ch07_ism[1] - CHAPTER Process Strategy 7 9 DISCUSSION...

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88 D ISCUSSION Q UESTIONS 1. Process strategy is the organization’s approach to transform- ing resources into goods and services. 2. Product Likely Process Beer Product Focused/Continuous Wedding invitations Process Focused/Job Shop Automobiles Modular/Repetitive Paper Product Focused/Continuous “Big Mac” Modular/Repetitive Custom Homes Job Shop with components made in Product Focused and Modular facilities Motorcycles Modular/Repetitive 3. Service blueprinting is a process analysis technique that fo- cuses on the provider’s interaction with the customer. 4. Process reengineering is the rethinking and radical design of business processes to bring about dramatic improvements in performance. 5. Techniques for improving service productivity include: sepa- ration, self-service, postponement, focus, modules, automation, scheduling, and training. 6. The 4 quadrants are: (1) mass service (low interaction/customization; high labor intensity) (2) professional service (high interaction/customization; high labor intensity) (3) service factory (low interaction/customization; low labor intensity) (4) service shop (high interaction/customization; low labor intensity). 7. CIM (computer integrated manufacturing), in its ideal, but seldom realized form, ties together computer-aided design (CAD), computer – aided manufacturing, Fexible manufacturing systems (±MS), the necessary automated storage and retrieval systems (ASRS) and movement of materials (automated transfer machines or automated guided vehicles – AGVs) to make it all work. 8. In process control systems sensors collect data; analog de- vices read data on a periodic basis; measurements are digitized and transmitted to a computer; data are analyzed; and output is presented in various signals, charts, diagrams, messages, etc. 9. Manufacturing ²rms in each of the process models: n Process focus, your local print shop and Kinko’s n Repetitive focus, Harley-Davidson n Product focus, International paper n Mass customization, Dell Computer 10. Competitive advantage of manufacturing ²rms in each of the process models: n Process focus, differentiation, and expertise in each process area. (Kinko’s) n Repetitive focus, rapid response, and ef²ciency (Harley- Davidson) n Product focus, very low variable cost (International Paper) n Mass customization, low cost, rapid response to unique customer demands. (Dell Computer) 11. Students may ²nd ±igure 7.1 and ±igure 7.10 and the related discussions helpful with this question. Service ²rms in each of the process models: n Process: your local general-purpose hospital. Also most construction ²rms, such as Bechtel n Repetitive: fast-food restaurants n Product: Shouldice Hospital. n Mass customization: cafeterias and e-trade stockbrokers such as Schwab 12. Competitive advantage of service ²rms in each process model: n Process focus for a general-purpose hospital: specialization of expertise in each hospital discipline, x-ray, physical ther- apy, blood lab, etc., by both the technician and supervision.
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This note was uploaded on 07/05/2010 for the course OPER 2P91 taught by Professor Eugenekaciak during the Spring '10 term at Brock University.

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ch07_ism[1] - CHAPTER Process Strategy 7 9 DISCUSSION...

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