University:
Southern New Hampshire University
Course:
21EW5 | Operations Management
Academic year:

2023
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361

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20
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ilikemyicons0y5

Final Exam Study Guide Module 01: Intro to Supply Chain Management Competitive Priorities ● Cost, quality, speed, and flexibility - these are vital to knowing whether a company is meeting its goals now, and working towards better performance in the future. Productivity and Value ● Value is the ratio of “output purchased” divided by “inputs used to purchase” (from customer perspective) ● Productivity is the ratio of outputs to inputs (from producer perspective) What are SCM, Operations Management, Logistics, and Procurement? ● SCM - The effective and efficient integration of the suppliers, manufacturers, transportation organizations as well as the other parties responsible for collectively bringing products and services to market. ● Operations - The branch of the supply chain responsible for making business processes effective and efficient. ● Logistics - The branch of the supply chain responsible for developing the transportation itinerary and finding the appropriate transportation and storage partners to successfully navigate the flow of materials from the point of origin to the final destination. ● Procurement - The branch of an organization responsible for acquiring materials, equipment, products, and services. Define: Upstream, Downstream, Reverse Logistics, 1st and 2nd tier suppliers ● Upstream - In a supply chain, the direction that points toward the suppliers. ● Downstream - In a supply chain, the direction that points toward the end consumer. ● Reverse Logistics - The management of products that flow backward in the supply chain, away from the consumer and back in the direction of manufacturers. (The management of materials moving upstream in the supply chain) ● 1st Tier Suppliers - A company’s direct suppliers. A firm that directly provides goods and/or services to a company. ● 2nd Tier Suppliers - A firm that provides goods and/or services to a company’s first-tier supplier. Module 02: Buy It Define safety stock, pipeline inventory, vertical integration ● Safety Stock - Inventory that is not intended to be used; protects against uncertainty in demand ● Pipeline Inventory - orders that have been placed but not yet received or paid for (“on its way out”) ● Vertical Integration - The act of a company taking on additional supply chain responsibilities that were formerly done by outside parties. There are two classes of vertical integration: ○ Forward integration - Taking over supply chain responsibilities formerly performed by downstream supply chain partners. ○ Backward integration - Taking over supply chain responsibilities formerly performed by upstream supply chain partners. Benefits of High and Low Inventory Levels/Purchases. ● Benefits of High Inventory: ○ customer service levels ○ purchasing costs ○ quantity discounts ○ transportation ease/costs ● Cons of High Inventory: ○ cost to hold ○ cost to handle inventory ○ shrinkage/obsolescence ○ liquidity ○ greater risk of damage ○ may risk running out What is the EOQ? EOQ’s relationship to Holding Costs and Ordering costs? ● EOQ - Economic Order Quantity ● Holding costs will continually rise, while ordering costs will decrease to a certain extent the more that you order. You want to find a balance between holding and ordering costs, that is EOQ. What does it mean if AHC > AOC? AHC AOC - Holding costs are too high, decrease the lot size ● AHC < AOC - Holding costs are too low, increase lot size What should be considered in choosing a supplier? ● When choosing a supplier, consider: ○ Consumer needs ○ Cost, quality, speed, and flexibility ○ Technological capability ○ Location ○ Information technology system ○ Ability to innovate ○ Capacity potential ○ 2nd and 3rd tier suppliers ○ Reliability ○ Service Module 03: Make It What are the key differences between: Line Flow, Flexible Flow, and Hybrid Systems ● Line Flow - assembly line, made to stock ○ Highly automated, high startup cost, long life cycle, fast & consistent, little variability ● Flexible Flow - made to order ○ Labor intensive, low startup cost, short life cycle, customization available, long lead times ● Hybrid System - assemble to order ○ Mix of the two, takes good and bad from both What is Cycle Time? What does it dictate? How does it relate to capacity? ● Cycle Time - maximum time allowed for work on one unit at each station/time it takes for one unit to come off the assembly line ○ Dictates the amount that can be produced at one step in the cycle, called the Effective Cycle Time - it is the station that takes the longest time What is a bottleneck and how does it relate to capacity? ● When one job takes longer than the others, it creates a backup at that station. Limits the amount that can be produced at one station Define: Established channels of distribution, Established