Flashcards
Flashcards OM lecture 1
Cards in this deck (30)
- 1The fundamental theories for Operations Management1. Personality Systems (Psychology)
2. Social Systems (Sociology)
3. Cultural Systems (Anthropology)
Political Science
Economics - 2Design and making fancy gadgets may seem interesting......but this increasingly has to connect with the needs of consumers in the marketplace
- 3Critical Dimensions of Supply and Demand1. Ability to move stuff from point to point
2. Ability to fulfil promises of exceedingly good customer experience - 4A transformation systemA system that takes inputs of a variety of resources and produce outputs of goods and services needed by customers
- 5Day to day fulfilment of customer requestsSourcing products and services from suppliers and transporting products and services to customers
- 6Core functions of an organization1. Marketing Function
2. Product/Service Development function
3. Operations Function - 7Marketing FunctionCommunication of the organisation's products and services to its market to generate customer orders
- 8Product/Service Development FunctionCreating new and modified products and services to serve future customer requests
- 9Operations FunctionFulfils customer requests for service through production and delivery of product and services
- 10Support Functions1. HR Function
2. IT Function
3. Finance Function
4. Technical Function
5. Others - 11Operations Management decision areas1. Capacity
2. Scheduling
3. Inventory
4. Control - 12CapacityA total 'flow' of products or services produced when inputs are transformed into outputs (throughput per period)
- 13SchedulingPlanning the times at which particular tasks will be done or events will happen
- 14InventoryAn organisation's current assets that consists of raw materials, work in progress, and finished goods; stock
- 15ControlProcesses ensuring that the plan is achieved despite obstacles, variations and uncertainties in the organisation and its environment
- 16Inputs into the transformation process1. Materials
2. Information
3. Customers
4. Facilities
5. Staff - 17Factors affecting employment changes1. Age
2. Gender equality
3. Geographical Location
4. Migration
5. Security of tenure
6. Hours of work
7. Fringe benefits
8. Impact on health and wellbeing - 18According to engineering employers, what skills do employees lack the most?1. project management
2. commercial awareness
3. communication/people skills - 19project managementthe activity of organising and controlling a project
- 20commercial awarenessknowledge of how businesses make money, what customers want, and what problems there are in particular areas of business
- 21communication/people skillsthe ability to communicate with people in a friendly way and therefore deal with them effectively, especially is business
- 22what company functions does Operations Management mainly encompass?1. Product/Service development function
2. Operations function - 23What are some decisions areas for IKEA?1. Capacity: Fewer customers after Christmas Holidays
2. Control: Assign a peer to observe quality of customer service
3. Scheduling: Cleaning stores daily without disrupting customers and other operations - 24What are some decision areas for United Emirates Airlines: Food Catering?1. Capacity: Flow of food, passengers, food carts
2. Scheduling: Time to clean and time to load cart before plane lifts
3. Inventory: Ingredients, finished food, chefs
4. Control: central computerised monitoring room - 25Describe the input-transformation-output model1. there is an input of resources: customers, information, materials, facilities, staff
2. These are transformed
3. Output of products/services to customers
4. Value is added over the process - 26apply the input-transformation-output model to concrete being pumped into a foundation1. input: concrete, labour, machines, expertise
2. value is added by transporting the concrete to where it is needed, applying expertise, and transforming it with labour and machines - 27apply the input-transformation-output model to pressure check on a landing gear1. input of labour and time
2. this provides safety which is valuable - 28apply the input-transformation-output model to building a car1. input of steel, machines, labour facilities, expertise
2. the steel is transformed into something which can be used for transportation which fulfils customers needs - 29Why is Operations Management so vital?1. Accounts for over 80% of what employees do
2. Adds value to what you sell to customers through input-transformation-output
3. Influences revenue streams and cost-base for all organisations (businesses, NGOs, government)
4. Connects technological innovation with the economy and overall well-being for society
5. Enables the deployment of your skills and knowledge
6. The ways in which resources are organised and transformed within a business will have an impact on its efficiency and competitiveness in the market
7. Skills of engineers are used to make processes more efficient, to improve the design of products and services, to use more advanced materials etc.
8. New design and efficiency are not sufficient, with mature technologies you often need new business models. - 30Operations management concernsTo remain competitive a company may ask:
1. Do we have the capacity?
2. Have we got the right plant and equipment?
3. Can we undertake all the necessary processes? Do we have the expertise?
4. Can we schedule the work to deliver the product or service when the customer requires it?
5. Are we managing queues, timing and distribution? Are we predicting or reacting?
6. Have we goods in stock to sell? Is this a good thing? where are money tied up in the business?
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- Bachelors Operations Management Flashcards on Flashcards OM lecture 1, created by Fredrik Josefsson on 15/11/2017.
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- Fredrik Josefsson
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