communicate in way infleunces purchasing decisions
* to connect w/ target market & build LT relations to ^ sales & brand loyalty
* providing g&s at prices market prepared to pay
* highly specialised field looks all aspects buying & selling (eg. psychological)
* maximise sales by analysing why ppl buy, price, product development, promotion & distribution
* product design directly affects operations

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19
Q

market research

A

understand customer needs, market trends, competitors by collecting & analysing data to identify opps & tailor to meet consuemr demands

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20
Q

finance function

A

recording & summarising financial transactions into reports to interpret
* income statements determine amt money bus earned after expenses / balance sheets / budgets for decision making witin & outside bus

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21
Q

human resources function

A
  • employment sourcing (acquiring, developing, maintaining, motivation, separating staff
  • most important resource
  • rely on quality of employees to achieve profit maximisation, growth, increased market share need to recruit and maintain best
  • deal with employees and industrial relations
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22
Q

how globalisation affects operations

A

removal of barriers of trade betw nations, from increasing integration betw national ecos and high transfer of capital, labour, financial resources, tech

  • source of market opp from nations
  • threat when others apply cost leadership and undercut the market to dominate
  • orient practices towards global market to meet needs of global consumers
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23
Q

how tech influences operations

A

tech is the design, construction, application of innovative methods, machinery on op processes.
* tech enables easier communication
* can be integrated with the admin of operations & range of op processes

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24
Q

how quality expectations influence operations

A

quality: how well designed, produced & functional goods are and overall deg of competence services
organised & delivered to meet customer demands
* operations must follow minimum standards
* consumers expect high lvl quality –> adapt processes, resources, strats to meet & exceed standards
* design align with customer expectations for design, functionality, performance. –> use high-quality materials, adv tech, or skilled labor.
* rigorous production processes, with strict adherence to standards and quality control checks. Operations must implement systems like Total Quality Management (TQM) or Lean Manufacturing to ensure consistent product quality.
* fail to meet expectations customer dissatisfaction, brand damage, and lose comp adv

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25
Q

quality expectations with goods vs services

A

GOODS
1. quality of design
* minimise waste, concept, account customer needs & expectations
2. fit for purpose, if easy to use
3. durability
* repaired and maintained easily, warranty claims

SERVICES
1. professionalism of service provider
* cleanliness, layout of facilities
2. reliability of provider
3. lvl customisation
* how well customer needs fulfilled by applied expertise & experience

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26
Q

how cost based competitiion affects operations (define, fixed + variable)

A

cost based competition from determining breakeven pt and applying strats to create cost adv over competitors
* opps for price increase are limited and reduce costs to maximise profits
* fixed costs not dependent on lvl operatning activities (whether inc/dec/maintain output, unchanged
* variable costs change directly w/ output lvls (labour)

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27
Q

how gvt policies influence operations

A

affect bus regulation and management of OMFH
* taxation rates, material handling practices, WHS standards*, industry training requirements, industrial relations

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28
Q

how legal regulation affect operations

A

regulations must be followed otherwise risk penalty
* compliance costs expenses of meeting legal requirements, abiding by laws)

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29
Q

legal regulation relevant laws relating tolabour and environment/public health in transformation process

A
  • WHS using machinery, working conditions giving employees safety training, protective equip
  • fair work and anti discrimination laws
  • enviro protection (minimise pollution)
  • public health (safety standards and fitness for purpose of products)
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30
Q

how enviro sustainability influence operations

A

business ops should shape around practices that consume resources present w/o compromising access for future gens
* rise in climate change need to integrate LT sustainable resource management
* minimise waste, recycling water, glass, paper, metal
* reducing carbon footprint (amt carbon produced enters enviro from op proc)

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31
Q

3 main aspects of enviro sustainability

A
  1. sustainable use of renewable resources
  2. reduce use of non renewable assets
  3. applying precautionary principle
    * when enviro impacts uncertain, bus appraoch way least enviro impact
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32
Q

how CSR affects operations

A

open & accountable bus actions based on respect for ppl, community, enviro by doing more than complying with laws & reg

  • values financial profitability with social responsibility and enviro sustainability
  • manage effects of activities on society/environment to minimsie neg impacts
  • need to understand where and how inputs sourced
  • shapes processes to minimise enviro damage & waste
  • recruitment practices involve diverse employeees, inclusive
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33
Q

triple bottom line

A

financial profitability, social and enviro impact of bus

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34
Q

diff betw legal compliance and ethical responsibility

A

legal compliance require bus to follow laws as standards of behaviour whereas ethical responsibility where bus meets legal obligations and further follows intention of law

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35
Q

ethical responsibility

A

values more than earning max profits, commit beyond expectations to benefit society in present and future
* incur sig costs, lowest necessary compliance costs possible

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36
Q

examples of compliance

A
  1. labour law compliance
    * min wages, working hrs, leave, on-costs, WHS laws
  2. taxation
    * super, taxes on profits
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37
Q

how do business reduce compliance costs

A

structure operations so diff aspects conducted by outside parties
* outsourcing use outside specialists to undertake 1/+ OMFH
* on/offshore, onshore use domestic bus as outsourcing provider, offshore take activities to provider in another country

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38
Q

offshore outsourcing dis/adv (check)