supplier base ● Established Channels of Distribution - Channels of distribution represent the chain of organizations that help bring a product into the hands of the end user. This might include packaging companies, delivery companies, warehouses, distribution centers, and perhaps even suppliers. ● Established Supplier Base - A company’s supplier base is the collection of companies from which an organization presently purchases products and/or services Module 04: Move It Describe the major Cargo Classifications. Provide examples. ● Bulk Cargo ○ free-flowing cargo, stored loose ○ loaded by shovel, scoop ○ coal, rice, oil ● Breakbulk Cargo ○ general or packaged cargo ○ often containerized and measured in TEU’s ○ CL, LCL, TL, LTL ● Neo-Bulk Cargo ○ characteristics of both bulk and break bulk ○ automobiles, logs, steel, cattle Define and identify: Planogram, Dunnage ● Planogram - a map of what goes on every shelf of every store. Takes into consideration a wide range of things, such as shelf space, store location, and product variety. ● Dunnage - packaging material used to fill empty space in boxes (packing peanuts, bubble-wrap) Know what these mean: TL, LTL, TEU, Reefer, Intermodal ● TL - full truckload and full container load ● LTL - less than a truck/container load - small shippers often cannot fill a container and consolidation of shipments required ● TEU - shipping containers are measured in TEU’s - measure in twenty-foot equivalents ○ each 20-footer= 1 TEU ○ each 40 footer= 2 TEU’s ● Reefer - controlled atmosphere containers ● Intermodal - seamless multimodal shipment. No need to unload container, repackage products - one container for entire trip Pros and Cons of 4 modes of transportation ● Road - reliable, accessible, versatile, 2nd fastest mode ● Ocean - can transport almost anything, slower ● Air - fast, expensive, incompatible with intermodal containers ● Rail - can carry containers directly from a ship, affordable, not reliable Difference between a Warehouse and a DC ● Warehouse - provides storage for inventory ● Distribution Centers - helps to facilitate movement in between shipments What is Cross Docking? ● Distribution of goods from an upstream supplier to a downstream customer through a distribution center with minimal handling and storage times typically less than 24 hours. Module 05: Service It Queuing systems - Goals and Tradeoffs ● The goal of a successful waiting line is finding a balance between long lines and unhappy customers OR idle staff and high costs ● In a waiting line, one of either the customer or company pays (customer pays with time, company pays with money). Define: Balking, Reneging ● Balking - When a potential customer sees the line, but never joins the line because they think it looks too long and/or too slow. ● Reneging - When a customer joins the line, gets frustrated and leaves the line. Define: Last Mile, VMI, Omni-channel retailing ● Last Mile - In supply chain the last mile typically refers to the portion of the supply chain between the final inventory holding facility and the end consumer. ● VMI - An arrangement where retailers allow vendors to monitor in-store inventories, initiate orders/shipments to the store when inventories are low, and also bring the items into the store and onto the shelf. ● Omni-Channel Retailing - Retailers that are fully committed to engaging customers via catalogs, phone calls, websites, email, internet chat rooms, social media sites or mobile apps, and of course also in stores. Module 06: SCM Integration Compare and contrast Push and Pull systems. Basic characteristics of each. ● Push System ○ A system in which consumer demand is known and expected. As a result a supply chain will preemptively buy materials, manufacture finished goods, and even deliver them to a store or a picking and packing facility where consumers can buy them at a later date. Inventory is “pushed” toward the consumer in anticipation of consumer demand. ○ Characteristics (Apple) ■ High finished goods demand readily available for buyers ■ Opportunities to take advantage of quantity discounts ■ End items are standardized with little customization ■ Vulnerable to obsolescence of inventory, high holding costs, and poor demand forecasts ● Pull System ○ A system that is activated by consumer demand. As a result a supply chain will not make and store finished goods inventory. Instead, the supply chain will wait for the consumer to place a specific order and only then will the supply chain react by perhaps buying raw materials and/or parts, and then assembling the desired goods, before quickly delivering them to the consumer. Inventory is “pulled” by the consumer by communicating a specific desire to those in the supply chain. ○ Characteristics (Dell) ■ High raw materials inventory readily available to produce a specific customer order ■ End items offer a wider range of customization options ■ Vulnerable to increases in demand, poor forecasts Basic characteristics of Lean Manufacturing ● A production philosophy that strives to meet