SCMA 320 - Test 1

Pataasin ang iyong marka sa homework at exams ngayon gamit ang Quizwiz!

capacity cushion

--- = 100% - Average Utilization rate (%)

utilization

--- = average output rate/maximum capacity x 100%

profit increase, % increase in sales

--- = new sales x profit margin; --- = new sales / original sales

risk

--- = probability x consequences

profit

--- = revenue - cost

process charts

--- activities are divided into 5 categories: operation, transportation, inspection, delay, and storage

inventory levels

--- affect the amount of capital available

ideas

--- are only half of the battle

quantity utility

--- can cause improper quantities leading to a supply chain disruption

lead times

--- can have an effect on which suppliers you use

operations

--- focus on a limited set of activities in order to achieve desired outcomes

strategy

--- implies an organization has made a decision to commit to a particular set of actions

buffering

--- is a common way to avoid risk

operations management

--- is a transformation process

operations management

--- is also referred to as the process of turning inputs into outputs

front office, back office

--- is associated with high interaction with customers and high customized services, and --- is associated with low interaction with customers and standardized services

operations management

--- is concerned with producing and delivering products and services

operations

--- is integrated with other business functions within the firm

outsourcing, suppliers

--- is paying suppliers and distributors to perform processes and provide needed services and materials, can leverage core competence of:

creating customer value

--- is the JESUS answer for everything concerning operations management

operations strategy

--- is the link between strategy and execution

strategy

--- is the overarching game plan

operations management

--- is the process of turning inputs into outputs

strategy

--- is the total pattern and must be aligned and consistent throughout the organization

operations management

--- is the value-creating function within the firm

services, manufacturing

--- jobs have seen a boom in the last decade, where --- jobs have been stagnant

flowcharts

--- map a process, document how inputs become outputs

supply chain

--- related processes are key for creating customer value

time utility

--- responds to the fact that customers are demanding things faster

efficient

--- supply chains are matched with functional products

responsive

--- supply chains are matched with innovative products

innovation

---: idea/invention + exploitation

low-cost

Aldi has a --- strategy

product layout

Chipotle and Subway represents this type of layout:

assemble-to-order

Chipotle, Subway, Five Guys, etc. are an example of this production strategy:

Innovation

Idea/(invention + exploitation)

information, innovation

Wal-Mart's core competency is --- and Apple's is ---

supply chain

a --- includes multiple firms, both upstream and downstream links, and delivers value to the ultimate consumer

cellular layout

a --- requires high skilled workers and are usually U shaped to allow workers to help each other

cellular layout

a combination of process and product layouts (labor/machines are grouped in cells according to families of parts with similar processing requirements)

product/service, marketing, operations

a competitive advantage derives from 3 things:

order winners

a criterion customers use to differentiate the services or products of one firm from those of another

loyalty index

a drop in the --- is not good for sustainability

trade-offs

a good operating strategy is based on ---

operation

a group of resources performing all or part of one or more processes

suppliers

a lot of companies are trying to leverage their --- to add value to their customers

job shop process

a manufacturing firm that produces products of a low volume via unique flows would be classified as which process?

batch process

a manufacturing firm that produces products of a moderate volume via disconnected flows would be classified as which process?

mass or "line" process

a process that has higher volumes than batch, standard/repeat products, and low and/or narrow skills represents which type of process? (e.g. assembly line)

mass customization

a strategy whereby a firm's highly divergent processes generate a wide variety of customized services or products at reasonably low costs

operations, marketing, logistics

a supply chain adds value to a product or service via ---, ---, and ---

next-shoring

a supply chain strategy that involves locating processes in close proximity to customer demand or product R&D

offshoring

a supply chain strategy that involves moving processes to another country

swim lane flowchart

a visual representation that groups functional areas responsible for different sub-processes into lanes

process choice

a way of structuring the process by organizing resources around the process or organizing them around the products

challenges for innovation

ability to protect intellectual and property technologies, incremental nature of innovation, degree of integration required, and ability to build prototypes or conduct tests in a controlled environment are:

