Class Notes (1,100,000)
CA (620,000)
UTSG (50,000)
RSM100Y1 (200)
Lecture

summary/ch11-12


Department
Rotman Commerce
Course Code
RSM100Y1
Professor
John Oesch

Page:
of 3
Product Attributes
The success of any organization depends on its ability to provide them with products (goods and
services) that satisfy their needs, wants and expectations.
Process managers, therefore, need to understand the product attributes that customers’ value.
1.Product Cost
Product Delivery-Response time Availability Accessibility
Product Variety Custom made (one-of-a-kind) Mass production
Product Quality Features (iPhone) Performance (Rolls Royce) Reliability (Toyota)
2.Process Capabilities
Firms compete on product attributes, but production requires a good process.
-Process Cost
-Process Flow Time
-Process Flexibility Flexible Resources
-Process Quality
3.Classification of Processes by Process Architecture
- Project (house construction) you only do it once
- Job Shop (parts for aerospace) you do it more than once, specialist
- Batch (cookies, refrigerators)
- Line Flow (auto assembly, meat packing)
- Continuous Flow (oil wells) you cant stop it, never shut down.
Examples:
1) Canada auto workers are an example of _d_?
a.Trade
b.Company
c.National
d.Industrial
e.Craft
2) Contingency approach to leadership suggests that the leader should: shift his/her style based on
the situation.
3) Pay, praise, promotion, suspensions, firing are examples of:
a.Outcome
b.Valence
c.Reinforcement
d.EP expectancy
e.a&c only
f. all of the above.
What defines a Good Process?
External Measures
Related to economical and outside environment of the process
Financial, Marketing, Customer Satisfaction
Internal Measures
Related to the process attributes
Operational expenses
Capacity utilization
Throughput
Inventory levels
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Flow time
Capacity Analysis
Throughput (Flow Rate) is the average number of flow units produced by the process per unit
time.
Theoretical Process Capacity is the maximal number of units that can be processed. It is an
upper bound on throughput.
Utilization rate = Throughput / Theoretical Process Capacity
Capacity analysis is the assessment of theoretical process capacity.
Resource Unit: a single “resource (machine or worker) that can perform a particular activity.
Resource Pool: a collection of interchangeable resource units that can perform the same set of
activities.
Capacity Adjustments: Downtime
-Most real-life resource units suffer occasional breakdowns that affect capacity (eg. sick days)
-Therefore a resource unit may not be available all the time during its scheduled availability
-An adjustment can be calculated based on averages of downtime.
Bottleneck is the resource with the lowest effective capacity
-Bottleneck resources control process capacity
An increase in capacity at a bottleneck can lead to an increase in process capacity
An increase in capacity of a non-bottleneck has no effect on the capacity of the
process
- A popular approach to production scheduling and control (“theory of constraints”) is
centered on controlling the process so as to ensure that bottleneck resources operate as
efficiently as possible
Process Capacity
- Resources may not be utilized even when available (congestion)
- StarvationInsufficient necessary inputs
Lack of synchronization between various flows
- Blockage here is no place to store additional flow units
buffer size, slack capacity
- Process capacity is the maximum capacity taking into account that resources may not be
available and may be idle when available
Throughput
- External factors may affect throughput Supply- Demand
- Throughput = min (supply, process capacity, demand)
Throughput process capacity process effective capacity process theoretical capacity
Categories of Productivity
- Labour productivity (of nations)
- Manufacturing vs. service
- Industry productivity (mining vs. banking)
- Company productivity
- One of the ways to differentiate
- Quick way to low cost
- Southwest airlines (Strategy of short haul, small fields; decreases time on ground
No reserved seating No boarding passes No baggage transfer)
Total Quality Management
- Begins with design principles centred on what the customer wants
- Org design around continuous improvement of both product/services and processes
- Recognize what is important to customers
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- Empower employees to take whatever steps are necessary to ensure quality
i.e.Anyone can stop the line at Toyota
- Must collect data in order to measure improvements in quality (SPC etc.)
- Benchmarking within a company or across an industry is an example ()
- ISO9000 and ISO14000
Business process re-engineering (is the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements so that services and goods are produced at
the lowest possible cost and at the highest value for the customer.)
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