consumer demand and desires but with minimal inventory levels and minimal supply chain waste. What is postponement – relationship to push and pull. ● A system that combines push and pull - pushing product elements that are considered standard and then allowing customers to pull product elements that can be customized. Those product elements that are standard will be produced in advanced, and then final production will be delayed (postponed) until the consumer places an order that specifies the customized elements. What is the bullwhip effect? What are some possible causes? ● The bullwhip effect is a supply chain phenomenon where fairly stable demand results in a proliferation in the amount of inventory that is carried as one travels upstream in the supply chain. ○ Order Batching - When companies place large and infrequent orders from their suppliers. Creates uncertainties about future orders for the suppliers. ○ Forward Buying - Result of suppliers offering sales. Buyers then only buy a certain item when it is on sale. Creates uncertainty for the suppliers about how much the buyer will get each time. ○ Rationing - Sometimes, despite their best efforts, suppliers do not have enough inventory to satisfy the demand of all of their customers behaviors in the future. Try to ration goods. ○ Shortage Gaming - Rationing leads to this. Attempt to game the system. Module 07: Global SCM Define: Outsourcing, Offshoring, Business process outsourcing, Contract manufacturers, Near sourcing ● Offshoring - A strategy where a company moves manufacturing out of its “home” country to another country. ● Outsourcing - When a company contracts an outside firm to perform services, operations, or business processes that could be or were previously performed inhouse. ● Both - A strategy where a company utilizes a contractor in another country to perform services and/or operations. ● Business Process Outsourcing - The outsourcing of office activities like accounting, human resources, customer service activities (like call centers and customer chat). ● Contract Manufacturers - A company that produces goods on behalf of another organization. ● Near Sourcing - Refers to a type of offshoring or offshoring and outsourcing where the location of the manufacturing facility is relatively close to the location of the consumer. Define: 3PL, Freight forwarder and Customs House Broker ● 3PL - A contractor that performs one or more logistics functions for their client in an effort to facilitate effective and efficient movement in the supply chain. This third-party contractor can neither be the buyer nor the seller of the items being moved. ● Freight Forwarder - A contractor (company or person) that helps companies organize the efficient and effective shipment of goods from one point in the supply chain to another. Freight forwarders do not actually transport the goods, instead they negotiate and arrange for one or more logistics companies to prepare, secure, store, track, and move the cargo. ● Customs House Broker - A contractor (company or person) that helps a client’s goods clear customs in a foreign country. What is C-TPAT? ● A voluntary program developed by US Customs and Border Protection for companies importing goods into the US. The program requires member organizations to report a significant level of detail related to supply chain partners and actions for each imported shipment. In exchange for providing this information to US Customs, member companies are allowed opportunities for speedier and more hassle-free customs clearance. What is a Free Trade Zone? ● A geographic area sanctioned by the government where items are not under the control of customs authorities. As such, goods can be imported into a country, brought into an FTZ and then stored, displayed, and/or manipulated before being re-exported without ever being inspected or taxed by customs officials. Module 08: Socially Responsible SCM 3 Parts of Social Responsibility ● Legal and Ethical Behavior ● Sustainability ● Commitment to the Community How can supply chains be more sustainable? ● Procurement - Purchasing better materials, fewer materials, safer materials ● Logistics - Transportation efficiencies, reduce fuel consumption ● Manufacturing and Operations, Facilities - Energy consumption, defect reduction, minimize emissions ● Reverse Logistics - Recovery of packaging, damaged items, parts, etc. for reuse, refurbishing, resale, recycling ● Supply Chain Sustainability Catalysts - Large powerful companies can become catalysts often have the power to motivate thousands of suppliers to become sustainable. ● Rethink Design - Poor design will always yield poor outcomes. Sometimes companies need to start from scratch and develop a new design. ● Sustainability Accounting - With the help of accounting supply chains can identify primary areas of costs related to unsustainable business practices. ● Develop Sustainability Metrics - Metrics help companies find problems, track improvement, and they can also motivate employees to change their behavior. ● Life