Operations Management Exam 1 OSU
|127 Q’s and A’s
Role of operations in an organization - --1 of 3 main functions of business.
-ops transform material and service inputs into a product and service output
-operational excellence drives value
- Process view - --can be a competitive advantage
-inputs and outputs
-
- external customers - -a customer who is either an end user or an
intermediary (eg. manufacturer, financial institute, retailer) buying the firms
finished services or products
- Internal customers - -one or more employees or processes that rely on
inputs from other employees or processes to perform their work
- External suppliers - -businesses or individuals who provide the resources
services, products, and materials for the firms short term and long term
needs
- Internal suppliers - -the employees or processes that supply important
information or materials to a firms processes
- nested process - -concept of process within a process
-subprocesses
-improve activities may need special skills in different departments
(breakdown)
- Service vs manufacturing processes - -1. nature of their output
2. degree of customer contact
manufacturing have longer response times, more capital incentive, quality
can be measured more easily
process must change materials by
1.physical properties
2.shape
3.size
4. surface finish
5. joining parts and materials
otherwise; it is a service
, Services tend to produce intangible perishable outputs
High customer contact
- Core vs support processes - -supply chain main types:
core: activities that deliver value to external customers.
(customer relationship, order fulfillment, product development, supplier
relationship)
support: provides vital resources and inputs to the core processes and is
essential to the management of the business. (HR, financing, marketing)
- Supply chain process - -business processes that have external customers
or suppliers.
outsourcing, warehousing, sourcing, customer service, logistics, cross
docking.
-add value
- Operations strategy - -means by which operations implements the firms
corporate strategy and helps to build a customer driven firm
-develops the capabilities the firm needs to be competitive
- corporate strategy - -overall direction that serves as the framework for
carrying out all the organizations functions.
1.environmental scanning, adjusting
2. identify core competencies
3. core processes
4. global strategies
- core competencies - -unique resources and strengths that an
organizations management considers when formulating strategy.
1.workforce
2.facilites
3.market and financial know-how
4. systems and technology
- implementing corporate strategy - -firm must evaluate its core
competencies and choose to focus on those processes that provide it the
greatest competitive strength.
- order winner - -criterion customers use to differentiate the services or
products of one firm from another
- order qualifier - -minimal level required from a set of criteria for a firm to
do business in a particular market segment
|127 Q’s and A’s
Role of operations in an organization - --1 of 3 main functions of business.
-ops transform material and service inputs into a product and service output
-operational excellence drives value
- Process view - --can be a competitive advantage
-inputs and outputs
-
- external customers - -a customer who is either an end user or an
intermediary (eg. manufacturer, financial institute, retailer) buying the firms
finished services or products
- Internal customers - -one or more employees or processes that rely on
inputs from other employees or processes to perform their work
- External suppliers - -businesses or individuals who provide the resources
services, products, and materials for the firms short term and long term
needs
- Internal suppliers - -the employees or processes that supply important
information or materials to a firms processes
- nested process - -concept of process within a process
-subprocesses
-improve activities may need special skills in different departments
(breakdown)
- Service vs manufacturing processes - -1. nature of their output
2. degree of customer contact
manufacturing have longer response times, more capital incentive, quality
can be measured more easily
process must change materials by
1.physical properties
2.shape
3.size
4. surface finish
5. joining parts and materials
otherwise; it is a service
, Services tend to produce intangible perishable outputs
High customer contact
- Core vs support processes - -supply chain main types:
core: activities that deliver value to external customers.
(customer relationship, order fulfillment, product development, supplier
relationship)
support: provides vital resources and inputs to the core processes and is
essential to the management of the business. (HR, financing, marketing)
- Supply chain process - -business processes that have external customers
or suppliers.
outsourcing, warehousing, sourcing, customer service, logistics, cross
docking.
-add value
- Operations strategy - -means by which operations implements the firms
corporate strategy and helps to build a customer driven firm
-develops the capabilities the firm needs to be competitive
- corporate strategy - -overall direction that serves as the framework for
carrying out all the organizations functions.
1.environmental scanning, adjusting
2. identify core competencies
3. core processes
4. global strategies
- core competencies - -unique resources and strengths that an
organizations management considers when formulating strategy.
1.workforce
2.facilites
3.market and financial know-how
4. systems and technology
- implementing corporate strategy - -firm must evaluate its core
competencies and choose to focus on those processes that provide it the
greatest competitive strength.
- order winner - -criterion customers use to differentiate the services or
products of one firm from another
- order qualifier - -minimal level required from a set of criteria for a firm to
do business in a particular market segment
