Fichas
DMO
Fichas del conjunto (51)
- 1“DMO is all about operations strategy”1.) Hill’s Framework
2.) Hayes & Wheelwright
3.) Performance objectives
4.) Order winners and qualifiers - 2“Structural strategic decisions should create a competitive advantage”1.) Hill’s Framework
2.) Hayes & Wheelwright
3.) Performance objectives
4.) Order-winners and qualifiers - 3“The four V’s are important for DMO”1.) Costs
2.) Service and Manufacturing Process type
3.) Competitive Advantage
4.) Performance objectives - 4“Hill’s Framework creates operations strategies”1.) Volume-Variety level
2.) Performance objectives
3.) Order winners and qualifiers
4.) Structural and infrastructural decisions - 5“Process management is a strategy”1.) Lean process design
2.) Throughput time
3.) Bottleneck
4. ) Process hierarchy - 6“The House of Quality helps making strategic decisions”1.) Order winners
2.) Trade Offs
3.) Market Led Strategy
4.) Deliver the promise - 7“Performance objectives should be shared between players in a supply chain”1.) Internal benefits and external benefits
2.) Lean process
3.) Bullwhip effect
4.) Total Quality Management - 8“Supply chain design should avoid the bullwhip effect”1.) Inventory (waste)
2.) Buffers
3.)Variation in demand/push systems
4.) Backlog - 9“Managing variability is the good way of running a smooth operation”1.) Variation in demand (Input Variability)
2.) Lean process design
3.) Muda, Mura, Muri
4.) Theory of Constraints (Process Variability) - 10“Balancing capacity and variation in demand (capacity management) is a strategy”1.) Capacity management
2.) Theory of constraints
3.) Variability in demand
4.) Chase Demand - 11“Input, through put and output variability is the curse for operations”1.) Lean process design
2.) Root cause of waste (Varaibility)
3.) High costs
4.) Process utilization - 12“Overproduction and over stocking (inventory) hide causes of waste”1.) Rivers & Rocks
2.) Pushinventory system
3.) Lean synchronization
4.) level delivery schedules - 13“a 100% utilization of capacity means accepting WIP (work in process) and waiting time”1.) Rule of thumb
2.) Bottleneck
3.) Variation in demand
4.) Push system - 14“The bottleneck should control the total output of the system”1.) Drum, buffer, rope
2.) TOC
3.) Lean processes
4) Costs - 15“Muda, mura, muri should be in balance”1.) Lean synchronization
2.) Just In Time (JIT)
3.) Rivers & Rocks
4.) Six Sigma - 16“Continuous improvement is the responsibility of the operation”1.) Theory of Constraints (TOC)
2.) Lean synchronization
3.) Six Sigma
4.) Total quality management - 17Operation StrategyOperations strategy refers to the pattern of strategic decisions which shape the long-term capabilities of a company, in this case IKEA. No organization can survive in the long term if it cannot supply its customers effectively. IKEA has a market requirement perspective which essentially means that they design, produce and deliver products and services that satisfy market requirements.
- 18Structural Strategic DecisionsA company must make structural strategic decisions to manage resources efficiently and effectively in order to create a sustainable competitive advantage. Structural decisions are the ones that define the shape of the building blocks associated to a particular operation. They are directly related to the tangible aspects such as process technology for manufacturing, vertical integration, facilities like location and capacity and variety of product manufacturing.
- 19Four V'sAn organization with low volume, high variety, high variation in demand and high visibility will be very different from an organization with high volume, low variety, low variation in demand and low visibility. The 4 V’s are the design characteristics of the operations processes. Although all operations transform inputs into outputs, they all have a different approach depending on the 4 V’s. The 4 V’s have an impact on processes that create and deliver the services and products of IKEA.
- 20Hills FrameworkHill’s Framework is a tool that helps the organization define its strategy step-by-step to determine what core capabilities are needed in order to create a competitive advantage. Hill’s Framework consists of 5 steps for operations to contribute to competitiveness
- 21Process ManagementProcess management is a field in operations management that focuses on improving corporate performance by managing and optimizing a company's business processes. If these processes are managed as effectively and efficiently as possible, IKEA creates a strategy where they are meeting the needs of the customer and achieving a sustainable long term competitive advantage.
- 22House of QualityThe key purpose of the HOQ is to try to ensure that the eventual design of a product or service actually meets the needs of its customers. To manage your resources efficiently and effectively to create a sustainable competitive advantage you have to make strategic decisions.
- 23Performance objectives should be shared between players in a supply chainThe supply chain provides goods and services through upstream and downstream linkages to the end-customers of a company. Meeting the requirements of end-customers requires the supply chain to achieve appropriate levels of the five performance objectives of IKEA. All stages in the chain must eventually include the goals of the company and the needs and wants of the final customer. This is why performance objectives should be shared between players in a supply chain.
- 24Performance ObjectivesThe generic set of performance indicators that can be used to set the objectives or judge the performance of any type of operation, although there are alternative lists proposed by different authorities, the five performance objectives as used in this book are quality, speed, dependability, flexibility and cost.
- 25bullwhip effecthe bullwhip effect is used to describe how a small disturbance at the downstream end of a supply chain causes increasingly large disturbances as it works its way upstream as shown in the “Beer Game” Avoiding the bullwhip effect will lead to lower inventory (thus lower costs) and shorter throughput time.