Cycle Analysis - A systematic approach that attempts to quantify the environmental impact of every step in the supply chain. MODULE 09 Service Blueprints – A detailed flowchart of the process used to deliver a service. It identifies the actions of different parties, those steps that are visible and not-visible to the customer, key steps and outcomes, and related and supporting processes. Business Process Basics What is a process? ● any activity that take input, adds value, and provides an output to customer Relationship between business processes and the supply chain, Importance of business processes ● made up of a series of interconnected and interdependent processes ● Productivity- managing inputs and outputs at smaller scale ● Larger the customer base, more important standardized processes are ● Key to franchising (cut and paste businesses) ● More processes= more important it is for managers to understand importance of designing, managing and improving processes Three requirements of a good process ● Good Intentions- goal oriented, stakeholders considered, effective and efficient, outputs are desired ● Reproducible Results- documented and easily understood ● Measurable and Manageable- entire system considered (accountability, good metrics, easy to identify problems) Important aspects of “intentions and parameters” ● GOALS- what’s to be accomplished? Why and how? ● STAKEHOLDERS- who’s involved? (customers, workers, managers…) ● DEFINE VALUES- what are stakeholder’s values? ● SYSTEM PARAMETERS- consider co-dependent processes (big picture) ● DEFINE SUCCESS- outcomes in Detail, Measurements, cost, capacity ● EFFICIENT and EFFECTIVE- maximum outputs, minimum inputs, waste In-class example of Ticket Brokerage Common reasons for bad processes ● Never was good ○ Ambiguity- goals not clearly understood/explained (laziness, lack of info) ○ Misalignment- goals and actions not aligned ○ Miscommunication- employees do not understand goals, process... ● Used to be good ○ Market Evolution- customer’s needs have changed ○ Miscommunication- new employees do not understand goals, process ● Limitations ○ Development of poor or limited processes- may result in limited capacity, inefficiency, confusion… ○ Lack of appropriate tools, technology... Cow path theory (and example) Process Design and Flow Charts Primary stages and steps in designing a business process Define Goals and Parameters 1. Goals, Values, Stakeholders- establish market and need 2. Block Diagram- describe system in which process will lie 3. Establish the Scope- define parameters of process Define Success 4. Define the Service- Establish exactly what process needs to accomplish 5. Measurement & Management Considerations- what will need to be managed? How will inputs/outputs be measured? Build it, Test it, Improve it 6. Primary Steps Detailed- begin to build process steps 7. Develop a Process Map- create visual representation of process 8. Evaluation, Testing- evaluate process before rolling out Block diagrams (what’s the difference between block diagram and business process flow chart) ● Block Diagram= big picture ● Flowchart= more specific Scope and Scope inflation ● Scope- things i am interested in (boundaries) ● Scope Inflation- scope gets bigger (the smarter you are, the more likely this will happen) When to use each flowchart symbol ● Look at slides for all flow chart stuff Drawing an accurate flow chart Value of flowcharts for the organization Swimlane flowcharts In-class example: Catalog Order Process Business Process Improvement Value of Process improvement and Project Management on Careers – In-class examples • Attributes of a good consultant Common consulting errors Know consulting examples provided in class Detailed understanding of each phase of Business Process Improvement • Desired state vs. present state Gap analysis Scoping the project Recommendations on developing solutions • Importance of getting feedback Primary steps to consider when selling consulting recommendations Module 10: Performance Metrics Reading Assignments - eNotes (Supply Chain Management Fundamentals: Module 10) Performance metric (PM)- single performance measurement used to evaluate, motivate, and improve performance (temp, time, speed, ROI) System of metrics: ● group of metrics that collectively attempt to provide a multi-dimensional view of a resource or outcome (all of a player’s stats, not just PPG) Reasons organizations use PMs ● Helps to establish and support standards (if you can’t pass algebra, you can’t move on to geometry) ● Motivate good behavior (don’t receive certain average rating, no bonus) ● Identify trends (customers who bought A typically buy B within the week) ● Manage from afar (gives data on overseas operations) ● Manage large numbers of resources (Amazon) ● Performance data can facilitate decision making and planning (making good decisions relies on access to performance measurement data) Importance of Goals and Stakeholders ● The key to developing metrics that meet stakeholder goals is to first recognize