50%

about --- of people are dumber than the average smart person

volume flexibility

accelerating or decelerating the rate of production of services or products quickly to handle large fluctuations in demand (ex: USPS)

enterprises

all types of --- have an operations function, even if it isn't called 'operations'

supply chain

an interrelated series of processes within and across firms that produces a service or product to the satisfaction of customers

supply chain

an interrelated series of processes within and across firms the produces a service or product to the satisfaction or customers

process charts

an organized way of documenting all the activities performed by a person or group, at a workstation, with a customer, or working with certain materials

process

any activity or group of activities that takes one or more inputs, transforms them, and provides on or more outputs for its customers

applied research

apply existing knowledge to problems in creation of new service

development

apply knowledge to problems to improve a current service

service line extensions

augmentation of existing service (e.g. new menu items)

product

batch processes, line processes, and continuous-flow are --- focused

fixed position

bring service to the customer (e.g. sit-down restaurant)

external

business processes that have --- customers or suppliers include: outsourcing, warehousing, sourcing, customer service, logistics, crossdocking

groups

cellular layouts have --- of machines that you go through

challenges for innovation

change acceptance (internally & externally), ambiguity of change, learning curves, and inertia are:

service improvements

changes in service delivery process (e.g. self-service boarding kiosk)

innovate

companies need to --- due to financial viability, financial stability, remaining competitive, and to keep making money

fixed position layout

construction (building airplanes) represents this type of layout:

structure a process

cost, quality, volume, flexibility, product variety, customization, and customer service determine how we should:

possession utility

created through the basic marketing activities related to the promotion and sale of products and services

servicescape

customer perceives something just by walking in defines a:

product layout

customers move from station to station within the facility (e.g. cafeteria or IKEA)

process layout

customers routed according to departments they require (e.g. hospital or regular department store)

low-cost operations

delivering a service or a product at the lowest possible cost (ex: Costco)

top quality

delivering an outstanding service (ex: Rolex)

quantity utility

delivering proper quantities of an item to where it is demanded when it is needed

labor

delivering services --- intensive

high, short

delivering services includes --- customer contact and a --- response time

intangible, perishable

delivering services includes --- or -- output

cannot

delivering services means output --- be inventoried

functional, innovative

demand is predictable and inventory is low for --- products, and unpredictable as well as high for --- products

innovation

demands for accountability, market changes, changes in customer expectations, economic changes, and technology foster the need for:

process layout

department stores (organized by function) represents this type of layout:

supply chain design

designing a firm's supply chain to meet the competitive priorities of the firm's operations strategy

plan within plants (PWPs)

different operations within a facility with individualized competitive priorities, processes, and workforces under the same roof

customer involvement

disruptiveness, difficult managing time and volume, difficult quality management, requirement of interpersonal skills, and multiple locations are disadvantages of:

add value, eliminated

each activity in a process should --- to the preceding activities; waste and unnecessary cost should be:

supply chain management

effective control of material, information, and financial flows

servicescape elements

environmental dimensions, holistic environment, psychological moderators, internal responses, and behavior are all:

agriculture

every economy starts with:

external, internal

every process and every person in the organization has --- and --- customers

external, internal

every process and every person in the organization relies on --- and --- suppliers

innovation

financial reasons, competition, life cycle shifts, value migration, regulations, and industry/community needs foster the need for:

internally

firms cannot just focus --- on improvement

strategic alignment

firms must examine -- by assessing whether choices in each decision area were consistent with the competitive priorities of the operations function and of the company as a whole

decision areas

firms must identify --- where management's choices can have a large impact on the deployment of operating resources (and thus on operating performance)

competitive priorities

firms should select suppliers to support the --- of the product or service they provide

designing and analyzing processes

flowcharts, service blueprints, and process charts are appropriate for:

porter's 5 forces

framework that attempts to analyze the level of competition within an industry and business strategy development through five forces that determine the competitive intensity and therefore attractiveness of an industry

