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Operations Function
is the collection of people, technology and systems within an organization that has primarily responsibility for providing the products or services
Supply Chain
a network of manufacturers and service providers that move raw materials through to the end user
Operations management
should be thought about as a transformation process that takes inputs and transfers them into outputs
&
is the planning, scheduling and control of the activities that transform inputs into finished goods and services
First-tier supplier
its supplies materials directly to the firm
Second-tier supplier
it provides goods to the first-tier supplier
Supply chain management
is the ACTIVE management of the supply chain activities and relationships in order to maintain a competitive advantage
Supply Chain Operations Reference (SCOR) Model
is a framework developed by the supply chain council that seeks to provide standards for supply chain management
Relationship Management
this is the most difficult aspect of supply chain; must have a good relationship with upstream and downstream suppliers
Structural Elements
are the tangible resources, such as buildings, equipment and computer systems
Infrastructural Elements
are the people, policies, decision rules and organizational structure ex: personel
Strategies
are the mechanisms by which businesses coordinate their decisions regarding their structural and infrastructural elements
Mission Statement
explains why a business exists
Business Strategy
identifies the firms targeted customers and sets time frames and performance objectives for the business
Core Competencies
are organizational strength or abilities, developed over time, that customers find valuable and competitors find it hard to copy
Functional Strategies
translate the business strategy into specific action for the functional areas such as HR or Marketing
Value Index
a measure that customers use indicate the overall value of an item based on value and importance
Quality
the characteristic of a product/service that bear on its ability to satisfy stated or implied needs
Performance Quality
addressing the basic operating characteristics
Conformance Quality
addressing whether the product was made to specifications
Reliability Quality
will it work for a long time without failing? this will differ with consumers
Delivery Speed
is how quickly the O&SC function can fulfill a need once identified
Delivery Reliability
the ability to deliver when promised
Changeover Flexibility
the ability to provide a new product with minimal delay
Cycletime
AKA throughput time is the total time elapsed needed to complete a business process
Percent value-added time
the percent of total cycletime that is spent on activities that actually provide value
Six Sigma Methodology Rankins
Champions
Master Black Belts
Black Belt
Green Belt
Team Members
DMAIC
steps to improve on EXISTING business process:
Define
Measure
Analyze
Improve
Control
Five M's
Manpower
Methods
Materials
Machines
Measurements
The value perspective
holds that quality must be judged, in part, on how well the characteristics align with the needs of a specific user
8 Dimensions of Quality
1. Performance
2.Features
3. Reliability
4. Durability
5. Conformance
6. Aesthetics
7. Serviceability
8. Perceived quaility
Internal Failure Costs
cost of defects that occur prior to delivery
External Failure Costs
costs if defects occur after reaching the customer
Appraisal costs
such as inspections
Prevention costs
such as employee training
Total Quality Management (TQM)
a managerial approach in which the entire organization is managed so that it excels in all quality dimensions that are important to customers
