TOM exam prep flashcards
Studied by 0 people
Call Kai
Learn
Practice Test
Spaced Repetition
Match
Flashcards
Knowt Play1/54
There's no tags or description
Looks like no tags are added yet.
Name | Mastery | Learn | Test | Matching | Spaced |
|---|
No study sessions yet.
55 Terms
What is Operations Management
Design management and improvement of processes that transform inputs into outputs to create value
What is a process in OM
A sequence of activities that transforms inputs into outputs
What are the three basic process measures
Inventory throughput rate and flow time
State Little Law
Inventory equals throughput rate times flow time
What is a bottleneck
The resource with the lowest effective capacity that limits system throughput
Define effectiveness in operations
Meeting external customer requirements such as quality speed and reliability
Define efficiency in operations
Using the minimum resources to produce a given output
What are the 4Vs of operations
Volume variety variation in demand and visibility
How does high volume affect operations
Enables standardisation automation and lower unit cost
What is the Product Process Matrix
Framework linking product volume and variety to appropriate process choice
List the five process types in the Product Process Matrix
Project job shop batch line and continuous
What does process fit mean
Alignment between product characteristics and process design
What is variability in operations
Uncertainty in arrivals processing times or demand
Why is variability harmful
It increases waiting time reduces predictability and lowers performance
What is continuous improvement
Ongoing incremental improvements carried out by frontline employees
What is breakthrough improvement
Radical step change improvements through redesign or technology
Who introduced common and special cause variation
Walter Shewhart
What is Deming 85 15 rule
Most performance problems are caused by the system not individuals
What is PDCA cycle
Plan do check act improvement loop
What is Lean focused on
Eliminating waste and improving flow
What is Six Sigma focused on
Reducing variation and defects using data
What does DMAIC stand for
Define measure analyse improve control
What is Agile best suited for
Projects and high uncertainty non repetitive work
State the Agile Manifesto core idea
Responding to change and customer value over rigid plans
What is sustaining improvement
Preventing reversion to old processes after change
What is an information supply chain
The flow of information from capture to consumption
What is vertical integration
Control of multiple stages of a supply chain
What are network effects
Value increases as more users join the system
What is operations strategy
Plan for how operational resources support business strategy
What are competitive priorities
Cost quality dependability and flexibility
Calculate inventory using Little Law
Multiply throughput rate by flow time
Calculate flow time using Little Law
Divide inventory by throughput rate
Calculate throughput rate using Little Law
Divide inventory by flow time
If throughput is 5 units per hour and flow time is 4 hours what is inventory
20 units
If inventory is 100 and throughput is 10 what is flow time
10 time units
Define utilisation formula
Throughput divided by capacity
If capacity is 50 and throughput is 40 what is utilisation
0.8
What happens to waiting time as utilisation approaches 1
Waiting time increases exponentially
Identify bottleneck capacity in a process
The smallest capacity among all process steps
If one step has capacity 30 and others 50 what is system capacity
30
If demand exceeds capacity what happens
Queues and waiting time grow
Calculate output over time
Multiply throughput rate by time
If a process runs at 8 units per hour for 5 hours output equals
40 units
Calculate required capacity
Divide required output by available time
If demand doubles what must happen to capacity
Capacity must increase or waiting increases
Why can tradeoffs never be eliminated
Improving one performance dimension usually degrades another
Explain performance frontier concept
Maximum achievable combinations of performance dimensions
Why is focus critical in operations strategy
Trying to excel at everything leads to mediocrity
Why is Agile unsuitable for repetitive processes
It sacrifices efficiency for adaptability
Why Lean fails in high uncertainty projects
Lack of repetition prevents standardisation
Why digital does not replace OM fundamentals
Technology amplifies but does not remove tradeoffs
Why delighters become hygiene factors over time
Customer expectations rise as markets mature
Why service recovery matters more than perfection
Failures are inevitable but recovery builds loyalty
Why complaints are valuable
They reveal process weaknesses and learning opportunities
Why operations strategy often fails
Misalignment between strategy and operational capabilities