increase

further division of labor can eventually --- labor time

variety

handling a wide assortment of services or products efficiently (ex: Amazon.com)

cellular layout

have multiple product layouts for customers to choose to enter (e.g. Chinese buffet)

flexibility

high customization requires ---, leaving you with high divergence (lots of paths to get from input to output)

flow

how the work progresses through the sequence of steps in a process

dynamic

if the operating environment is --- then the operational strategy must be continually monitored and evolve

subtracted, subtracted

if we decrease inventory costs by 5%, the amount of that 5% is applied to current assets (---) and total assets (---)

subtracted, added

if we decrease materials by 5%, the amount of that 5% is applied to COGS (---) and applied to net income (---)

benefits of technology

improvement of quality & productivity, disrupting businesses, re-shaping industries, altering reality (e.g. need for time/space), and changing roles (e.g. customers, employees) are:

Clark-Fisher

in the ---, primary services include: agriculture, mining, fishing, and forestry; secondary services include manufacturing and construction; tertiary services include services & support

customer involvement

increased net value to the customer, better quality/faster delivery/greater flexibility/lower cost, reduction in product/shipping/inventory costs, and coordination across the supply chain are advantages of:

challenges of technology

inertia, dynamism, difficult ROI, regression on the mean, and (implementation, integration, acceptance) are:

deal with risk

inventory, multiple sourcing, capacity, responsiveness, flexibility, pool or aggregate demand, and capability are all ways to:

responsive

lead time must be as short as possible for --- supply chains

risk

longer the distance, higher the supply chain's ---

low, long

manufacturing goods includes --- customer contact and a -- response time

physical, durable

manufacturing goods includes --- or --- output

capital

manufacturing goods is --- intensive

inventoried

manufacturing goods means output can be:

on-time delivery

meeting delivery-time promises (ex: UPS)

order qualifiers

minimum level required from a set of criteria for a firm to do business in a particular market segment

style changes

modest visible changes in appearances

operations

most --- produce both products and services

assembly line

most common type of product layout is the:

place utility

moving goods from production points to market points where demand exists

start-up business

new service for undeserved market

major innovation

new service that customers did not know they needed

new services for the market presently served

new services to customers of an organization

project-based process

one-off, complex, large scale, high work content 'products' where a product is specially made (e.g. high scale construction projects) represent this type of process:

internally consistent, strategically aligned

operations strategy must be first --- (decisions relating to one kind of resource must complement decisions about the other resources with which it interacts) and secondly --- (in sync with the business strategy so that the operating system is able to meet all of operations' performance objectives derived from the business strategy)

long-term

outsourcing is a --- strategy

competitive rivalry

porter's 5 forces models states that --- results from new entrants, substitutes, power buyers, and powerful suppliers

consistent quality

producing services or products that meet design specifications on a consistent basis (ex: McDonald's)

radical

products are --- if the way you consume them have changed

evolve

products can --- leading to new technologies

process

project and job processes are --- focused

corporate strategy

provides an overall direction that serves as the framework for carrying out all the organization's functions

basic research

pursue a planned search for a new knowledge regardless of possible application

winners, qualifiers

quality and cost are not always order --- anymore...they are often order ---

delivery speed

quickly filling a customer's order (ex: Netflix)

development speed

quickly introducing a new service or a product (ex: Zara)

disruptive technologies

radical innovations are based off of:

service blueprints

references used to train people

make-to-stock

retail stores are an example of this production strategy:

practices

routines that suppliers bring with them to address certain problems

increase

sales --- as you develop your order winner in relation to your achievement of competitive priority

level out

sales will --- when you hit the minimum threshold for customers (order qualifier in your achievement of competitive priority)

customization

satisfying the unique needs of each customer by changing service or product designs (ex: Ritz Carlton)

supply base management

seeks to maintain a fit between the needs of the buying organization and the capabilities of suppliers in an ever-changing environment

