Please enable JavaScript.
Coggle requires JavaScript to display documents.
Operations and business systems Lecture 1-13 (Lecture 5 Linking strategy…
Operations and business systems Lecture 1-13
lecture 1
Transformation model
5 performance objectives
Difference between operation a process and a system
4 V's
Lecture 4 The Big picture
Difference between ops and strategy
What is lean vs agile
Types of flexibility
PUV
Lecture 3 Capacity strategies
5 capacity plans
Employment of staff and demand
Demand plans
Changing capacity
How does cap link to 5 ps and transformation model
lecture 2 Capacity & Constraints
Types of capacity
Limits to product and service capacity
Bottlenecks
How do you manage customer expectation
Lecture 5 Linking strategy and Operations
PUV for a supermarket
Importance/ performance matrix
Order winners, Qualifiers
Priorities vs customer values
Strategy driven internally externally
components of strategy competitors/ stakeholders
Lecture 6 Process types
Layouts
Names of process types and layout chocies
How can you get variation using a layout (car manufactures)
Lecture 7 Design
Concept generation
Process efficiency
Design funnel
Waste reduction through process
Lecture 8 Service, concept & service quality
Main four aspects of Sasser model
Service quality
4 gap
Quality characteristic recovery
Different approaches to quality
definition of service quality
Lecture 9 guest lecture
lecture 10 TQM
What is TQM
Pros cons
Staff and TQM
Capabilities index and statistical process control
Link TQM to lean thinking and supply chain management
Lecture 11 JIT
7 wastes of JIT
Difference between excess motion and excess transport
JIT philosophy
How does it add value
Lecture 12 3P's
Types of Bench marking
Weakness around only considering finance
different types of performance standards
Multi factor approach
Lecture 13 why do operations fail
Ways of detecting failure
Strength weaknesses of each approach
Ways of analyzing failure
Recovering from failure
Ways of improving reliability