A
  • takes adv regulatory differences betw nations
  • diff compliance requirements allow bus take adv of significant cost savings (lower tax rates, standards of labour, weaker enviro regulations) reduce compliance costs
  • ethical issues, 3rd party cn hide so breaches of compliance in other nations can be passed to contractor operating in its local market w/o legal responsibility for bus outsourcing prod
    • diffs in language, –> delays, errors, misalign expectations, real time comm diff when operating across time zeons for decision making & responsiveness
    • c’s w/ less cybersecurity protections risk sensetive data, diff protect intellectual property if law enforcement weak
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39
Q

how ethical responsibility affects operations

A

businesses go beyond the law and account broader social and enviro concerns

  • manuf ops can have sig international diffs in standards for labour (wages, whs, training)
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40
Q

methodical approach

hwo enviro sustainability affect ops (ethical appraoch to ops)

A

enviro sustainability balance eco and enviro concerns (resource use and degrading air, water, forests)

  • social conscience of responsible bus owners & gvt legislationadopt policies of conservation, recycling, restoration
  • evaluate full enviro effects of ops
  • growing consumer expectation of ‘clean, green and safe’ products, adopt greenhouse reduction measures, develop LT sustainable strats
  • consider establishing enviro management system EMS for methodical approach to enviro impact
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41
Q

how does social responsibility affect ops (ethical approach to ops)

A

bus’ management of social, enviro, political, human consequences of actions

  • expand business
  • provide for greater good of society
    simultaneously, customers stop buying if learn emp exploited, polluting enviro directly/in via contracting out prod)
  • customers reward by purchasing more prodcts
  • costs money ST but LT enable marketing opps that communicate bus’ virtues driven by social & enviro goals
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42
Q

Internatioanl Labour Organisation (for ethical responsibility)

A

articulates labour standards to workplaces and employee rights (working women, maternity protection, safe work conditions)
* nations expected to pass laws consistent with international labour standards

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43
Q

what are inputs and common direct inputs?

A

resources used in the transofrmation (prod) process, some owned others provided by suppliers

  • labour
  • energy
  • raw materials
  • capital equip (machinery, tech)
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44
Q

labour’s role as a common direct input in the ops process

A

mental & physical human effort. * areas of sourcing and supply chain
* maintenance for machinery
* inventory management and control
* wuality processes
* logistics & districution
* production

closely aligned to all apsects of bus ops

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45
Q

energy as a common direct input in ops process

A

in form of electricity/fuel converted into heat, light, sound

  • to bring inputs to bus, transform and distribute to consumer markets
  • value adding directly prop to amt energy expended
  • recently bus implement energy saving measures to reduce costs and GH emissions to pursue alternative energy sources
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46
Q

raw materials

A
  • for manufactured goods: wood, unprocessed agricultural produce, natural resources (minerals, fossil fuels, water)
  • sourced through the supply chain, bus determine volume required against lvl demand for partly/finished goods
  • sometimes partly processed/intermediate materials as inputs eg. cotton –> cloth
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47
Q

machinery and tech as common direct inputs in ops process

A
  • enable transofmration processes
  • machinery processes raw materials, design, make products
  • integrate with tech to perform complex tasks quick
  • capital-labour substitution machinery & tech replace workers but period retraining to acquire skills to use new tech
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48
Q

transformed resources

A

inputs converted in ops process
* materials
* info
* customers

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49
Q

materials as transfromed resources

A

basic elements used in PP with 2 types
raw materials
* essential substances in unprocessed, natural state from mines, forests, oceans, recycled waste

intermediate goods
* unfinished goods undergo further processing
* already transformed but still inputs

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50
Q

info as transfroemd resource

A

knowledge gained from research, investigation for increased understanding
* value relies on ability to influence behaviour/decision making
* come from INTERNAL/EXTERNAL sources
* transformed resource when used to be understood/analysed > compiledex

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51
Q

external vs internal info

A

internal info
* comes from w/n bus & gathered from internal sources (financial reports & key performance indicatoRS KPI eg. inventory turnover rates)
* customer feedback via analysis of warranty data/social media
* acts as transformed resource when informs and improves process

external info
* info from market, industry stats, ABS
* useful to integrate relevant info into ops process eg. info on new tech influence which machinery purchased and way applied

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52
Q

customers as a transformed process

customer orientation

A
  • transformed when choices shape inputs
  • their interaction, feedback, or involvement directly contributes to shaping improving products or operations, undergo changes themselves and add value to the business
  • consumer orientation: takes preferences and interests of consumers as starting pt to PP, acts as input and preferences as transformed resource
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53
Q

customer orientation

A
  • needs, preferences, satisfaction of customers prioritized in every aspect of decision-making & operations.
  • aligning the company’s g&s, marketing strats, & customer service to delivering value and meeting customer expectations
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54
Q

what should be implemented to track changing consumer preferences?

A
  • implement customer relationship management CRM program: systems to maintain customer contact (customer service, competitiveness, identify changes in consumer tastes)
  • improves services, reduce prod costs, customer feedback mroe responsive to preferences
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55
Q

transforming resources + 2 main

A
  • inputs that carry out transformation process, enable change and value adding
  • act on other resources ( transformed resources) to produce the g/s
    1. human resources
    2. facilities
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56
Q

HR as a transforming resource

A
  • capable workers higher productivity to ops
  • determine success in transformation & value adding
  • apply their labor, skills, and knowledge to drive processes, manage operations, create value
  • emp who coordinate resources (machinery, raw materials, finance to produce g&s
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57
Q

strats to achieve objs with HR as transforming resource and what will they all achieve

