4.1 The How - Process Perspective

Question 1

What does the Abernaty-Utterback Model say

Answer 1

• first Product Innovation is high but decreases over time
• process innovation start to increase to counte the decrease

Question 2

Describe the Prodocut-Process Matrix and its parts

Answer 2

Project:
Job shop:
Batch production:
Line production: assembly line
Conitous proecessing:

Question 3

What are Supply Chain Processes?

+ examples

Answer 3

Collection of related events, activities and decisions, that involve a number of actors and object, and that collecitviely lead to an outcome that is of VALUE to an organization or it CUSTOMERS

• Order-to-Cash process
• Quote-to-Order process
• Procure-to-Pay process
• Manufacturing process
• Claims processing

Question 4

What are the three main perspectives of a process?

Answer 4

• Control Flow Perspective
– “What needs to be done and when”

• Data Perspective
– “What do we need to work on”

• Resource Perspective
– “Who’s doing the work”

Question 5

What are the three main processes?

Answer 5

1. Mangement processes
   - ->provide direction, rule and practices (signing contracts)
2. Core processes
   - -> generate value, cause are linked to customers (receive + deliver order)
3. Support porcesses
   - -> provide recourses for other processes (reorder from suppliers)

Question 6

define Supply Chain Process Modelling

Answer 6

Body of principles, methods and tools to design, analyze, execute
and monitor supply chain processes, with the ultimate goal of
improving them

Question 7

Name criteria for the evaluation of SC Processes

Answer 7

1. Importance
   – Which SC processes have the greatest impact on the
   organization‘s strategic goals?
2. Dysfunction
   – Which SC processes are in the deepest trouble?
3. Feasibility
   – Which SC process is the most susceptible to successful
   process management?

Question 8

How is the Value-Addes-Analysis structured?

Answer 8

1. process parted into steps
   – Steps performed before a task
   – The task itself, possibly decomposed into smaller steps
   – Steps performed after a task, in preparation for the next task
2. classification of the steps
   – Value-adding (VA)
   – Business value-adding (BVA)
   – Non-value-adding (NVA)

Question 9

What should be done with VA + example

Answer 9

→ MAXIMIZE
citeria:
1. is customer willing to pay for this step
2. would customer agree, that this step is necessary to achieve their goals?
3. if steps would be removed, would customer see product/service as less valuable

→ Order to cash: Confrim delivery date, deliver products

Question 10

Criteria + Example of MINIMIZE VAA?

Answer 10

• is this step required to improve/grow the business?
• would business suffer if step was removed?

Example:
-Order to cash process: Check purchase order, Check customers credit worthiness

Question 11

What are Non-Value-Adding Activities?

Answer 11

-every besides VA and BVA
→ customer would be unwilling to pay for

NVA include:

1. waiting times, delays
2. Rework or defect correction

Example:
-order to cash process: Forward PO to warehouse, Resend confirmation, Receive rejected products

Question 12

What the seven Sources of Waste in the SC?

Answer 12

Move: (during process steps)

• Transportation
• Motion

Hold:

• Inventory
• Waiting

Over-do: (WORST)

• Defects
• Over-Processing
• Over-Production

Question 13

Name the formular of the cylce times

Answer 13

Question 14

Define clyle time, processing time and cycle time efficiency

Answer 14

cycle time → time it takes for a team to make a product

processing time → time that is spend on workstations

clycle time efficiency → PT/CT