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1BUSMGT 3230: Operations ManagementKey Questions for Midterm 1Chapter 1: Using Operations to Compete1. Why is operations (& supply chain) management important to business survival?Because it translates materials and services into outputa. In your own words, what is operations (& supply chain) management about?Operations (& Supply Chain) Management is about making decisions to deal with problems and issues that affect RIGHT6 (quality, quantity, place, customer, time, cost)2. What are key inputs into any process that produces a product or a service?Workers, managers, equipement, facilities, materials, land, and energya. What is a product? What is a service?Product- any tangible outputService- any intangible outputb. Can there be services without products?No!3. How are manufacturing and service processes different?Manufacturing processes- output physical, tangible goods and have a low degree of customer contact. Also has a long response time and is capital intensive. Quality is easily measured.Service processes- produce intangible outputs and have a high degree of customer contact. Also is labor intensive and has a short response time. Quality is not easily measured.4. What 4 core processes do operations (supply chain) managers “obsess” over?Order fulfillment, customer relationship, supplier relationship, and new product/service developmenta. What “decisions” do operations (supply chain) managers typically make?Decisions pertain to process, capacity, inventory, quality, logistics, and workforce (Safety, Quality,Delivery, Productivity, Cost, and People)5. What is an operations strategy? What is a strategy?Operations strategy- the means by which operations implements a firm’s corporate strategy and helps to build a customer-driven firm6. What are core competencies and what do they include?Core competencies- the unique resources and strengths that an organization’s management considers when formulating strategyThey include: workforce, facilities, market and financial know-how, and systems and technology7. What are the four competitive priorities and competitive capabilities?Time, flexibility, quality, and costa. How are competitive priorities and competitive capabilities different?Competitive priorities are the critical dimensions that a process must possess to satisfy its internalor external customers while competitive capabilities are the dimensions a process actually possesses and is able to deliver8. What is an order winner? What is an order qualifier?Order qualifier- is what a firm must have to be in the businessOrder winner- is what a firm must have to "win" customers/sales and "beat out" competitiona. Are competitive capabilities order winners or order qualifiers?A competitive capability is an order qualifier if competitors also have it and it is an order winner if the firm has it to "win" customers/sales and "beat out" competitors--------------------------------------------------------------------------------------------------------------------------------------------------------Chapter 3: Process Strategy1. What the the four basic process strategy decisions?Process structure, Customer involvement, Capital intensity, and Resource flexibilitya. How are the four basic process strategy decisions defined? Inter-related?Process structure- the process type relative to the kinds of resources needed, how resources are partitioned between them, and their key characteristics2Customer involvement- the ways in which customers become part of the process and the extent oftheir participationResource flexibility- the ease with which employees and equipment can handle a wide variety of products, output levels, and functionsCapital Intensity- the mix of equipment and human skills in a process.They are inter-relatedb. How is a layout related to these process strategy decisions?The layout is the physical manifestation of these decisions2. What are the key attributes of the Product-Process Matrix?Volume, product customization, process characteristsa. How do process structures in manufacturing differ along these attributes? In terms of the ability to use inventory to satisfy customer orders?Differ in terms of volume, product customization (or variety), and process divergence and flow. These differences determine whether a firm uses Make-to-Order or Make-to-Stockb. How do process structures in manufacturing relate to competitive priorities?They help determine them3. What are the key attributes of the Customer-Contact Matrix?Degree of customer contact, customization, process characteristicsa. How do process structures in services differ along these attributes?Differ in terms of customer contact and customization and process divergence and flowb. How does high customer contact differ from low customer contact in service processes?In sale opportunity, degree of contact, and efficiencyc. How does the degree of customer contact relate to sales opportunity and efficiency in designing services? How do process structures in services relate to the "moment of truth"?Differ in terms of sales opportunity, degree of customer-server contact, and efficiencyThese differences lead to low versus high moments of truths since they lead to physical separationof front office versus back office4. What are the advantages and disadvantages of involving customers?Possible Disadvantages: It can lower the efficiency of a process (be disruptive), requires higher interpersonal skills from employees, which come at a cost, might have to change layout (may need multiple locations), hard to measure quality, hard to manage timing and volumePossible Advantages: Increase value of the process to the customer, self-service has high customer involvement, but lowered costs, final assembly by the customer also lowers costs, customer involvement can also help manufacturers forecast demand, etc.--------------------------------------------------------------------------------------------------------------------------------------------------------Chapter 6: Capacity Planning1. What is capacity? How is capacity typically measured?The maximum rate of output of a process or systemNo single measure is best for all situations; in general, capacity can be measured either in output or inputa. How are input measures different from output measures?Input measures: good when variety and process divergence is high, product/service mix are changing, productiviy rates are changing, and significant learning effects are expectedOutput

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OSU BUSMGT 3230 - Key Questions for Midterm 1

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