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Definition
| A system of structured activities that use resources to change inputs into valuable outputs |
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| A way of viewing activities in an org. as process rather than as departments or function |
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Definition
1. Activities
2. Inputs/Outputs/Flow
3. Process Structure
5. Management Policies |
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Definition
1. Operation
2. Transportation
3. Inspection
4. Delay
5. Storage |
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Definition
1. Information Flow
2. Material Flow |
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| The specific types of outputs and levels of performance that a process can generate |
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| The limit on the amount of output per period of time that a process can generate or store given a level of inputs and resources available |
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| Deals with how inputs, activities, and outputs of a process are organized |
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| The highest level of output that a process can generate under ideal conditions in the short term; also known as design capacity |
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| The level of capacity or output that the process can be expected to produce under normal conditions; what management plans for under normal conditions |
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Definition
| The percent of process capacity that is actually used. The ratio of actual output rate to the capacity. Sometimes calculated as the percentage of available resource time that is actually used. |
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Definition
| The percentage of process capacity that is actually used. |
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Term
| Principles of Process Performance |
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Definition
1. Every process has a constraint
2. Every process contains variance that consumes capacity
3. Every process must be managed as a system
4. Performance measures are crucial to the process's success
5. Every process must continuously improve |
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Term
| Theory of Constraints (TOC) |
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Definition
| The overall management system that strives to improve system performance by identifying, focusing on, and managing constraints |
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Term
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Definition
| Small process changes made quickly (usually four days or so) |
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| Business Process Reengineering |
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Definition
| Radical process change; usually expensive, conducted by outsiders, and very long. Works 10-15 percent of the time |
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Definition
| An activity or resource that limits or constrains the output of a process |
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| Serial/ Sequential Structure |
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Definition
| A process structure where activities one after another in sequence |
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Definition
| A process structure where there are two or more resources doing the same task simultaneously |
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Definition
| The total time it takes one unit to get through a process (including the wait time) |
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Definition
| An empirically proven relationship between flow time, inventory, and throughput. F=I/TH |
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| The time it takes to process one unit at an operation in the overall process |
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Definition
| Variability of different sorts introduces complexity and uncertainty into processes, which in turn increases the difficulty of efficiently and full utilizing resources. Increases process congestion and increases flow times because jobs must sit in queues and wait |
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Definition
| A verifiable quantitative measure that compared to a standard to monitor and reward process performance, identify problem areas, and direct attention to these areas |
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Term
| Operations Management (OM) |
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Definition
| The management processes used to design, supply, produce, and deliver valuable goods and services to consumers |
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Term
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Definition
The global network of organizations and activities involved in
1. Designing a set of goods/services and their related processes
2. Transforming inputs into goods/services
3. Consuming these goods/services
4. Disposing of these goods/services |
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| Supply Chain Management (SCM) |
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Definition
| The design and execution of relationships and flows that connect the parties and processes across a supply chain |
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Term
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Definition
1. Tech/ Infrastructure
2. Barriers to Trade
3. Core Capabilities
4. Collaborative Networks |
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Definition
1. Advances in Tech/ Infrastructure
2. Reduction in gov. barriers to trade
3. Focus on core capabilities (outsource noncore activities)
4. Collaborative Networks |
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Term
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Definition
| Produces maximum level of efficiency and effectiveness using a minimal amount of resources |
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Term
| Total Production Experience |
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Definition
| All the good/services that are combined to define a customer's complete consumption experience. Includes all aspects of purchasing, consuming, and disposing of the product |
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Term
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Definition
1. Tangible - Intangible
2. Can inventory - Can't inventory
3. Little - Extensive Customer Contact
4. Long - Short Lead Times
5. Capital Intensive - Labor Intensive
6. Quality Easily Assessed - More Difficult to Assess
7. Material Transformed - Customer/ Info Transformed |
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Definition
| Have the greatest impact on the designs, sales, and future growth opportunities. Segment receiving the firm's focus because it is critical to the firm's current and future success |
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Definition
1. Downstream
2. Upstream
3. Resource/Tech
4. Aftermarket |
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Definition
| Typically provide enhancements to finished goods such as assembly, packaging, storage etc. |
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Definition
| Typically provide raw materials, components and services directly related to the manufacturing or service production process |
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Definition
| Provide equipment, labor, product/process designs etc. |
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Definition
| Provide product service and support such as maintenance, repair, disposal, and recycling |
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Definition
| Include employees and union, local community, social groups, government, and financial investors |
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| Management of the customer interface including all aspects of order processing and fulfillment |
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Definition
| The management of processes used to identify, acquire, and administer inputs to the firm |
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Definition
| Management of the movement of materials and info within, into and out of the firm |
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Definition
| An upstream stage of supply |
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Definition
| A downstream stage of supply or consumption |
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Definition
| A type of planning that addresses long-term decisions that define the operation's objectives and capabilities for the firm and its partners |
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Definition
| Addresses the intermediate-term decisions to target aggregate product demands and to establish how operational capabilities will be used to meet them |
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Definition
| Establishes short-term priorities ad schedules to guide operational resource allocations |
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Term
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Definition
| A set of competitive priorities coupled with supply chain structural and infrastructural design choices intended to create capabilities that support a set of value propositions targeted to address the needs of the critical customer |
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Term
| Levels of Strategic Planning |
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Definition
1. Corporate (Largest Scope)
2. Strategic Business Unit (SBU)
3. Functional Strategy (Most detailed/constrained) |
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| Corporate Strategic Planning |
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Definition
| Determine the overall mission of the firm and the types of business that the firm wants to be in |
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| Business Unit Strategic Planning |
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Definition
| The semi-independent organizations used to manage different product and market segments. Essentially answers the question how should our business compete |
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| Functional Strategic Planning |
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Definition
| Determines how the function will support the overall business strategy |
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Definition
| All the tangible/intangible benefits that customers can expect to obtain by using the products offered by the firm |
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Definition
| Operational activities that the firm can perform well. These define the types of problems and solutions that operations can address proficietly |
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Definition
| Product traits that cause a customer to select one product over its competitors |
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Definition
| Product traits that must be met at a certain level for the product to be considered by the customer. Price, availability, conformance quality |
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Definition
| Product traits that if not satisfied cause the loss of either current orders or future orders |
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Term
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Definition
The amount of time that passes between the beginning and ending of a set of activities. Two types: 1. Time to Market
2. Order to delivery lead time |
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