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Operations
the part of a business organization that is responsible for producing goods or services
Management
planning, organizing, staffing, leading, controlling
Operations Management
the management of systems or processes that create goods and/or provide services
Supply Chain Management
coordinating the activities among various organizations, including suppliers, manufacturers, distributors, and retailers
Pareto Phenomenon
a few factors (20%) account for a high percentage (80%) of occurrence of some event(s)
What are the three categories of business processes?
upper-management, operational, supporting
Upper-management Processes
govern the operation of the entire organization
Operational Processes
core processes that make up the value stream
Supporting Processes
support the core processes
Make-to-stock
items made and placed in stock before customerās order is received
Assemble-to-order
partially completed before
Manufacturer-to-order
processing starts after
Engineer-to-order
design starts after
Service Factory
low labor intensity, low customer contact
Service Shop
low labor intensity, high customer contact
Professional Service
high labor intensity, high customer contact
Mass Service
high labor intensity, low customer contact
Front Room
has customer, pure service
Back Room
no customers, manufacturing operation
Strategy
a plan for achieving organizational goals; serves as a roadmap for reaching the organizational destinations
Mission
the reason for an organizationās existence
Operations Strategy
the approach that is used to guide the operations function
Competitive Priorities
a way for businesses to distinguish from, and compete with, others
Competency
collective knowledge and skills that distinguish a company from the competition
Focus
stressing one or two key business values or areas of strength
Order Qualifiers
gain entry to a market; maintain a companyās position within a market
Order Winners
characteristics that will win the bid or the purchase
External Factors
opportunities and threats, outside of our control
Internal Factors
strengths and weaknesses, in control of
Productivity
a measure of the effective use of resources, usually expressed as the ratio of output to input
What are the different types of measures of productivity?
partial, multifactor, and total
Partial Measures
output/(single input)
Multi-factor Measures
output/(multiple inputs)
Total Measure
output/(total inputs)
Process Selection
deciding on the way production of goods or services will be organized
Capital Intensity
the mix of equipment and labor that will be used by the organization
Process Flexibility
the degree to which the system can be adjusted to changes
Layout
the configuration of departments, work centers, and equipment, with particular emphasis on movement of work through the system
Line Balancing
assigning tasks to workstations in such a way that the workstations have approximately equal time requirements
Precedence Diagram
shows tasks and their precedence requirements
Cycle Time
the maximum time allowed at each workstation to complete its set of tasks on a unit
Balance Delay
% of idle time
Efficiency
% of busy time of a line
Note
Flashcard