Karteikarten
UNIT 5 PROCESS DESIGN
Karten in diesem Stapel (23)
- 1WHAT IS DESIGNTO DESIGN IS TO CONCEIVE THE LOOKS, ARRANGEMENT & WORKINGS OF SOMETHING BEFORE IT IS CREATED
- 2WHY IS PRODUCT/SERVICE DESIGN INTERRELATED WITH PROCESS DESIGN- IS FOOLISH TO COMMIT DETAILED DESIGN WITHOUT CONSIDERATION OF HOW IT'S PRODUCED
- CHANGES IN DESIGN HAS PROFOUND IMPLICATION ON PRODUCTION - 3WHAT IS THE OVERRIDING OBJECTIVE OF PROCESS DESIGNTO MAKE SURE THAT PERFORMANCE OF PROCESS IS APPROPRIATE FOR WHATEVER IT'S TRYING TO ACHIEVE
- 4NAME THE 5 MICRO PERFORMANCE FLOW OBJECTIVES USED TO DESCRIBE PROCESS FLOW PERFORMANCE1. THROUGHPUT RATE
2. CYCLE TIME
3. THROUGHPUT TIME
4. WIP
5. UTILISATION OF PROCESS RESOURCES - 5WHAT IS THE SIGNIFICANCE OF STANDARDISING PROCESSESSIGNIFICANT ADVANTAGES CAN BE REALISED & ULTIMATELY RESULT IN INCREASED EFFICIENCIES
- 6WHAT DOES ENVIRONMENTALLY SENSITIVE DESIGNS ENTAIL 5TO GO "GREEN" FOCUS IS ON THESE ISSUES:
- SOURCES OF INPUT (HARMFUL?)
- QUANTITIES OF ENERGY CONSUMED
- AMOUNT & TYPE OF WATER MATERIAL CREATED
- LIFE OF PRODUCT
- END-OF-LIFE OF PRODUCT - 7HOW CAN LIFE CYCLE ANALYSES HELP THE ENVIRONMENTALLY SENSITIVE DESIGNSTOTAL ENERGY USED FROM FIRST PRODUCTION INPUT TO FINAL DISPOSAL OF PRODUCT IS ANALYSED
- 8WHAT DOES MANUFACTURING PROCESS TYPE, PROJECT PROCESSES ENTAIL & 3 EXAMPLES- CUSTOMISED PRODUCT/SERVICE
- LONG TIME SCALE
- UNCERTAIN ACTIVITIES
* CONSTRUCTION
* MOVIE PRODUCTION
* SOFTWARE DESIGN - 9WHAT DOES MANUFACTURING PROCESS TYPE, JOBBING PROCESSES ENTAIL & 3 EXAMPLES- PRODUCTS MUST SHARE RESOURCES
- ONE-OFF JOBS
* TAILORS
* TOOLMAKER
* PRINTERS FOR TICKETS TO SHOWS - 10WHAT DOES MANUFACTURING PROCESS TYPE, BATCH PROCESSES ENTAIL & 3 EXAMPLES- PRODUCE MORE THAN 1 AT A TIME
- FAIRLY REPETITIVE
* GOURMET FROZEN FOOD
* CAR MANUFACTURERS
* MACHINE TOOL MANUFACTURERS - 11WHAT DOES MANUFACTURING PROCESS TYPE, MASS PROCESSES ENTAIL & 3 EXAMPLES- REPETITIVE
- PREDICTABLE
* PACKING LINES
* AUTOMOBILE PLANTS
* TELEVISION FACTORIES - 12WHAT DOES MANUFACTURING PROCESS TYPE, CONTINUOUS PROCESSES ENTAIL & 3 EXAMPLES- LONGER PERIODS OPERATION TIME
- ENDLESS FLOW
- INFLEXIBLE CAPITAL INTENSIVE TECHNOLOGIES
- PREDICTABLE FLOW
* WATER PROCESSING
* ELECTRICITY UTILITIES
* PETROCHEMICAL REFINERIES - 13WHAT DOES SERVICES PROCESS TYPE, PROFESSIONAL SERVICES ENTAIL & 3 EXAMPLES- CUSTOMER SPEND TIME IN SERVICE PROCESS
- CUSTOMISATION
- PEOPLE BASED
* LAWYERS
* DOCTORS
