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OBA 335 - Week 3 Notes

by: Sonia Brosnan

OBA 335 - Week 3 Notes OBA 335

Marketplace > University of Oregon > Business > OBA 335 > OBA 335 Week 3 Notes
Sonia Brosnan
GPA 3.8

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Here are the notes from this week in class, complete with important vocabulary to know! Hope you find it helpful :)
Operations Management
Class Notes
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This 1 page Class Notes was uploaded by Sonia Brosnan on Thursday April 14, 2016. The Class Notes belongs to OBA 335 at University of Oregon taught by in Spring 2016. Since its upload, it has received 21 views. For similar materials see Operations Management in Business at University of Oregon.

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Date Created: 04/14/16
Week 3 Notes  Customer contact – the extent to which the customer is present and is actively involved, and receives personal attention during the service process  Customization – service level ranging from highly customized to standardized  Process divergence – the extent to which the process is highly customized with considerable latitude as to how its tasks are preformed o Ex: Disneyland fast passes  Flow – how the work progresses through the sequence of steps in a process  Process Structure of Services: o Front office – high interaction with customers, flexible flow with individualized processes  Ex: Coffee shop, retail o Hybrid office – some interaction with customers, flexible flows with some dominant paths, with some exceptions as to how work is preformed o Back office – low interaction with customers, standardized services, line flows, routine work performed the same with all customers  Process Structure in Manufacturing: o Job process – customized process with flexible and unique sequence of tasks, low volume products made to order o Small/large patch process – disconnected line flows, moderately repetitive work, multiple products with low-moderate volume o Line process – connected line, highly repetitive work, few major products, higher volume  Ex: laptops, cell phones o Continuous flow process – continuous flows, high volume, high standardization, commodity products  Production and Inventory Strategies o Design to order  “Engineer to order” o Make to order o Assemble to order  “Configure to order”  Postponement  Mass customization o Make to stock  Mass production  Competitive priorities – what do we need to be good at?  Activity slack: o Slack = last start – early start o Slack = last finish – early finish


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