A
  • improve skills via training & development
  • set perf objs for ind staff
  • adhere to WHS standards (morale, productivity, accidents)
  • flexible work practices
  • open communication & motivation

maximise operational efficiency, bus performance and capacity to achive objs

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58
Q

facilities as a transforming resource

A

plant (factory/office) and machinery used in ops processes
* whether located in 1/2 large sites/ divide among many smaller sites
* zoning on facilities’ size & location
* arrange machinery, equip and ppl w/n facility
* turning raw materials, or information into final g/s
* plant & machinery selection affects capacity to transform. facilities integrated modern tech and promote (well designed) positive workplace culture for staff –> productivity

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59
Q

transformation for services

A

transform inputs into intangible products (service effects can be felt) rely on interaction w/ customer
* labour-intensive processes as staff are integral
* service provider applies time, skill, exp assist consumers to improve QOL

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60
Q

influence of volume in transfrmation

A

how much of a product is made
* volume flexibility: hwo quick transformation process can adjust to inc/decrease demand
* responsiveness to manage lead times (time takes to fulfil order from moment made
* if cant quickly adjust to market demand, overproduce –> waste, ^ inventory costs
* cannot quickly fulfil –> lost sales, competing bus

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61
Q

mix flexibility

influence of variety in transformation process

A

mix flexibility mix of products made/services delivered via info process
* consumers know as product range/choice
* greater variety, more ops process needs to allow variation

62
Q

influence of variation in demand in trans process (increase/decrease demand)

A

^demand problematic:
* suppliers cant deliver quick enough
* labour not agile, skilled, available in adequate nos.
* machinery cant adjust to ^ requirements (not capable/unreliable)
* ^energy requirements not accessible

decrease demand need operational flexibility
* staff nos. may be reduced
* prod slowed
* contract suppliers insist orders filled despite unnecessary

63
Q

anticipating demand as an influence of variation in demand for trans process

A

forecast demand to make adjustments
* seasonal factors cause predictable variations in demand

64
Q

influence of visibility (customer contact) on trans process
in/direct

A

aka feedback direct affect as customers and preferences shape prod decisions. to maximise sales

direct customer contact

  • cust feedback via surveys, interviews, warranty claims and verbal

indirect customer contact

  • feedback from reviewing sales data for indication of cus preferences/market share by observing consumer reviews
65
Q

sequencing and scheduling in trans process + 2 SCHEDULING tools

A
  • structuring and ordering trans proc.

sequencing: order of activities in operations process

scheduling: length of time activities take w/n ops proc
* 2 scheduling tools (gantt charts & critical path analysis CPA

66
Q

gantt chart

A

visual project schedule outlines activities need to be performed in order of occurrence and how long each activity expected to take
* for processes w/ several steps and many diff activities to perf
* for scheduling simple routine tasks or complex projects (schedule work activities of 1 emp/team)
* illustration of when tasks should start & finsih, track progress & meet deadlines.
* tasks are horizontal bars, length is time required to complete task
* timeline across top (days, weeks, months,) show when each tasks start & end.
* Arrows between tasks show dependencies (which tasks must be completed before others can begin)

67
Q

2 main adv of using Gantt charts

A
  1. forces manager to plan steps to complete task and specifies time required for each task
  2. easy to monitor actual progress against planned activities
68
Q

critical path analysis CPA

A

scheduling method shows what tasks need to be done, how long each takes, order to complete
* some tasks perf simultaneously if not dependent on each other (concurrent tasks)
* to identify the sequence of tasks that must be completed for a project to finish on time.
* help determine critical path: longest path of tasks that, if delayed, would delay entire project.
* Tasks on the critical path have zero float- any delay in these tasks directly impacts the project completion date.
* Float: The amt time a task can be delayed without delaying project.
*

69
Q

3 benefits
of Critical path analysis CPA

A

scheduling allows manager to identify what needs to be done and timing of tasks
* info to see order of activities and which tasks can be done simultaneously
* scheduling gives direction and organisation to op proc, coordination

70
Q

business tech for manuf and services sector and why its important for modern businesses

A

use machinery & systems to undertake transformation process effectively and efficiently

  • acquire up-to-date tech to compete
  • for manufacturing sector, used to speed up processes and completely utilise raw materials (cost-effective)
  • services sector communications tech enable whole markets open up and allow SMEs to trade globally
  • scissors low-tech whereas pc hi-tech
71
Q

costs of using tech in op processes

A
  • high costs, business decide whether to purchase/lease (leasing more common cheaper as lease payments are** tax deductible,** allows to save money and spend elsewhere.
  • other costs displacement of workers but if not, costs of re/training to upgrade skills
  • time lose adapting to new work techniques
72
Q

office technology

A

developments create opp for ppl do more work in less time, ^ range of tasks completed
* office workers can work greater distance from office
* ppl telecommute (travel to work electronically, home or another location becomes worksite and work deliviered via internet) and work from home

73
Q

3 manufacturing tech

A
  1. robotics
    * highly specialised forms of tech capable of complex tasks
    * engineering and specialised research, assembly lines with programmable machines
    * shape transformation process to achieve high standard quality consistently, minimise waste
  2. computer aided design (CAD)
    * computerised design tool to design products in 3D diagrams from series of input data to view from multiple angles
    * range bus sizes & types
    * assists designer to visualise product
    * cost of project quantified but if too high/design too limited, input data can be altered
    * easy to customise options that meet client needs
    * designs sequence of steps need to take to create good in shortest possible lead time using least amt material
  3. computer aided manufacturing CAM
    * use pc systems & software to control & automate manuf process
    * enhance accuracy, reduce errors, speeds up prod by ensure machines follow design specifications
    * flexible production w/ customised products
    * calculate quantity of each inuput resource would be required in production
    * can store historic purchasing records for decision making
74
Q

task design

A

classifying job activities to make easier for employee to successfully perform and complete task

