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**An operation is process thinking; firms perform “Value Added Transformation Processes”.**Market Strategy (Who) - Value Discipline (What) Operational Excellence, customer intimacy, Product leadership – Operational Capabilities (How?) cost, quality,speed, flexibility, innovation.**Customer satisfaction is based on customer expectations and satisfaction. It is also based on “Value”. Value is based on quality and price. Quality is perception of performance defined by the customer.**Quality Impacts Customer Experience: Reputation, Performance, reliability, Tangibles, Responsiveness, Empathy**A successful operation strategy depends on the right capabilities. Establish capabilities to compete on the basis of: Cost, Quality, Time, Flexibility, Innovation**What is a process: a way of getting things done. What is process selection: the set of strategic choices that determine how the transformation is achieved.**Process Fundamentals: Process, Process flowcharts, BasicProcess analysis, Process selection and layout, Process Improvement, Process Technologies.**Process Types: Job shop low volume, high variety products, Batch Small/medium batches of products, one dominant flow, Line Flow med./high volume, limited variety, assembly flow, Continuous Flow high volume, single product automated, rigid flow.**Why Analyze a Process: It’s difficult to improve what you can’t measure, you can’t track improvement without measure, demonstrating constraints and capabilities.**The Big 5 Process Measures: Capacity, Capacity Utilization, Cycle Time, Throughput Time, Lead Time.**Capacity: output per unit of time: Laser printers (5 pages per minute), Ford Plant (2 cars per week), Logan airport (1000 planes per month)**Task Time: time required at a particular task to complete the activities. Throughput Time: amount of time a unit spends in the process, including time at each stage +