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Week 5 Chapter 12 notes3w2

by: Jessica Notetaker

Week 5 Chapter 12 notes3w2 3000

Marketplace > University of Colorado Colorado Springs > OPTM > 3000 > Week 5 Chapter 12 notes3w2
Jessica Notetaker
GPA 3.7

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About this Document

these notes cover chapter 12 and outline the book
Fundamentals of Operations Management
Joshua Thomas
Class Notes
OPTM, operations, Management
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This 2 page Class Notes was uploaded by Jessica Notetaker on Wednesday September 21, 2016. The Class Notes belongs to 3000 at University of Colorado Colorado Springs taught by Joshua Thomas in Fall 2016. Since its upload, it has received 2 views. For similar materials see Fundamentals of Operations Management in OPTM at University of Colorado Colorado Springs.


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Date Created: 09/21/16
OPTM Chapter 12 g = Key Terms  Lean Production o Lean Production: goal is to reduce waste as much as possible (if step doesn’t have value remove it)  Works best with repeatable and standardized operations  Targets excess inventory, or any extra steps usually  Cost of eliminating waste can be customer service when unlikely events occur  Concept came from JIT (just-in-time) production  Customer Value: what a customers will pay for  Value-adding activities make product/service into something customers want  Waste: Anything not adding value to customer  7 major types: o Waste from production o Waste of waiting time o Transportation waste o Inventory waste o Processing waste o Waste of motion o Waste from product defects  Service has a lot more uncertainty than manufacturing which makes waste elimination harder. Types of uncertainty:  Uncertainty in task times: how long it takes to complete the service  Uncertainty in Demand: cannot build up inventory like in manufacturing, production and consumption are simultaneous.  Customers’ Production roles: the quality of service can vary depending onf providers performance  Toyota Production System  Their system is the benchmark for lean manufacturing. They focused on: o Elimination of waste o Respect for People:  Wanted lifetime employees, fostered good relationships with management through bonuses (company does well, they do well)  Lean Supply Chains o Value Stream: activities (value and non-value adding) that are needed to design, order, and provide a product/service from beginning to end (from concept to launch, ordering to delivering, materials into products) o Lean Suppliers: able to respond to changes, usually low prices, on time and has a culture of continuous improvement o Lean Procurement: the key is automation.  Suppliers and customers’ can see into each other’s operations  E-procurement= automatic transaction, sourcing, bidding, and auctions on the web (removes human interaction and mixes with the financial reporting of the firm) o Lean Manufacturing: produces what, when, and how much of what the customer wants with minimal resources. o Lean Warehousing:


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