  • **define, organise, structure ind tasks within job to ^ efficiency, productivity, emp satisfaction
  • determine activities to carry out, skills to complete, resources need, sequence tasks performed**
  • overlaps employment relations functions of (job analysis, job description & person specification)
  • group skills and competencies to help staff recruitment
  • employee screened against skills and competencies to ensure match
  • analyse task to complete more efficiently, inolving job analysis determing who does what and why
75
Q

5 steps of task design process

A
  1. define what needs to be done
  2. analyse job into specific duties
  3. determine difficulty and allocate time
  4. match tasks to awards eg. $30/hr 1st year licensed electrician
  5. articulate types skills/exp, qualifications to complete task
76
Q

skills audit during task design

A
  • if business has staff but no skills for circumstances
  • formal process to determine present lvl organisational skills (shortfalls) need to be addressed through recruitment/training & development
  • assess current skills, knowledge of employees, identify strengths & weaknesses, skills gaps for perf & growth
77
Q

process layout in the transformation process, include workplace layout options

A
  • process layout
  • product layout
  • fixed position layout
  • arrange machines and group equip together by function/process they perform
78
Q

define process production

A
  • process production deals with high variety, low volume production(??)
  • standardised & produced in continuous, large scale quantities (homogenous w/ consistent output)
  • for efficiency producingl arge volumes so diff switch betw diff products
79
Q

what is process layout for intermittent production in the transofmration process

A
  • goods produced in small batches/customised orders than in continuous flow ( like process prod)
  • process layout for intermittent prod is arrange resources (ppl, machine) based on function/sequence than product
  • when diff types products/variations to produce for flexibility in PP
  • layout for producing smaller volumes of customised products
  • since process not standardised, materials may move from diff departments non-linear way
    eg. produce custome furniture
  • each good diff sequence of production and steps are intermittent (move from one department to another)
  • for SMEs
  • service bus use to handle customers w/ diff needs
  • create work teams to create combo of machinery & equip to produce product/range of similar products
80
Q

prduct layout from process layout (define product/mass production and product layout)

A

product/mass production manufacture high volume of goods w/ consistent quality
* assembly line common, achieves best combo of personnel & machine use (assembly line balancing)

  • aka product layout equip arrangement where equip, machinery, workstations org in linear sequence for steps in PP sequence of operations as work flows from station to station
  • each station performs specific task (specialise)
  • for high-volume, standardised PP
81
Q

fixed position layout from process layout (define project production and fixed position layout)

A

project production deals with layout requirements for large-scale, bulky activities eg. construction of bridges, ships, aricraft/buildings
* more efficient to bring materials to site
* workers and equip come to one work area

fixed position layout where a product remains in one location due to weight/bulk

82
Q

office layout in process layout

A

enable work performed efficiently w/ minimal unnecessary disruption & timw wasted in safe office enviro

  • organised around discrete workstations (desk areas for office workers w/ pc, keyboard, telephone, close access to printer)
  • tailored to bus needs
  • for manuf bus, informal, overlook factory floor for managers to supervise from desk
  • allow smooth workflow, provide space for employees to take break from work enviro
83
Q

monitoring infleuncing op processes

A

measure actual perf against planned perf
* measure all aspects of operations
* arranged to measure KPIs (predetermined variables measured so control for op proc can be made)
* monitoring KPIs assess perf against target lvl perf

84
Q

control influence op processes

A

when KPIs assessed against predetermined targets & corrective action if required
* compares what intended to happen w/ what occurred
* discrepancy betw perf & goals, corrective action for improvement
* strict controls over transf processes by setting challangeing but reasonable perf targets
* perf assessed regularly to indicate problems and take corrective actions
* changes to trans process eg. redesigning facilities layout/adjust lvl tech to correct problem usually quality

85
Q

improvement influence op process

A

systematic reduction of inefficiencies & wastage, poor work processes & eliminating bottlenecks (trans process slows down processing speed/impediment slows down throughput, reduce efficiency of system)
* time, process flows, quality, cost, efficiency
* continuous improvement involves ongoing commitment to acheive perfection

86
Q

outputs as an operations process + subtle outputs

A
  • outputs are result of bus efforts as final g/s provided to consumer
  • outputs must be responsive to customer demands
  • subte outputs eg. customer service ( how well bus meets & exceeds expectations of customers in all aspects of ops), warranties (bus promise to correct defects in g/s)
87
Q

customer service as outputs in operations process

A
  • if custoemr expresses dissatisfaction w/ good (defects, not meeting quality expectations), lead/wait times too long, returns, warrantly claim, op process needs review
  • ensure correct g/s provided at right place right time
  • can charge higher price, grow faster than comp, increase market share & profits
  • to maintain existing & attract new customers, need to communicate w/
  • attitude adopted by all employees, key to develop LT customer relationships
88
Q

warranties as subtle outputs in ops process

A

promise made by bus to correct defects in g/s deliver
* assess effectiveness of op processes by measuring no. warranty claims
* made against goods with defects arising from transformation issues, indicates problems in processing
* expensive rectification costs, need to trace source of fault and rectify
* for services, customers can cancel/refund unused portions service contracts to compensate for reduced value if major failure