* AUDITORS - 14WHAT DOES SERVICES PROCESS TYPE, SERVICE SHOPS ENTAIL & 3 EXAMPLES- BETWEEN PROF & MASS SERVICE
- FRONT-AND BACK OFFICE
* BANKS
* CAR RENTAL
* HOTELS - 15WHAT DOES SERVICES PROCESS TYPE, MASS SERVICES ENTAIL & 3 EXAMPLES- LIMITED CONTACT TIME & CUSTOMISATION
- FOLLOW SET PROCEDURES
* SUPERMARKETS
* AIR PORT
* CALL CENTRES - 16DESCRIBE THE POSITIONS COMPARED TO THE NATURAL DIAGONAL LINE FOR APRODUCT-PROCESS MIXLEFT OF LINE - LESS PROCESS FLEXIBILITY = HIGH COST
RIGHT OF LINE - MORE PROCESS FLEXIBILITY = HIGH COST
LIES CLOSE TO THE "NATURAL DIAGONAL LINE = WHEN PROCESSES ARE VOLUME-VARIETY INFLUENCED - 17WHAT DOES DETAILED PROCESS DESIGN ENTAIL- TO IDENTIFY ALL ACTIVITIES TO MEET OBJECTIVE
- DECIDE ON SEQUENCE
- AND PERSON TO DO IT - 18HOW DOES PROCESS MAPPING HELP IMPROVE DETAILED PROCESS DESIGNMAPPING HELPS FOCUS ATTENTION SYSTEMATICALLY ON EACH ACTIVITY IN A N ATTEMPT TO IMPROVE PROCESS AS A WHOLE
- 19DESCRIBE PROCESS VISIBILITYTO OUTLINE DEGREE OF VISIBILITY, IS FOR THE PARTS OF PROCESS WITH HIGH VISIBILITY TO ENHANCE CUSTOMER'S PERCEPTION OF PROCESS
- 20WHAT IS 1. THROUGHPUT EFFICIENCY & 2. VALUE-ADDED THROUGHPUT EFFICIENCY1. IF THROUGHPUT TIME DIFFERENT FROM WORK CONTENT TIME:
- MEANS THAT FOR A "TIME" NO USEFUL WORK IS BEING DONE TO MATERIALS / CUSTOMER
2. CHANGING A PROCESS TO REDUCE "WORK CONTENT" THAT IS ACTUALLY NEEDED - SAVES TIME & IS DEPENDENT ON METHODS & TECHNOLOGY -ONLY TASK THAT "ADD VALUE" - 21NAME 4 WAYS WORKFLOW CAN BE USED IN DESIGN1. ANALYSING/MODELLING/DEFINING & IMPLEMENTING BUSINESS PROCESS
2. TECHNOLOGY THAT SUPPORT PROCESS
3. PROCEDURAL RULES THAT MOVE INFO THROUGH PROCESSES
4. DEFINING PROCESS IN TERM OF SEQUENCE OF WORK ACTIVITIES / HUMAN SKILLS / IT RESOURCES - 22DESCRIBE WHAT PROCESS VARIABILITY IS & WHY IT OCCURS- DEMAND TO WHICH PROCESS IS EXPECTED TO RESPOND & TIME IT TAKES TO PERFORM VARIOUS ACTIVITIES
WHY: - LATE / EARLY ARRIVALS
- TEMPORARY MALFUNCTION OF TECHNOLOGY
- BADLY PROCESSED MATERIALS - 23NAME 2 FUNDAMENTAL TYPES OF VARIABILITY1. VARIABILITY IN DEMAND FOR PROCESSING AT INDIVIDUAL STAGE WITHIN PROCESS
(VARIATION OF INTER-ARRIVAL TIMES OF ITEMS)
2. VARIATION IN TIME TAKEN TO PERFORM ACTIVITIES AT EACH STAGE
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- Beschreibung
- OPERATIONS MANGEMENT Karteikarten am UNIT 5 PROCESS DESIGN, erstellt von Toni-Lee Farrell am 29/09/2019.
- Erstellt von
- Toni-Lee Farrell
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