all the stakeholders and understanding their underlying goals Consequences of poor metrics ● Supply chain goals are not met ● There is poor output ● There is excess waste ● Undesirable employee behaviors ● Managers may make poor decisions ● Employees may be victimized ● Employees may not be satisfied Requirements of a good metric ● Measurable ● Easily understood ● Attainable ● Strategically oriented ● Provides value ● Provides guidance ● Cheater proof SMART metrics ● Specific, Measurable, Attainable, Relevant, Timely ● Can guide managers in the development of useful managerial metrics 3 Key measurement system attributes ● Effective - were the desired goals met? ● Efficient - measurement of resources used in the process ● Adaptable - measurement of conditions under which tasks were completed Keys to designing a system of metrics ● Have a plan that revolves around stakeholders and goals ● Be sure there is a good metric ● Attempt to keep things simple ● Be sure the system accounts for effectiveness, efficiency, and adaptability ● Be sure multiple metrics are not measuring the same thing ● Try to motivate employees to improve while also boosting morale KPIs ● Individual performance metrics identified by the company as being imperative to achieving the organization’s most important goals Executive dashboards ● A computer-generated visual representation of a company’s performance that is often available to executives on nearly any of their digital devices. Managerial paralysis ● A situation where managers are inundated with data Common measurement pitfalls ● Managers fail to use the data ● Companies blindly believe in their metrics - no testing ● There are incomplete measurements ● Too many metrics are being utilized ● The drive towards perfection is wasting resources ● What do the numbers really mean? Shared metrics ● A metric that is impacted by two related parties (measuring student and professor example) Balanced scorecard ● A performance management tool that focuses on strategic activity and strategic outcomes. ○ Financial results ○ Customer related results - see if company is meeting customer needs ○ Internal business process results - business process is running efficiently and effectively ○ Learning and growth results - dedication to continuous improvement in workplace SCOR Model ● A measurement tool that enables supply chain partners to track performance, communicate progress, and develop opportunities for improvement. ○ Plan – Demand and supply chain planning ○ Source – Purchasing Process ○ Make – Manufacturing Process ○ Deliver – Logistics and Transportation ○ Return – Reverse Logistics Total SCM Costs ● The cost of every process, material, fee, defect, etc. that runs through the supply chain. Cash-to-cash cycle ● A measure of the number days between the time a company pays their supplier for inventory and the time that same company is paid for the same inventory by their customer. Capacity utilization ● A ratio of the amount of product produced by a manufacturing process versus the maximum capacity of that facility. Process Velocity ● A measure of how long a unit sits in a process versus the amount of work time that is expended on the unit. Perfect Order fulfillment ● The percentage of orders that are full, arrive on time, and are damage free. CASE – Improving Work Conditions in a Global Supply Chain 1. Provide a general description of Nike’s Supply Chain. 800 suppliers (600,000 workers) in 51 countries (a few involved child labor, forced overtime, low wages, poor conditions→ because they were not direct employees, Nike felt no responsibility towards them) 2. Nike has a code of conduct for their suppliers. What are the requirements of their suppliers? All personnel responsible for either production or compliance receive training in code of conduct/labor safety and must sign code. All factories must supply three audits: 1. Basic environmental, safety and health audit 2. More in-depth management and working conditions audit (M-audit) 3. Periodic inspections by Fair Labor Association 3. What are the key differences between the two plants? (Not measurement related) ● Wages: Plant A employees on average earn almost $20 more than those at Plant B even though they are both based on hourly wage + piece rate system ● Employee Satisfaction: Plant A workers much more satisfied with their work. They work in teams and are able to rotate stations unlike at Plant B. At Plant B workers stick with what they know so they can earn more through increased productivity ● Worker Participation in Production Planning:At Plant A, workers are allowed to suggest changes to performing an operation; relationship is more collaborative than hierarchical. Plant B orders are given from the top down and no worker participation allowed. ● Work Hours and Overtime: Plant A you apply for overtime (voluntary); Plant B the supervisor chooses (often work more than 60 hours a week). Both workers say they like the extra money ● Plant A switched to lean manufacturing, enhancing its competitiveness and