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Operations MGT 1
| Term | Definition |
|---|---|
| OSCM | design, operation, and improvement of systems that create and deliver firm's primary products and services |
| Planning | processes needed to operate on existing supply chain |
| Sourcing | selection of suppliers that will deliver the goods and services needed to create the firm's product |
| Making | producing the major product or service |
| Delivering | logistics processes such as selecting carriers, coordinating the movement of goods and info, and collecting payments from customers |
| Returning | receiving worn-out, excess, and defective products back from customers |
| Goods | tangible, less interaction with customers, homogeneous, not perishable |
| Pure Goods | food products, chemicals |
| Core Goods | A/C equipment, appliances, automobiles |
| Services | intangible, interaction with customers, heterogeneous, perishable |
| Pure Services | teaching, medical advice, financial accounting |
| Core Services | hotels, airlines, cell phone providers |
| Goods-Services Continuum | pure goods--core goods--core services--pure services |
| Current Issues in OSCM | 1. coordinating relationships between members of SC 2. optimizing global network of suppliers, producers, and distributors 3. managing customer touch points 4. raising awareness of oscm as a competitive weapon 5. sustainability and triple bottom line |
| Competitive Dimensions | Price, quality, delivery speed, delivery reliability, coping with change in demand, flexibility and new product intro speed |
| Order Qualifiers | dimensions necessary for firm's products to be considered for purchase by customers |
| Order Winners | criteria used by customers to differentiate products and services of one firm from those of other firms |
| Essential conditions for linear programming | limited resources, must be explicit objective, linearity, homogeneity, divisibility |
| Core competencies | the one thing that a company can do better than its competitors |
| Characteristics of core competencies | provides potential access to wide variety of markets, increases perceived customer benefits, hard for competitors to imitate |
| Frederick Taylor | credited for principles of scientific management, time study and work study |
| Walter Stewart | credited for quality control, sampling inspection and stat tables for quality control |
| Deming and Key | credited for JIT and TQC |
| Pure Project | self contained team works full time on project |
| advantages for pure project | project manager has full authority, team members report to one boss, short communication lines, team pride is high |
| disadvantages for pure project | duplication of resources, organization goals ignored, no functional area, lack of technology transfer |
| Functional Project | responsibility for project lies within one functional area of the firm, employees work part time |
| advantages of functional project | member can work on different projects, technical expertise maintained in functional are, functional area is home after project completed, critical mass of specialized projects |
| disadvantages of functional project | aspects not related to functional area get short-changed, motivation is weak, client needs are secondary |
| Matrix Project | blend of pure and functional project structures-- people from different functional areas work on project part time |
| advantages of matrix project | better communication between functional areas, project manager responsible for success, functional home, minimized duplication of resources, policies of organization are followed |
| disadvantages of matrix project | too many bosses, depends on project managers negotiation skills, potential for sub optimization |
| Phase 0: Planning | procedes project approval, begins with corporate strategy, output is mission statement, includes assessment of technology developments and market objectives |
| Phase 1: Concept Development | needs of target market are identified, alternatives are generated, one or more concepts selected for development |
| Phase 2: System-Level Design | definition of product architecture, decomposition of product into subsystems and components, final assembly scheme identified, output is geometric layout and functional specifications for subsystems |
| Phase 3: Design Detail | complete specifications of geometry, materials, tolerances; identification of parts purchased from suppliers, establish process plan, output is drawings describing geometry, specifications of purchased parts, and process plan |
| Phase 4: Testing and Refinement | construction and evaluation of multiple preproduction versions and prototypes tested |
| Phase 5: Production Ramp Up | product is made using production system, train workers and resolve problems, products supplied to customers for evaluation |
| Technology Push Products | firm begins with new technology and looks for market |
| Platform Products | built around preexisting technological system |
| Process-Intensive Products | production process has impact on properties of product; product design can't be separated from process design |
| Customized Products | new products are slight variations of existing configurations |
| High Risk Products | technical or market uncertainties create high risk of failure |
| Quick Build products | rapid modeling and prototyping enables many design-build-test cycles |
Created by:
jennafarnsworth
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