Topic 4: Operational Management Flashcards

1
Q

What are the key operational objectives

A
  • flexibility
  • Quality
  • Speed of response
  • Environmental
  • Cost
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2
Q

What is productivity

A
  • labour productivity is a measure of efficiency
  • measures output in relation to labour inputs
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3
Q

What is efficiency concerned with

A
  • producing as quickly as possible
  • wasting the least amount of materials
  • using lowest amount of energy
  • causing lowest possible pollution
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4
Q

Why is the labour productivity important?

A
  • Labour costs are significant part of total costs
  • To remain competitive, a business needs to keep its unit costs down
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5
Q

Why is a valuable to set clear operational objectives?

A
  • Help coordination between functional areas
  • Performance can be reviewed and assessed
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6
Q

What are the calculations in operational performance?

A
  • Labour productivity
  • Unit costs
  • capacity and capacity utilisation
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7
Q

What influences labour productivity?

A
  • extent and equality of fixed assets
  • skills and motivation of the workforce
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8
Q

Methods of improving labour productivity

A
  • Measuring performance
  • Streamlining production processes
  • Invest in capital equipment and training employees
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9
Q

Problems with improving their productivity

A
  • potential trade-off with the quality of the goods
  • Potential for employee resistance
  • Employees may demand higher wages
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10
Q

What is the importance of unit costs in operations?

A

The lower it is the more competitive advantage you have

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11
Q

Formula for unit costs

A

Total production costs/ total output

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12
Q

What is capacity utilisation?

A

The extent to which the productive capacity of a business is being used

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13
Q

What is the formula for capacity utilisation?

A

Actual level output/ maximum level of output x 100

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14
Q

What does the maximum level of capacity depend on?

A

Quantity of buildings, machinery and labour

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15
Q

What is the importance of capacity utilisation?

A
  • useful measure of productive efficiency
  • Higher utilisation can reduce unit costs
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16
Q

What is bad about operating with 100% capacity?

A
  • If the man buys further, you’ll have to turn customers away
  • Struggle to service machinery
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17
Q

Why do businesses operate below 100% capacity utilisation?

A
  • loss of market share
  • Lower than expected market demand e.g change in tastes
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18
Q

What is better operating at low capacity utilisation?

A
  • Higher unit costs
  • Less likely to reach breakeven
19
Q

How can a business get toward full capacity utilisation?

A
  • increase the demand
  • Cut down on their capacity
20
Q

What is rationalism?

A

Reorganising a business to increase efficiency
- e.g cutting down capacity to increase the percentage of utilisation

21
Q

What is capacity?

A

A measure of how much output it can achieve in a given period

22
Q

What is the lean production?

A

A philosophy that aims to produce more by using less
- Eliminating all forms of waste and ensuring quality

23
Q

What does lean production involve?

A
  • good relations with suppliers
  • Culture of quality assurance
  • Motivated employees
24
Q

What are the benefits of lean production?

A
  • Increase productivity
  • Reduce waste
  • Less inventory held
    Overall reduces costs
25
What are the difficulties of lean production?
- more vulnerable to inventory problems - Some employees may exist change - Requires excellent communication - difficult in tall structures
26
What is just in time?
- Aims to ensure that inputs into the production process only arrive when they are needed
27
How does JIT work?
- Customer orders determine what is produced - The supplies delivered to production line only when needed - Requires close relationship with supplier
28
Benefits of just in time
- Lower stockholding and reduction in storage space - Less working capital tied up in stock - Less likelihood of stock perishing
29
Drawbacks of just in time
- Little room for mistakes - Production is relying on suppliers delivering on time - No spare capacity for unexpected orders
30
What is just in case
- Business holds buffer stocks of raw goods in case there is a problem with deliveries or a surge in demand
31
Benefits of just in case
- Production is less reliant on suppliers in case deliveries are delayed - Potential economies of scale from bulk purchasing stock - Stoker is available for reworking faulty products
32
Drawbacks of just in case
- higher stock holding which increases rent - Money is tied up in stock - Stockman go out of date
33
Labour intensive versus capital intensive
Labour: production relies on using labour Capital: production relies on using capital resources
34
Benefits and drawback of labour intensive
Benefits: uni costs may be low, labour is flexible Drawbacks: potential for high labour turnover, human error
35
Benefits and drawbacks of capital intensive
Benefits: opportunities for economies of scale, better productivity, better quality and speed Drawbacks: significant investment, may generate resistance to change
36
How can technology improve operational efficiency?
- Increase speed - Reduce costs - 24/7 operations - Quality improvement
37
Downsides of using technology
- need finance to invest - Training to be able to use the technology
38
What is Kaizen
39
What is quality?
About meeting the needs and expectations of customers
40
What are the key aspects of quality?
- good design - Good functionality - Durable - value for money
41
What is quality product?
Product or service that meets customer expectations and is therefore fit for purpose
42
What is quality standards?
Expectations of customers expressed in terms of the minimal acceptable production standards
43
How can quality help a firm’s success?