Flashcards
POM
Flashcards do conjunto (20)
- 1Operational StrategiesShould guide the structural decisions and evolution of operational capabilities needed to achieve competitive position of the company as a whole.
- 2Structural Decisions1) Vertical Integration
2) Facility Capacity
3) Facility Location
4) Process Technology - 3Operational Capabilities1) Innovation and Product Development
2) Customer Service Management
3) Operations Planning and Control
4) Purchasing and Supplier Development
5) Quality Management
6) Attraction and Development of People - 4Zara's 3 principles that built self-reinforcing system1) Close the Loop (Everything is designed to make info transfer easy. Operational procedues, performance measures, and office layouts)
2) Stick to a Rhythm (maintaining strict rhythm can carry less inventory while maintaining a higher profit margin on sales)
3) Leverage your Assets (Owning production assets gives a level of control over schedules and capacities. Can ramp up production on specific garments. Reduces need for working capital) - 5Business Function Vs. Business ProcessFunctions -> more about the structures of management and control of resources and process
Processes -> assembled and organized groups of activities that have coherent and logical flow aiming at creating value for customer by working together - 6Six Sigma1) Originally a statistical measure of quality. 3.4 defects per million opportunities
2) disciplined and data-driven approach and set of methodologies and techniques for eliminating defects in any process, aiming to improve quality and reduce costs - 7DMAICDefine, Measure, Analyze, Improve, and Control
Most widely used six sigma methodology. Structured and disciplined method for solving business problems.
1) Problem defined
2) Measurement data collected
3) Analytical tools are deployed to trace problem to root cause
4) Solution for the root cause is identified and implemented
5) improved operations are subjected to ongoing control to prevent reoccurance - 8Six Sigma ProsHigh level of quality and lowered costs - If defects are high you do not reduce them by inspecting for defect and then discarding defective items but rather carefully measure and analyze operations to determine how and why defects occur and then take steps to address those causes
Reduced inventory, less process waste, reduced lead time, less rework, financial savings, increased process understanding - 9Six Sigma ConsIf premise is wrong then is a waste of company resources
Most six-sigma projects are narrowly focused, concnetrating on low-level and small scale activities. Does not work on large scale projects
Not well aligned with strategy of the organization as a whole
Does not consider whether there is an entirely different way of performing the process - 10When to use six sigma1) Improving process performance
2) Eliminating waste - 11When to use process redesign instead of six sigmaCreating a new process
Eliminating the non-value-adding work - 12Six sigma is nota system for operating and managing a business
able to shift the focus on processes as a central axis
intervene in the organizational structure
Six sigma should be positioned under the umbrella of process management if it does not fit.
Six sigma fits incremental change needs
Broader challenging change require process redesign.
six sigma should be aligned with strategic goals and integrated to the process and firm as a whole - 13SIPOCSupplier - input - process- output customer
Map of the process used to determine where the problem lies. - 14Lean Management (TPS)-Relentless attention to detail
-Commitment to data-driven experimentation
-Charging workers with the ongoing task of increasing efficiency and eliminating waste in their jobs
-Goal: Continuous improvement - 152 pillars of Toyota1) Kaizen (philosophy of continuous improvement
2) Respect and Empowerment for line workers - 16Application of Lean1) Leadership challenge and not just operational
2) career-long process
3) diversity of assignments
3) Training and education - 17Problem and Solution of Lean Mangement implementation-Senior managers struggle and view the change as a threat
-Give up control, find a mentor, and need knowledge and passion - 184 integrated disciplines of Lean Management1) Enable people to lead and contribute to their fullest potential
2) Connect strategy, goals, and meaningful purpose
3) Discover better ways of working
4) Deliver value efficiently to the customer - 19Importance of capability building1) Variability
2) Find new opportunities
3) Enhance the company value - 204 success factors of capability building1) engage every level of the organization
2) Create excitement and pride
3) Apply a range of learning techniques
4) Institutionalize through HR
Informações
- Descrição
- FlashCards sobre POM, criado por Eric Lee em 11-06-2015.
- Criado por
- Eric Lee
- Visualizações
- 1
- Avaliação