89
Q

performanbce objectives

A

goals relate to particular aspects of trans processes so bus more efficient, productive, profitable
* est standards to evaluate perf of ops & improve aspects of ops function
* each help develop comp edge
* strats need to achieve 1/+ perf objectives (6 main perf objectives
* each objective expressed as a KPI,
* allocate resources to target objective/s for profitability

90
Q

CCDFQS

6 main performance objectives that can be allocated to particular KPIs (key perf indicators)

A

1. cost
2. customisation
3. dependability
4. flexibility
5. quality
6. speed

  • all allocated goals measured against achieved targets, allocate resources for profitability
91
Q

quality and quality as performance objectives

A

often determined by consumer expectations to shape production standards
* develops comp edge by making better products
* most important
* monitered at diff stages PP (quality of inputs, of processes, of outputs)

  1. quality of design
  2. quality of conformance
  3. quality of service
92
Q

if bus achieving quality in its production of output, it will benefit by

A
  • attracting customers
  • custoemr loyalty & repeat bus
  • save costs (fewer complaints to resolve, fewer mistakes so less resources wasted)
  • positive impacts on perf objs: speed, dependability, cost
93
Q

quality of design

A

understanding consumers & preferences
* how well good made/service delivered
* design begins before product creation, determining inputs, how trans proc arranged
* higher price bc quality inputs add cost

high quality design uses:
* highest quality inputs used in manufacturing
* presentation
* highly functional
* robust, long lasting

94
Q

quality of conformance

A

how well product meets desired standard/specifications of its design which dont require high quality inputs**
* measure how consistently products achieve (effectiveness of transformation processes compliance with desired specifications regardless of standards of specifications eg. cheap toy low quality design but meets low quality design specifications so high standard of conformance

95
Q

quality of service

A

quality of design and quality of conformance can be applied to design and delivery of services
* quality refers to how reliable & timely (responsive delivery) custoemr service is, how well meet customer needs

96
Q

speed as a performance objective

A

time takes for PPs to respond to changes in demand
* changes in input lvl
* satisfy customer demand as quick as possible (reduce waiting, shorter lead and processing times)
* fewer procedural & technical bottlenecks, smooth internal communication
(procedural bottlneck occurs when internal processes ensuring smooth operations not followed)
* can charge higher processes
* boost perf in dependability & cost

97
Q

dependability (or reliability) for goods or services as a performance objective

A

how consistent & reliable bus’ products are
GOODS:
* how robust item is before it fails
* can measure via warranty claims
* highly durable often dependable
* perishable goods also if consistent and predictable standard

SERVICES
* consistency of service standards and reliability
* measure w/ no. complaints, (less = service more dependable)

98
Q

business who are dependable will enjoy (perf objs)

A
  • repeat customers (esp if bus supply g&s to other bus’ (supplier) relationships LT & one of main considerations)
  • save costs
99
Q

including services

flexibility (or adaptability) as a performance objective (4 ways) 4 types of flexibility

A

how quickly op processes can adjust to changes in market

  • faster processing time, likelier processes can adjust quickly (meet broader range of consumer requirements)
  • best using plant & machinery to ^ capacity of production
  • buy new tech to ^ flexibility & capacity
  • change prod design (create broader variety)
  • for services ^ no. service providers, skill lvl
  • improves other perf objs (speed-respond quick to changes in demand), cost (quick response to decreases in demand to avoid inefficient input use) & opps to ^ revenue
  1. product flexibility (change products offered)
  2. mix flexibility (offer wide variety choice in its mix of products
  3. volume flexibility (able quickly change volume products produces)
  4. delivery flexibility (able chanage delivery times of its products)
100
Q

customisation as a performance objective (define mass customisation)

A

create individualised products to meet specific needs of customers

  • customer orientation to ops means over time bus orient processes towards customisation
  • greater choice now **but **standardisation of prod most widely used
  • variations in features of goods eg. colour, size, functionality offer some lvl differentiation
  • services often customised but sometimes standardised (fast food)
  • visibility/custoemr contact indicator of deg of customisation (higher visibility, greater deg customisation)
  • more able to change products to meet customer demands/^ variety products offered, likelier product meet customer needs (product & mix flexibility)
  • mass customisation principle: create standard, mass produced item, modified to specific customer requirements (integrate standardisation w/ customisation)
  • full customisation rare only offered when g/s created after order of specified requirements made, sig higher costs than producing standardised products
  • only bus w/ product easily adapted tend to customise unless customised appraoch to all produces eg niche markets.
101
Q

cost as a performance indicator

A

minimise expenses so operations processes conducted as cheap as possible
* costs incurred often determine product selling price
* acquire new capital equip, use inputs efficiently, minimise waste and strats to reduce waste (allocate resources) ** resduce prod costs
* finding cheaper suppliers, manage inventory more efficienclty & finding cheaper distribution methods

