GVSU MGT 366 - Exam 1 UPDATED ACTUAL Questions And Correct Answers
Terms in this set (82)
Operations Management the systematic design, direction, and control of processes that transform inputs
into services and products for both internal and external customers
Process any activity or group of activities that takes one or more inputs, transforms them,
and provides one or more outputs for its customers
Operation a group of resources performing all or part of one or more processes
Supply Chain the interrelated series of processes within a firm and across different firms that
produce a service or product to the satisfaction of customers
Supply Chain Management the synchronization of a firm's processes with those of its suppliers and customers
to match the flow of materials, services, and information with customer demand
External Customers be end users or intermediaries (e.g., manufacturers, financial institutions, or
retailers) buying the firm's finished services or products
Internal Customers one or more employees or processes that rely on inputs from other employees or
processes to perform their work
External Suppliers other businesses or individuals who provide the resources, services, products,
and materials for the firm's short-term and long-term needs
Internal Suppliers employees or processes that supply important information or materials to a firm's
processes
Nested Process a process within a process
Core Process a set of activities that delivers value to external customers
Supplier Relationship Process employees select the suppliers of services, materials, and information and
facilitate the timely and efficient flow of these items into the firm
Order Fulfillment Process the activities required to produce and deliver the service or product to the
external customer
Customer Relationship Process employees identify, attract, and build relationships with external customers and
facilitate the placement of orders by customers
Support Process provides vital resources and inputs to the core processes and is essential to the
management of the business
Supply Chain Processes business processes that have external customers or suppliers
, Productivity the value of outputs (services and products) produced divided by the values of
input resources (wages, cost of equipment, etc.) used
Operations Strategy the means by which operations implement corporate strategy and helps build a
customer-driven firm
Competitive Priorities the critical operational dimensions a process or supply chain must possess to
satisfy internal or external customers, both now and in the future
Order Winner a criterion that customers use to differentiate the services or products of one firm
from those of another
Order Qualifier minimal level required from a set of criteria for a firm to do business in a particular
market segment
New Product Development Process (Stages) design
analyses
development
full launch
Competitive Capability the measured ability of a process or a supply chain to achieve its assigned
competitive priorities
Lead Time the elapsed time between the receipt of a customer order and the fulfillment of
that order
Process Strategy the pattern of decisions made in managing processes so that the processes will
achieve their competitive priorities
Process Analysis the documentation and detailed understanding of how work is performed and
how it can be redesigned
Process Structure the process type relative to the kinds of resources needed, how resources are
partitioned between them, and their key characteristics
Layout the physical arrangement of operations (or departments) relative to each other
Resource Flexibility the ease with which employees and equipment can handle a wide variety of
products, output levels, duties, and functions
Capital Intensity the mix of equipment and human skills in a process
Customer Contact the extent to which the customer is present, is actively involved, and receives
personal attention during the service process
Process Divergence the extent to which the process is highly customized with considerable latitude as
to how its tasks are performed
Flexible Flow the customers, materials, or information moves in diverse ways, with the path of
one customer or job often crisscrossing the path that the next one takes
Terms in this set (82)
Operations Management the systematic design, direction, and control of processes that transform inputs
into services and products for both internal and external customers
Process any activity or group of activities that takes one or more inputs, transforms them,
and provides one or more outputs for its customers
Operation a group of resources performing all or part of one or more processes
Supply Chain the interrelated series of processes within a firm and across different firms that
produce a service or product to the satisfaction of customers
Supply Chain Management the synchronization of a firm's processes with those of its suppliers and customers
to match the flow of materials, services, and information with customer demand
External Customers be end users or intermediaries (e.g., manufacturers, financial institutions, or
retailers) buying the firm's finished services or products
Internal Customers one or more employees or processes that rely on inputs from other employees or
processes to perform their work
External Suppliers other businesses or individuals who provide the resources, services, products,
and materials for the firm's short-term and long-term needs
Internal Suppliers employees or processes that supply important information or materials to a firm's
processes
Nested Process a process within a process
Core Process a set of activities that delivers value to external customers
Supplier Relationship Process employees select the suppliers of services, materials, and information and
facilitate the timely and efficient flow of these items into the firm
Order Fulfillment Process the activities required to produce and deliver the service or product to the
external customer
Customer Relationship Process employees identify, attract, and build relationships with external customers and
facilitate the placement of orders by customers
Support Process provides vital resources and inputs to the core processes and is essential to the
management of the business
Supply Chain Processes business processes that have external customers or suppliers
, Productivity the value of outputs (services and products) produced divided by the values of
input resources (wages, cost of equipment, etc.) used
Operations Strategy the means by which operations implement corporate strategy and helps build a
customer-driven firm
Competitive Priorities the critical operational dimensions a process or supply chain must possess to
satisfy internal or external customers, both now and in the future
Order Winner a criterion that customers use to differentiate the services or products of one firm
from those of another
Order Qualifier minimal level required from a set of criteria for a firm to do business in a particular
market segment
New Product Development Process (Stages) design
analyses
development
full launch
Competitive Capability the measured ability of a process or a supply chain to achieve its assigned
competitive priorities
Lead Time the elapsed time between the receipt of a customer order and the fulfillment of
that order
Process Strategy the pattern of decisions made in managing processes so that the processes will
achieve their competitive priorities
Process Analysis the documentation and detailed understanding of how work is performed and
how it can be redesigned
Process Structure the process type relative to the kinds of resources needed, how resources are
partitioned between them, and their key characteristics
Layout the physical arrangement of operations (or departments) relative to each other
Resource Flexibility the ease with which employees and equipment can handle a wide variety of
products, output levels, duties, and functions
Capital Intensity the mix of equipment and human skills in a process
Customer Contact the extent to which the customer is present, is actively involved, and receives
personal attention during the service process
Process Divergence the extent to which the process is highly customized with considerable latitude as
to how its tasks are performed
Flexible Flow the customers, materials, or information moves in diverse ways, with the path of
one customer or job often crisscrossing the path that the next one takes
