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| the pattern of decisions made in managing processes so that they will achieve their competitive priorities.determines how processes are designed relative to the kinds of resources needed, how resources are partitioned between them, and their key characteristics. |
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| refers to the ways in which customers become part of the process and the extent of their participation. |
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| is the ease with which employees and equipment can handle a wide variety of products, output levels, duties, and functions. |
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| is the mix of equipment and human skills in a process |
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| The customer is very much part of the creation of the service and affects the service process itself. |
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| The customer is not involved in tailoring the process to meet special needs or in how the process is performed. |
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| The number and intricacy of the steps required to perform the process |
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| The extent to which the process is highly customized with considerable latitude as to how it is performed. |
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| The customers, materials, or information move in diverse ways, with the path of one customer or job often crisscrossing the path that the next one will take. |
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| The customers, materials or information move linearly from one operation to the next, according to a fixed sequence. |
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| A process with high customer contact where the service provider interacts directly with the internal or external customer. |
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| A process with moderate levels of customer contact and standard services with some options available |
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| A process with low customer contact and little service customization |
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| A way of structuring the process by organizing resources around the process or organizing them around the products. |
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| A process with the flexibility needed to produce a wide variety of products in significant quantities, with considerable complexity and divergence in the steps performed. |
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| process that differs from the job process with respect to volume, variety and quantity |
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| A process that lies between the batch and continuous processes on the continuum; volumes are high and products are standardized, which allows resources to be organized around particular products. |
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| The extreme end of high-volume, standardized production and rigid line flows, with production not starting and stopping for long time intervals. |
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| A strategy used by manufactures that make products to customer specifications in low volume. |
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| Assemble-to-order strategy |
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| A strategy for producing a wide variety of products from relatively few assemblies and components after the customer orders are received. |
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| A strategy that involves holding items in stock for immediate delivery, thereby minimizing customer delivery times |
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| A term sometimes used in the popular press for a line process that uses the make-to-stock strategy. |
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| A workforce whose members are capable of doing many tasks, either at their own workstations or as they move from one workstation to another. |
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| Low volumes mean that process designers should select flexible, general-purpose equipment. |
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| is a system, process, or piece of equipment that is self-acting and self-regulating |
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| is a manufacturing process that produces one type of part or product in a fixed sequence of simple operations. |
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| Flexible (or programmable) automation |
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| is a manufacturing process that can be changed easily to handle various products. |
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| are economies that reflect the ability to produce multiple products more cheaply in combination than separately. |
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| Plants within plants (PWPs) |
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| are different operations within a facility with individualized competitive priorities, processes, and workforces under the same roof. |
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| are the result of a firm’s splitting large plants that produce all the company’s products into several specialized smaller plants. |
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| is a fundamental rethinking and radical redesign of processes to improve performance dramatically in terms of cost, quality, service, and speed. |
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| is the systematic study of the activities and flows of each process to improve it. |
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