102
Q

new product design and development as an operations strategy 2 approaches

A
  • design, develop, launch, sale of new products enable bus growth and comp adv
    1. specific appraoch: consumer preferences (identified by market research) determine which products designed & developed
    2. innovations in tech for new products made using adv techniques gving products greater functionality
103
Q
  • quality, supply chain management, output capacity, cost affecting operations managers during product design & development, why they’re important
A
  • requires consider quality, supply chain management, output capacity, cost THROUGHOUT D&D process
  • quality: market orientated production, customers demand certain quality, attributes, features
  • supply chain management: new product from suppliers may extend range & timing/volume of of supplies. new product impacts capacity and may ^ use/range of present resources/investment in new capital equip
  • cost determined through quantity & typeo f inputs, time, energy in processing
  • value directly related to cost & customer’s perception of product utility
104
Q

product utility

A

usefulness & value that product has from consumer’s POV

105
Q

service design and development as an operations strategy

A
  • customised in nature, takes position of customer as starting pt in design process
  • some services have limited interaction w customers and largely standardised
  • must consider whether the bus provide explicit service, anticipate what implicit service will be and what goods required w/ delivery of service, then determine cost
106
Q

explicit service vs implicit service and why they’re important

A

tangible, observable, measurable features of service custoemrs can directly assess (application of time, expertise, skill, effort eg. quality of food in restaurant, clean hotel room, time to process bank transaction)

intangible, emotional, psychological aspects of service experience, benefits customers gain (often subconsciously) from service provider) eg. security when using reputable FI, friendliness/attentiveness of restaurant staff

  • both need to be addressed during design to meet customer needs, know they’re specifically catered for for implicit satisfaction
107
Q

supply chain management SCM

A

integrating & managing flow of supplies throughout inputs, transf processes (throughput & value adding) & outputs to best meet needs of customers
coordinate & manage activities in sourcing, transofrming, delivering g&s from suppliers to customers,
* integrate & oversee flow of materials, info, finances as product moves from suppliers to customer
* since supply chain influenced by what’s sold & returned, involves sourcing (supply side) and logistics & distribution
* includes:
* PPs,
* suppleirs of raw materials,
* energy,
* labour,
* distribution,
* domestic & global sources
* top down systems appraoch analysis to create strats for SCM

108
Q

3 key aspects to supply chain management

A
  1. **logistics
  2. e-commerce
  3. global sourcing**
109
Q

logistics from supply chain management SCM

A

distribution but also includes
* transportation
* use of storage, warehousing, distribution centres
* handling materials & packaging

110
Q

distribution from logistics (SCM)

A

methods delivering g&s to customer
* diff forms physical distribution

111
Q

transportation & distribution as part of logistics (Scm)

A

physical movement of inventories eg. truck, aeroplane, ship
* type of good & cost of transport determines mode selected
* nature of goods only transported by certain modes whereas others variety choices

112
Q

storeage, as part of logistics (SCM)

A

storage: finding securep lace to hold stock until required
* necessary when there are many sales outlets, demand variable, needs responsive supply chain
* LT/ST, goods may have characteristics necessitate specific storage requirements ( eg perishable goods need cold storage to ^ shelf life)
* does not always require warehouses

113
Q

warehousing as part of logistics (SCM) & costs & how to minimise

A

use facility for storage, protecting, distributing stock
hold inventories
costs:
* premises
* carrying excess (unsold) stock

assess location to lower lead times and avoid stock shortages

114
Q

distribution centres DCs as logistics (SCM)

A
  • not intended for LT storage (unlike warehouse)
  • strategically located to minimise time to supply stock to retail outlets
  • balance cost with time saved in logistics
  • main purpose ST storage, handling & wholesale distribution of goods
  • easy access to major road netowkr
  • can consolidate local operations & centralise for operation efficiencies & cost savings
115
Q

material handling & packaging for logistics (SCM)

A

movement and storage of goods, apply standards & methods of operating
* some products require certain skills, care, attention when moved (eg. glassware, dangeorous chemcials hazards)

116
Q

e-commerce for supply chain management

A

buying & selling g&S via invernet
* sourcing, customer orders received electronically
* distribution from bus to consumer must be quick, efficient, secure

  1. business** sourcing** (e-procurement)
  2. e-commerce and consumer
117
Q

business sourcing uner e-commerce (e-procurement). business-to-business arrangement (B2B)

A

supply chain managed through electronic ordering

  • e-procurement__ use online systems to manage supply, suppliers direct access to bus supply lvl
  • stock falls to pre-determined pt and replaced w/o formal request from buyer (B2B arrangement direct access from supplier to buyer allowing bus to assess needs of buyer and meet in timely maner)
  • B2B common in manufacturing
118
Q

e-commerce and the consumer

A
  • can sell directly to consumers in B2C (business to consumer) transactions (selling over internet usually w/ credit card payment)
  • must manage supplies affected by diversity of ordering options
  • manage stock lvls well and exchange info frequently so accurate stock lvls
119
Q

sourcing in SCM

A

sourcing: purchasing inputs for trans process from range of suppliers

when choosing supplier, need to

  • assess consumer demand so know** volume inputs required**
  • determine quality of inputs matching quality products delivering to market
  • assess how flexible/responsive/ timely supplier is when demand changes
  • evaliate cost of inputs from supplier against other suppliers offeringsimilar quality
120
Q

how global sourcing impacts SCM, adv & disadv

A

acquiring supplies/services w/o being constrained by location, having suppliers best meet sourcing requirements
* cost and expertise, access to new tech & resources

  • possible relocation of op process, ^ cost of logistics, storage & distribution, managing regulatory conditions betw nations, ^ complexity of op when sourcing from diverse locations
121
Q

outsourcing

A

using external providers to perform business activities

  • when service performed, external provider specialising in OMFH will do at lower cost and greater effectiveness

OPERATIONS
* manufacturing, value adding, design, sourcing, distribution & logistics

HR
* employee remuneration, training & development

FINANCE AND ACCOUNTING
KNOWLEDGE
* marketing strat, public relations, decision making