improved working conditions ● Plant B switched to modular production, mass production while cutting costs and allowing small amounts of customization ● Plant A: invested in employee training/empowerment and want them to take initiative in solving problems ● Plant B: seen as input to be controlled, costs to be reduced 4. What were some of the challenges of capturing data (audit limitations)? ● Plant A suffered issues of documentation and written communication concerning harassment policies; Plant B had excessive overtime and incidents of verbal abuse ● Time, resource and knowledge limitations make audits brief and rely on records ● Interviews are done at the factory, limiting workers ability to talk freely ● Quality of info received is often mixed and unable to convey conditions to full extent ● One scored highly on M-audit and low on Compliance Rating and vice versa 5. What was found by Frenkel and Scott at Adidas’ suppliers? ● 2 types of relationships: ○ Hands-on, cooperative and arm’s-length, distrustful ● Suppliers claim brands sending mixed messages (faster times, lower costs yet better conditions) ● Brands say issues are a result of supplier's lack of professionalism 6. What are significant points in Nike’s “generation 3” compliance strategy? ● Updated audit tools/grading systems (make them more accurate/transparent to suppliers) ● Identify potential drivers of excessive overtime ● Greater integration of its labor compliance initiatives with core business processes ● Tackling root causes of poor working conditions in factories ● If supplier unwilling to change conditions, shift production to those that are ● External pressures from unions/govt with monitoring systems and technical assistance could help promote better conditions ● No more just codes of conduct and monitoring Basics of Metrics ● Know the primary performance measurement terminology. ● Difference between a single metric and a system of metrics ● Primary reasons people, especially business people, utilize metrics ● Results of utilizing poor metrics ● Developing a Single Metric ● Requirements of good metric ● Other considerations in developing/using metrics ● Consequences of utilizing poor metrics ● Types of metrics Module 11: Introduction to Quality Quality ● The ability of a product or service to meet a consumer’s expectations. Dimensions of quality (product and service) ● Product ○ Performance ○ Reliability ○ Durability ○ Features ○ Aesthetics ○ Reputation/Brand ○ Service Response ○ Serviceability ○ Maintenance and Repair ● Service ○ Time ○ Timely ○ Complete ○ Accurate ○ Responsive ○ Courtesy ○ Consistent ○ Accessible ○ Convenient Costs of Quality ● Internal Failure Costs ○ Problems found and fixed within the supply chain - Quality costs that were identified within the supply chain, before they reached the consumer. ● External Failure Costs ○ Problems that reach the consumer - These costs represent the worst-case scenario and have the highest potential for losses. ● Appraisal Costs ○ These are costs associated with monitoring quality in stable systems or the costs of researching when systems are producing sub-standard quality. ● Prevention Costs ○ Fix present problems, prevent future problems - These are costs associated with efforts to eliminate any identified quality related problems or costs related to reducing the potential for quality problems in the future. Quality Gurus ● Deming - Deming’s Fourteen Points – Deming was a champion of continuous improvement. ● Juran - Quality Trilogy ● Crosby - Quality is Free Calculating Reliability ● Look at practice TQM ● Total Quality Management seeks to address the management of quality at all levels of an organization and/or supply chain. ○ Customer Focus ○ Involvement ○ Continuous Improvement Types of Benchmarking ● Competitive Benchmarking - This type of benchmarking is used when companies want to measure their processes, programs, and outcomes versus those of their direct competitors. Examples: Honda benchmarking Toyota, Dell benchmarking Apple ● Functional Benchmarking - When a company benchmarks an organization that is successful in an area where their processes reflect similar inputs, outputs, or values. Examples: A Ford dealership benchmarking customer service programs at Southwest Airlines. ● Internal Benchmarking - Some organizations are so big that they can benchmark one department versus another. In reality, even smaller organizations can do some kinds of internal benchmarking. Example: General Electric’s energy group benchmarking hiring practices from General Electric’s healthcare group. Six Sigma ● Six Sigma is a quality program that was developed by Motorola in the 1980’s and has been used widely around the world since the 1990’s. This program strives for the complete elimination of defects. Quality awards and certifications ● ISO 9000 - an international quality certification that helps organizations to understand the basics of quality management, to measure their present state of quality, and also to identify areas for improvement. ● The Malcolm