- 26Process VariabilityProcess variability means that a service delivery process does not run consistently. Variability, either in demand or capacity, will reduce the ability of an operation to process its inputs. This means that processes consist of waste (high inventory), which leads to longer throughput time and unnecessary high costs. The main responsibility of the operation is to manage its resources effectively and efficiently. This results into less waste, faster throughput time and less costs.
- 27Balancing capacity and variation in demandWhen companies try to satisfy its customers’ needs it will use many processes. These processes fluctuate through several levels of capacity and demand. IKEA makes use of adjustment to the capacity of a resource (equipment, machine, or system) to meet a planned demand or load. In general, manufacturing capacity may be adjusted by working overtime or redeploying the manpower. To optimize your supply chain, you need to be able to supply your customers with what they want, when they want it - and accomplish that by spending as little money as possible. By understanding and taking advantage of your facility's capacity, you can accomplish that goal.
- 28Input, through put and output modelPut simply, operations are processes that take in a set of input resources which are used to transform something, or are transformed themselves, into outputs of products and services. And although all operations conform to this general input–transformation–output model, they differ in the nature of their specific inputs and outputs.
- 29Overproduction and over stockingOverproduction and inventory hide the causes of waste, as the operation cannot directly see its causes of waste when inventory is high.
- 30100% utilization of capacityThe utilization of capacity is shown by the output of a process. When 100% utilization of capacity is used, it can be said that the company accepts WIP and waiting time. Not all processes have the same speed, even if they are working on 100% utilization of capacity.
- 31Muda, mura, muriMuda (waste), mura (un-evenness) muri (overburden) are three Japanese terms used to reduce or eliminate non-value adding activities, as they have a negative influence on the organization. When a process is inconsistent (mura), it can lead to the overburdening of equipment and people (muri), which, in turn, will cause all kinds of non-value adding activities (muda).
- 32Continuous improvementimprovement nowadays is seen as the prime responsibility of operations management. All operations management activities are really concerned with improvement in the long term. Continuous improvement (kaizen) results in items flowing smoothly through processes with shorter throughput time. Most companies are improving to retain their position relative to their competitors.
- 33Hayes & WheelwrightThe Hayes and Wheelwright model helps IKEA move from being a barrier to strategic success, in stage one, to becoming an innovator and creator of opportunity, in stage four. From stage 1 to 2 the operation implements a strategy.
- 34Order winners and qualifiersare the competitive advantages such as quality, delivery speed, reliability, product design, flexibility, and image that cause a firm's customers to select that company's products or services. It is the main reason why customers purchase a company's product.
- 35infrastructural decisionsinclude those concerned with planning and control, quality management, new product or service development, and performance measurement.
- 36Lean process designPutting into practice a lean process design, throughput time is shortened and waste is eliminated
- 37BottleneckA bottleneck is a point of congestion in a production system that occurs when workloads arrive too quickly for the production process to handle. The inefficiencies brought about by the bottleneck often create delays and higher production costs.
- 38Process hierarchyBusiness process hierarchy can be defined as the strategic arrangement of business functions and processes. The arrangement of business processes in a hierarchical format navigates the businesses towards the required alignment of business systems, business modules, business processes and business architecture with the organizational strategy
- 39Total Quality ManagementA core definition of total quality management (TQM) describes a management approach to long–term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work.
- 40BuffersIs a supply of inputs held as a reserve in case there are future demand and supply fluctuations. It is the excess inventory or safety stock, which retains some kind of buffer to protect in case of uncertain future.
- 41Push Systempush system, each work centre pushes out work without considering whether the succeeding work centre can make use of it. A company with this system such as IKEA is constantly transforming its resources no matter what is demanded therefore do not feel the effects of variation in demand.
- 42Backlogmeans that a company has unfinished orders and therefore a debt to deliver the requested amount of products, which is caused by the bullwhip effect
- 43Theory Of Constraintsis a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. In manufacturing, the constraint is often referred to as a bottleneck.
Manages constraints
Focus on System Constraints - 44Capacity ManagementIs where the company tries to increase capacity in smaller to medium increments to coincide with the increases in volume.
- 45Lean synchronizationmeans that the flow of items (material, information or customers) that constitute services and products always delivers exactly what customers want in exact quantities, exactly when needed and exactly where required
- 46Rule of thumbstates that the capacity utilization should not be more than 80%
- 47Drum, buffer, ropeThe bottleneck is called the drum as it sets the beat for the rest of the process to follow.
The buffer of inventory in front of the bottleneck is there to make sure that it always has something to work on. Because it constrains the output of the whole process, any time lost at the bottleneck will affect the output from the whole process.
The rope is needed for some form of communication between the bottleneck and the input to the process and to make sure that activities before the bottleneck do not overproduce - 48Just In Time (JIT)The JIT flow is all about producing at the time that the customer requires that product.
- 49Rivers & RocksThe river and rock analogy illustrates that reducing the level of inventory (water) allows operations management (the ship; IKEA) to see the problems in the operation (the rocks, muda, mura, muri) and work to reduce them. Reducing the inventory exposes the worst problems, which can be resolved and the more the inventory (water) goes down, the more problems (thus waste) can be seen and eliminated.
- 50Six SigmaSix Sigma is an approach of improvement and striving for perfection by using the DMAIC cycle (define, measure, analyze, improve and control) to define the problems.
Reduce Variation - 51Lean ThinkingRemoval of Waste
Focus on Flow
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- Fichas sobre DMO, creado por Sebastian van der Sloot el 18/01/2017.
- Creado por
- Sebastian van der Sloot
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