122
Q

2 forms of outsourcing

A
  1. captive/in house (DIY)
  2. non-captive (outsourced to 3rd partiies via market), external providers
123
Q

deciding to outsource

A
  • if outsourcing cheaper & more efficient than performing work inhouse
  • favourable geographic location
  • outsourcing contract (length),
  • KPIs and service lvls required
124
Q

SFJB

4 outsourcing options

A
  1. create shared services centres SSC
  • inhouse outsourcing
  1. ‘fee-for’service’ arrangement
  • low risk ST strat engaging w/ supplier for fixed services at predetermined price
  • can test outsourcing market prior making change
  1. joint ventures
  • outsourced services provider free to outsource to other bus in same industry
  1. ‘build-operate(relocate services to new offshore location)-transafer’ approach
  • offshore outsourcing
  • constracting w/ external orgs
  • constracts detail agreed lvls of service against predetermined KPIs
125
Q

SCSCS

advantages of outsourcing

A
  1. simplification
  • reduce no. activities perf w/n bus
  1. efficiency & cost savings
  • access cheaper, skilled labour in offshore locations –> cost savings
  1. access skills/resources bus lacking
  • outsourcing to nation access highly skilled labour at low cost (dont spend money on training & developing labour resources)
  1. focus on core business activities
  • what it cant oursource eg. vision, sustainable adv via innovation
  1. strategic benefits
  • avoid trade barriers (that prevent foreign companies from trading)
  • trade in diff time zones, conduct op during day and have processing work done overnight by outsourcing vendor
  • partnerships betw outsourcing vendor cann suggest innovative solutions, ^ productivity over time
126
Q

disadv of outsourcing

A
  1. cost vs benefits
  • how long to repay cost of organising outsourcing & make organisational changes, may take 2/3 yrs despite cost savings
  • need to reduce internal inefficiencies to be productive w/o outsourcing
  1. language communication
    * relationship w/ vendor usually lasts 3-5 years may lead to confusion of expectations
    * often across 2/+ regions, language diff, way bus problems managed eg. what KPI measures are acceptable
  2. loss of corporate memory & vulnerability
    * reliance on outsourcing provider
    * knowledge of processes & solutions can be lost transferring bus processes to outside parties
    * some create ‘shadow teams’ to retain corp knowledge and processing capability
127
Q

bleeding edge tech

A

tech so new it has greater deg of risk in unreliability for those adopting it

128
Q

leading edge tech as operations strat

A

tech most advanced/innovative at PIT

  • create products quiker and achieve higher standards w/ less waste
  • created by processes and thinking - inventive inputs created, new products made will change markets
129
Q

established tech as an operations strat

A

tech already developed & widely used & accepted

  • functionally sound and establish basic standards in productivity & speed
  • IT for admin, logistics, demand analysis & distribution
130
Q

inventory/stock

A
  • quantity of raw materials,
  • work in progress &
  • finished goods that
    bus has on hand at PIT
131
Q

advantages of holding stock

A
  1. consumer demand can be met when stock available, prevent consuemr from buying competitor’s (risk reduction strat)
  2. if paricular line of goods runs out, can offer alternative –> generate income instead of losing sales
  3. reduce lead times betw order & delivery
  4. opp to generate immediate revenue, hard to generate from partially transformed inputs
  5. stock is asset
  6. making goods in bulk can reduce costs (ecos of scale purchasing discounted inputs)
132
Q

disadv of holding stock

A
  • many bus hold as little stock possible ‘make-to-order’
    1. invested capital, labour, energy cannot be used elsewhere (used to create stock)
    2. obsolescence if stock remains unsold for extended PIT
133
Q

main inventory valuation techniques to calculate value of remaining stock (if price of goods changes during accounting period)

A
  1. last in first out LIFO
  • method of pricing inventory assuming last goods purchased are also first goods sold, hence cost of each unit sold is last cost recorded
  • prices used to calculate cost of sales (gross profit) more recent, reflect economic value more
  • but when prices fall, overstates profits & maximises taxes
  • overstate cost and understate gross profit when cost of purchased goods rises over time
    2. first in first out FIFO
  • method pricing inventory assuming 1st goods purchased also 1st goods sold hence cost of each unit sold is 1st cost recorded
  • stocks can be understated and profits overstated, stocks at end of period may be overvalued

neither are better than other
* during periods of price changes, 2 bus performing equally well may report differing profit lvls depending on inventory valuation method used
* large impact on gross profit
* affects calculation of unsold stock too

134
Q

just in time inventory management (method lean - emphasise low cost businesses apply, make to order)

A

inventory management approach ensures exact amt material inputs arrive only as needed in op process

  • overcome problem of end of period stock valuation
  • bus make only enough products to meet demand
  • retailers can display wider range products, store less and more responsive to consumer demand
  • saves money, no expensive holding & insurance costs, minimise obselescence
  • needs responsive operations function w/ flexibile processing, quick response to changes in market demand and reliable supplier deliveries
  • method managing flow and storage of stock, not inventory valuation technique (can use LIFO/FIFO also applying JIT method)
135
Q

quality management + 3 common contemporary approaches to quality

A

processes bus undertakes to ensure consistency, reliability,, safety, fitness of purpose of product

  1. quality control (inspection, measurement, intervention)
  2. quality assurance (apply international quality standards)
  3. quality improvement (TQM and continuous improvement)
136
Q

quality control

A

reduce problems & defects in product by using inspections at various pts in PP

  • defined quality standards broadly applied across products & processes
  • tests designed to assess quality against standards
  • set predetermined quality targets and failure to meet need assessment & corrective action which caused standards fall below expectation
  • reactive approach need to balance against proatcive approach to encourage continuous improvement
    & labour trained to apply quality standards throughout working processes
  • inspecitions of all/part of total volume of production
  • attribute inspection ‘okay’/’defective’
  • for services, inspect emp perf
137
Q

quality assurance

A

using system to ensureset standards achieved in production by taking series of measurements standards