Baldrige National Quality Award (MBNQA) - In the United States, the Malcolm Baldrige National Quality Award is awarded to companies based in the US that are deemed to demonstrate the very best in the area of performance excellence. ● Deming Prize - A Japanese quality award given to companies or individuals that have contributed to the field of quality. Quality Tools ● Cause and Effect Diagrams (Fishbone charts) ● Scatter Diagrams ● Pareto Charts (compares qualitative categories) ● Histograms (compare quantitative categories) ● Flowcharts ● Control Charts Also, be sure to read all introductory sections SCM 300 – MODULE 11 Quality, whether we say it or not, is a central theme to this course. No supply chain can truly be successful unless all supply chain partners are offering both internal and external supply chain customer’s high-level products and/or services. Any failure by any supply chain partner could result in undesirable results for the end customer. This module tries to define some the variables associated with a quality definition and then attempts to showcase a few programs, tools, and awards that could help an organization become a firm that routinely produces high quality products and services. What is Quality? - Slides 02-06 ● What are some of the potential ingredients in a customer’s quality definition? ● What are some key difference between product industries and service industries? ● How does the definition of quality differ from a product industry to a service industry? ● Why is quality something that is important at every stage of the supply chain? Reliability - Slides 07-10 ● Know how to calculate basic reliability for a product, a process, or a series of attempts using the basic reliability formula. ● Know how to calculate reliability for something if it has 1 or more back-ups. ● Know how to utilize reliability to estimate costs of failures. (The open lab exercise and the attached problem set will be extremely helpful in your studies.) ● How does the number of components in a product affect our ability to control the reliability? ● According to lecture: Is 99% reliability good? Can anything be 100% reliable? Awards and Certifications - Slides 11-14 ● Benefits and shortcomings of ISO 9000 certification ● Deming Prize, Malcolm Baldrige National Quality Award ● Compare and contrast ISO 9000 and the MBNQA What is TQM? – Slide 16 ● What is TQM? What are the three TQM principles? How are JIT and TQM similar? What is Quality at the Source? What is Benchmarking? Slides 17 ● What are some of the keys to successful benchmarking? ● What are the different types of benchmarking? Provide examples. Six Sigma Slides 18-22 ● What are the basics of the Six Sigma program? DMAIC, DMADV, Black Belt Program, etc. ● What’s the difference between true six sigma and Motorola Six Sigma? ● Be able to identify the differences between different types of defect curves discussed in lecture. What are the primary differences between low sigma curves and high sigma curves? What’s the difference between flat curves and tall curves? Centered curves and un-centered curves? Module 12: Supply Chain Information Technology Integrating a supply chain in the modern landscape is impossible without the proper information technology tools. Building an IT system capable of supporting a global supply chain requires a clear set of objectives, an IT strategy, and the correct tools to support the strategy. This module attempts to provide a brief overview of the available IT tools as well as a discussion of some of the issues important to managers in the position of making decisions about IT. Introduction and Basics How does this fit into the big picture? How does this filter down to the business process level? ● What are the requirements and goals of Business IT systems? SCM IT systems? ● What’s the difference between data, information, and knowledge? ● Data - raw details with no meaning ● Information - organized data ● Knowledge - making decisions based on the information What is supply chain compression? Why is it an IT phenomenon? Why is it related to mapping your processes? What are the potential positive outcomes of supply chain compression? ● How can IT help supply chains and supply chain managers fulfill their goals? ● ERP and Software What is ERP? Primary reasons for it? Why get it? Benefits? Risks? Problems associated with ERP Systems? ● Briefly describe the basics of some of the ERP support systems ● What are your options in terms of “Who do we buy from?” ● What are some important things to consider before purchasing a new IT system? Purchase, Implement… ● With all of these issues, what are the benefits associated with modern SCM IT systems? ● RFID What is RFID? What are the potential benefits and obstacles of RFID? ● What is required from a supply chain to roll-out an RFID program? Infrastructure, investment, etc. ● Consider scenarios where RFID would be helpful to a supply chain and/or customer. ●

Intro to Supply Chain Management

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