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Definition
| design, direction, and control of processes that transform inputs into services and products for internal, as well as external customers. |
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| take input, transforms them, and provides ouputs |
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| group of resources performing all or part of one or more processes. |
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| interrelated series of processes within and across firms that produces a service or product |
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| synchronization of a firm's processes with those of its suppliers and customers to match the flow of materials, services, and information with customer demand. |
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| concept of a process within a process |
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| set of activities that delivers value to customers |
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| supplier relationship process |
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| selection of suppliers of services,materials,and info and facilitates the timely and efficient flow of these items into the firm. |
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| new service/product development process |
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Definition
| designs and develops new services or products from inputs from external customer specifications or the market. |
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| order fulfillment process |
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| activities required to produce and deliver the service or product |
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| customer relationship process |
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| identifies, attracts, and builds relationships with customers and facilitates the placement of orders |
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| provides vital resources and inputs to the core processes: Accounting, Engineering, HR, and Information Systems |
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| means by which operations implement the firm's corporate strategy and helps to build a customer-driven firm. |
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| Developing corporate strategy |
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Definition
| 1)Monitoring and adjusting to changes in business environment 2)identifying and developing the firm's core competencies 3)developing the firm's core processes 4)developing the firm's global strategies |
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| monitoring trends in the environment for opportunities or threats. |
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| unique resources and strengths of a firm |
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| divides the firm's customers into market segments and then identifies the needs of each segment. |
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| critical dimensions that a process or supply chain must possess to satisfy customers |
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| cost, quality, time and flexibility dimensions |
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| focuses on delivery and development speed |
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| A criterion customers use to differentiate the services or products of one firm from those of another. |
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| minimal level required from a set of criteria for a firm to do business |
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| Management supply chain planning |
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| forecasting, operations planning and scheduling, and resource planning |
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| the pattern of decisions made in managing processes so that the processes will achieve their competitive priorities. |
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| process type relative to the kinds of resources needed, how resources are partitioned between them, and their key characteristics |
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| physical arrangement of operations created by the various processes |
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| ease with which employees and equipment can handle a variety of products, output levels, duties, and functions. |
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| mix of equipment and human skills in a process |
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| degree of customer contact, customization, and process characteristics |
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| is the extent to which processes are highly customized, performing unique services |
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| customers, materials, or information move in diverse ways. |
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| flexible flows, high customer interaction |
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| moderate flow, moderate customer interaction |
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| low flow, low interactions |
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| linear movement of customers, materials, from one operation to the next, automated |
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| volume, product custimization, process characteristics |
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| way of structuring the process by organizing resources around the process, or products |
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| flexibility needed to produce a wide variety of products. highly customized |
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| higher volume due to same or similar products or parts going into them are produced repeatedly. |
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| volume high, products standardized |
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| high volume standard production with rigid line flows |
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| make products to customer specifiction |
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| produces wide variety of products from relatively few subassemblies and components after orders are received (mass-customization) |
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| delaying final activities in the provision of a product until order is received |
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| holds items in stock for immediate delivery |
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| line process using make-to-stock strategy |
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| allocates space and indicates placement of each operation |
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| gives a measure of the relative importance of each pair of operations being located close together |
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| employees capable of many tasks |
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| system process or piece of equipment, self-acting, self-regulating |
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| manufacturing process that produces one type of part or product in a fixed sequence of simple operations |
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| manufacturing process that can be changed easily to handle various produts |
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Definition
| versatile. computer-controlled machine programmed to perform various tasks |
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Definition
| reflect the ability to produce multiple product more cheaply in combination than separately |
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| different operations within a facility with individualized competitive priorities and employees under same roof |
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| splits large plants that produced all the company's products into several specialized smaller plants. |
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| fundamental rethinking and radical redesign of processes to improve performance. |
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| systematic study of the activities and flows of each process to improve it |
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| documentation and detailed understanding of how work is performed and how it can be redesigned |
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| voluntary system where employees submit their ideas on process improvements |
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| group of knowledgeable team-oriented..... |
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Definition
| performance measures that are established for a process and the steps within it |
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| diagram that traces the flow of info, customers, equipment, or materials through the various steps of a process |
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| visual representation that groups functional areas responsible for different sub-processes into lanes. |
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| flowchart of a service that shows which steps have high customer contact |
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| select work elements, timing the elements, determining sample size, setting standard |
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| database of standards to estimate the time required for a job, most useful for highly customized products or services, process divergence is great |
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| predetermined data approach |
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| divides each element into a series of micromotions that make up the element. |
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| estimates the proportion of time spent by people or machines on different activities |
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| displays the relationship between processing time and the cumulative quantity of a product or service produced |
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| organized way of documenting all the activities performed by a person or group of people.... |
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| operation,transportation,inspection,delay, storage |
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| form used to record the frequency of occurrence of certain process failures |
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| any performance shortfall, such as an error or delay |
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| summarization of data measured on a continuous scale, showing the frequency distribution of some process failure |
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| series of bars representing the frequency of occurence data on a yes or no basis |
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| bar chart on which factors are plotted along the horizontal axis in decreasing order of frequency |
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| a plot of two variables showing whether they are related |
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| relates a key performance problem to its potential problem |
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| represent data sequentially with data points connected by line segments to highlight trends in the data. used in control charts and forecasting |
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| act of reproducing the behavior of a process, using a model that describes each step |
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| systematic procedure that measures a firm's processes,services, and products against those of industry leaders |
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