  • proatcive approach to quality, emphasise quality in design of product providing lvl assurance to buyers
  • ‘fitness for purpose’ how well product does what’s designed to do
  • achieve ‘right first time’ so products dont need rework (wastes time, energy, resources)
  • meet accepted international standards International Organisation for Standardisation IOS enhance domestic & international competitiveness
138
Q

quality improvement

A

continuous improvement: ongoing commitment to improve bus’ g/s
* staff encouraged to demonstrate initiative and suggest areas to make changes so all processes enhanced simultaneously all responsible

139
Q

6 sigma

A

measurement based approach to achieve near perfection in op proc by eliminating defects
* identify & remove causes of problems in op process
* typical quality management methods eg. statistical tools to measure variations in op process, empower staff & training, commit to improve quality through whole bus and continuous improvement
* special team given 6 sigma training to coordinate others to improve quality

140
Q

overcoming resistance to change as op strat (sources of resistance, external & internal changes)

A

must adapt to external change sometimes need sig internal realignment
* resistance from 1. financial 2. emotional sources within bus
* managers need to understandwhy change resisted and strat to overcome

external changes caused by legislation, economy, societal expectations, new tech

internal changes from staff initiative, use available tech and innovating g/s

141
Q

financial costs leading to resistance to change

A
  1. purchasing new equip
  2. redundancies
  3. retraining employess
  4. structural reorg of bus (change plant layout)
  5. purchasing new requip
    * machinery, tech capital costs which are high and ultimately adds value in trans processes
    * market advantages eg. achieve op goals such as
    * improvec processing flexibility & speed –> reduce lead times
    * reduced waste and loss from equip failure
    * assess cost of purchasing against leasing new equip & tech
    * leasing dont require high upfront payment but more expensive as ongoing operational cost
142
Q

why purchasing new equip adds resistance

A
  • machinery, tech capital costs which are high and ultimately adds value in trans processes
  • market advantages eg. achieve op goals such as
  • improvec processing flexibility & speed –> reduce lead times
  • reduced waste and loss from equip failure
  • assess cost of purchasing against leasing new equip & tech
  • leasing dont require high upfront payment but more expensive as ongoing operational cost
143
Q

redundancy payments adding to resistance

A

redundancy loss of work arising from job skills no longer exists due to tech changes, org restructure/merger/acquisition so employee loses job
* seek jobs elsewhere in same industry/retrain to have relevant job skills in diff industries
* substantial bc cumulation of payments high
* capital (machinery & tech) replaced labour
* high cause value of payout depends on
1. length time employee w/ bus (entitled to minimum payouts)
2. worker’s wage/salary
3. amt unused leave employee accured (annual leave, long service leave)
4. wages employee owed

144
Q

retraining adding resistance

A
  • cost arises form change causing reorg of bus internal hierarchy/acquire tech
  • emp acquire diff work skills through training
  • purchase tech often requires training on/off job
  • benefits of tech cant realise w/o expenditure on training & development
145
Q

how reorg plant layout adds resistance to change

A

facilities where machinery organised around needs of goods and transf proc required to produce

  • re-engineering systems require extensive reorg of layout w/n facility
  • add costs when transferring from old to new machinery
  • losses in productivity as staff orient themselves with changed systems
146
Q

intertia as source of resistance to change

A

psychological resistance to change

  • uncertainty, fear unknown when change imminent resist
  • threaten job prospects, lose career opp, new tech & eqip
147
Q

global factors as an op strategy

A

opp when assessing op strats , comprehensively examine globalisation impact on opstrats

  • global sourcing
  • ecos of scale
  • scanning & learning
  • R&D
148
Q

global sourcing as a global op strategy

A

as op strat, undertake decisions to achieve cost advantages, obtain benefits from outsourcing

  • expose to global market based on cost, efficiency, productivity, able to operate more hours of day
  • remain comp, forced to find ways to reduce prod costs and improvce g/s
  • find suppliers w/ lower prices, higher quality products, adv tech
  • financial and contractual complexities
  • risk of ER fluctuations
  • language & cultural variations, regulatory differences from poorly negotiated service lvl agreemenets SLAs (lvl service expected by customer from supplier)
149
Q

ecos of scale as global op strat

A

cost advantagses from increasing size/scale of production
* lower per unit input costs
* global when bus responds to ^ in demand and volume
* expand into global markets need to source global as strategic decision
* as scale prod increase, costs per unit falls, profitability
* can arise in marketing (branding & advertising saveing costs of duplication, homogenised) for TNCs
* HR by applying training & dev

150
Q

scanning & learning as global op strat

A

scanning global enviro. identify and learn from global bus practices
* Japanese bus industrial success kaizen emphasise quality, continuous improvement
* learn from staff and managers who worked in other bus, sometimes internationally
* diversity of exp helps bus learn how to develop flexibility & insight

151
Q

what is R&D as global op strat

A

proactive companies allocate resources to this to create leading edge tech and innovative products & solutions better meet needs of consumers

  • identify what consumers want, create products meeting needs
  • aus gvt encourages, bus support through tax concessions
  • innovation, quality, comp adv

business y12 (6 decks)

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