same principles

service layouts follow the --- as manufacturing layouts

customization

service level ranging from highly customized to standardized

intangible, perishable, simultaneous, heterogeneous, interactive

services are --- (defined by a process not a physical component), --- (unable to be stored), --- (consumed while being produced), --- (situationally unique), and --- (high customer involvement)

cost

some percent of revenue we spend to create sales

interrelated

strategy and tactics are ---

operations

structural processes, systems, and values of an individual firm

changes

successful firms can recognize --- and change their operating strategy accordingly

make-to-order

suit-tailoring is an example of this production strategy:

efficiency

supply chain --- (time to process an order) impacts order-cash cycle time

money

supply chain performance is usually measured by:

externally-driven, internally-driven, decision-driven

supply chain risk includes: --- (environmental), --- (process), --- (information)

increase sales, lower total cost

supply chains can --- on the top line, and --- on the bottom line (quality affects both)

continuity

supply chains must have resiliency in the face of unexpected disruptions to meet customer quality and availability needs

false

t/f: a higher degree of customer involvement in the delivery process always make a firm more productive

false

t/f: risk and uncertainty are synonymous

enabler, driver

tech is an --- not a --- for change

operating environment

the --- can change quickly

division of labor

the --- is a key consideration in line processes

layout

the --- of a facility must support process design for a process to be effective (the physical arrangement of operations (or departments) relative to each other)

cellular layout

the DMV and a Chinese buffet (have multiple product layouts for customers to enter) represent this type of layout:

capacity cushions

the amount of reserve capacity a process uses to handle sudden increases in demand or temporary losses of production capacity

longer

the chance of "something" happening increases as your supply chains get:

competitive capabilities

the cost, quality, time, and flexibility dimensions that a process or supply chain actually possesses and is able to deliver

competitive priorities

the criticial dimensions that a process or supply chain must process to satisfy its internal or external customers, both now and in the future

time utility

the economic value added to a good or service by having a demand point at a specific time when it is needed

supply chain integration

the effective coordination of supply chain processes through the seamless flow of information up and down the supply chain

customer contact

the extent to which the customer is present, is actively involved, and receives personal attention during the service process

process divergence

the extent to which the process is highly customized with considerable latitude as to how its tasks are performed

process reengineering

the fundamental rethinking and radical redesign of processes to improve performance dramatically in terms of cost, quality, service, and speed

capacity

the maximum rate of output of a process or a system

operations strategy

the means by which operations implements the firm's corporate strategy and helps to build a customer-driven firm

design, analysis, development, full launch

the new service/product development process steps are (1) --- (2) --- (3) --- (4) ---

make money

the operational goal of an organization is to:

strategic outcomes

the outcomes that the supplier base is expected to contribute to

process strategy

the pattern of decisions made in managing processes so that they will achieve their competitive priorities

bullwhip effect

the phenomenon in supply chains whereby ordering patterns experience increasing variance as you proceed upstream (back and back) in the supply chain

risk

the precise probability of specific outcomes

focused factories

the result of a firm's splitting large plants that produced all the company's products into several specialized smaller plants

supply chain management

the synchronization of a firm's processes with those of its suppliers and customers to match the flow of materials, services, and information with customer demand

operations management

the systematic design, direction, and control of processes that transforms inputs into services and products for internal, as well as external, customers

responsive

there is more capacity for --- supply chains

suppliers

to do mass customization, you have to rely on:

input measures

use -- when the firm uses low-volume, flexible processes

output measures

use --- when the firm uses high volume, standardized processes

form utility

value added to goods through a manufacturing or assembly process

services are easy to copy

what differentiates services and manufacturers in terms of innovations?

competitive priority

what is NOT a driving force behind a firm's innovation pursuits?

co-production

what role the customer will play

order loser

when customers got sick for eating at Chipotle, this was an --- for them

not easily

when delivering services, quality is --- measured

easily

when manufacturing goods, quality is --- measured

continuous process

which process has extremely high volumes and low variety and is often the same product all the time with minimal shut down times during the year?

responsive

with increasing flexibility, you need a more --- supply chain

efficient

with increasing volume, you need a more --- supply chain


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