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Flashcards in Wrap Up Deck (19)
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1

Terry Hill Approach
a) Corporate Objectives

Survive, Grow, ROI,

2

Terry Hill Approach
b) Marketing Strategies

Segment, Scope, Volume, Leader or Follower

3

Terry Hill Approach
c) Operation Strategy

Structure Strategy
-->process, capacity, location, distribution
Support Strategy
--> Quality Assurance
--> information & HR
--> Inventories
--> Maintenance
--> Organisation

4

Terry Hill Approach
OW & OQ

Price
Quality
Delivery
Flexibility
Speed
Support
Innovation

5

S2. operation strategy
Key Notes

O.S should be defined in function of what I want to do
OW & OQ are defined by final Customer
as time goes by most OW will end up being OQ --> product life cycle
true mission of manufacturing --> get profit in most sustainable way satisfying customer (not merely building products)
Structure strategies should me preceded by C &M strategies

6

Session 3
Spectrum of Manufacturing Process

Project -->Batch--> continuous
The more QUANTITY
The less VARIETY
The more AUTOMATISATION
the less WORK-IN-PROCESS
The more FINISHED GOODs

7

Session 3
Lean Manufacturing
combines...

a) function
qualifies workers, high flexibility, low volume
b) product
specialised workers, low flexibility, high volume

8

Session 3
Transformation process classification

- 5 different classes
- inside plant can co-exist two/more diff, processes
- product & process need to be aligned to achieve competitiveness
- strong concurrence has led to redefine PP Matrix --> new approaches (lean manufacturing or more flexible systems)

9

Session 4:
Process Fundamenal

transformation process is pat of business process
bottleneck resource define the cycle time & capacity of whole process
precedences & nr. of resources, demand variability --> key elements in determining the system performance
Bottleneck are dynamic & can change according to variables participating in process

10

Session 5 - Service
Service vs Manufacturing

Customer = Service Co-producer
focus on human factor --> standardisation is impossible
"service quality" = experience
reduced visibility (no physical WIP but digital, oral info.)
IT is key --> speeds up process but cab become rigid constraint
usually inventories are not visible but KEY

11

Session 5 - Service
Structural Elements

Delivery System - front & back office
facility Design - size, aesthetic, layout
Location C. - demographics, site characteristics
Capacity Planning - managing queues, nr of servers, accommodating average/peak demand

12

Session 5 - Sevice
Managerial Elements

"the service encounter" - culture, motivation, selection, training, emplo. empowermet
Quality - monitoring, measurement, expect vs. percp
Offer vs Demand (altering demand & controlling supply)
Information (data gathering, transforming into useful info,)

13

Session 8 - Queueing System
Basic configuration

1. Population of potential Customers
--> 2. QUEUEING SYSTEM
(queue --> server)
--> 3. C. already served

14

Session 5 - Service
Key Elements

Intangible (not returned, they cannot try out service, easy to replicate)
require C. interaction
inherently heterogenous (hard to maintain uniform quality, output is unpredictable)
Service Design
--> self- service
--> Production Line
--> personal attention

15

Session 8- Queueing System
Elements in the System

distribution for arrivals
distribution for service times
design of queueing facilities (series, parallel, network)
line size (in/finite)
Arrival sources (in/finite)
C. behaviour (jockeying, balking, priorities)
Server Behaviour (failures, rates changes, batches)

16

Session 9 - forecasting
Characteristics

forecast are usually wrong
good forecast is more than a single number
aggregate forecast are more accurate
the longer the time horizon the less accurate forecast can be made
better forecast = past + key information

17

Session 9 - forecasting
Time series

time - x axis --> check for trend & seasonality
a) no T & no S --> moving average
b) no T but S --> seasonal factors
c) Trend but no S --> linear regression
d) T&S --> weighted moving average regression, exponential smoothing
--> all cases use model to forecast future values

18

Session 9 - forecasting
Finding Relationship between variables

explanatory --> dependent
one explanatory variable --> single regression
several explanatory variables --> multiple regression

19

Session 9 - forecasting
Casual Method

find straight line that better explain the behaviour of the dependent variable
regression --> useful tool to study casualty
all forecasts are wrong - but if we don´t do them uncertainty will be even greater !!