1. Service Design & Service Blueprint
1.1. segmentation
1.1.1. Segmentation means to divide the marketplace into parts, or segments.
1.2. Market segments
1.2.1. A market segment is a group of people who share one or more common characteristics. Each market segment is unique.
1.3. Target Groups
1.3.1. Target groups are individuals or groups (families, teams, organizations) that generally live in a geographically circumscribed area
1.4. Persona
1.4.1. A persona is the image or personality that a person presents in public or in a specific setting
1.5. segmentation variables
1.5.1. Demographic
1.5.1.1. Age, gender, family size, income, occupation, religion, race and nationality.
1.5.2. Geographic
1.5.2.1. Country, city, language, climate and population the individual lives in.
1.5.3. Psychographic
1.5.3.1. The lifestyle of the individual, attitude, interest and value
1.5.4. Behavorial
1.5.4.1. Product knowledge, purchase patterns, previous purchases, awareness of your business, and product rating.
1.6. service blueprint
1.6.1. a service blueprint is a diagram that displays the entire process of service delivery, by listing all the activities that happen at each stage, performed by the different roles involved.
1.7. Service concept
1.7.1. The service concept outlines how a service provider can realize the value and desired outcomes of its services. The service concept can best be described as the way in which an organization would like to have its services perceived by its stakeholders
2. Quality Managament
2.1. Check list
2.1.1. This is a type of job aid used to reduce failure by compensating for potential limits of human memory and attention. It helps to ensure consistency and completeness in carrying out a task. Use then when you want to avoid failure and ensure consistency.
2.2. Run chart
2.2.1. This is a line graph of data plotted over time. By collecting and charting data over time, you can find trends or patterns in the process. Since they do not use control limits, run charts cannot tell you if a process is stable. However, they can show you how the process is running.
2.3. quality managemant systems
2.3.1. Internally
2.3.1.1. Internal audits act on behalf of the company rather than a certification body and are conducted on a set of processes to ensure they meet the organization’s internal requirements or standards.
2.3.2. externally
2.3.2.1. An external audit is what we call a certification audit and it is when a certification body outside the organization is hired to ensure the company complies with the Reference Standard. This process involves a greater level of detail and strictly follows international accreditation standards
2.4. quality in operations
2.4.1. Quality management is the act of overseeing all activities and tasks that must be accomplished to maintain a desired level of excellence. This includes the determination of a quality policy, creating and implementing quality planning and assurance and quality control and quality improvement.
3. Project Management
3.1. Critical path method (AON)
3.1.1. Critical path was originally created to estimate task duration and help each of these behind-schedule projects get back on track. Today, the critical path method is used to identify the most important tasks and ensure your project doesn't fall behind schedule.
4. Business Research
4.1. Types of research
4.1.1. Interview
4.1.2. Questionair
4.1.3. Existing data
4.1.4. Observation
4.1.5. Focus groups
4.2. Population, sample and sampling methods
4.2.1. A population is a complete set of people with a specialized set of characteristics, and a sample is a subset of the population. The study population is the subset of the target population available for study. The study sample is the sample chosen from the study population.
4.3. Data collection instrument
5. Operations improvement
5.1. Improvement techniques
5.1.1. Pareto chart
5.1.1.1. This is a basic tool that helps you identify the most frequent defects, complaints, or any other factor you can count and categorize. Mainly used to answer questions that focus on the 80%-20% percentage and you mainly focus on the 80%.
5.1.2. Cause-effect diagram (fishbone)
5.1.2.1. This s a tool that helps identify, sort, and display possible causes of a specific problem or quality characteristic. It graphically illustrates the relationship between a given outcome and all the factors that influence the outcome. Categorize each issue on the right side of the diagram.
5.1.3. Input - Output mdoel
5.1.3.1. This model is a functional graph that identifies the inputs, outputs, and required processing tasks required to transform inputs into outputs. The model is sometimes configured to include any storage that might happen in the process as well.
5.1.4. Flowchart
5.1.4.1. A flowchart is a diagram that describes a process or operation. Flowcharts typically use standard symbols to represent different stages or actions within the chart.
5.2. process design
5.2.1. Performance objectives
5.2.1.1. quality
5.2.1.2. speed
5.2.1.3. dependability
5.2.1.4. flexibility
5.2.1.5. costs
5.2.2. Process type
5.2.2.1. Repetitive Processing
5.2.2.1.1. Repetitive processing has dedicated production lines that produce the same or similar items consistently without change. It requires minimal setup or changeover, so it can be accelerated, slowed down, or another production line added.
5.2.2.2. Discrete Processing
5.2.2.2.1. Discrete processing is also an assembly or production line process, but it is highly diverse, with a wide variation of setups and changeover frequencies. The variation is based on whether the products being produced are alike or very disparate. If the latter is the case, setup and tear-down will require more time.
5.2.2.3. Job Shop Processing
5.2.2.3.1. Job shop processing has production areas, rather than production lines. One or a number of product versions are assembled in the areas. If demand deems necessary, the job shop operation is converted to a discrete processing environment with automated equipment.
5.2.2.4. Process Manufacturing
5.2.2.4.1. This type of operation is analogous to discrete and job shop processes. The process can run produce one batch or several, depending on requirements. Continuous batch processes are possible when the composition of raw materials can’t be made to a strict standard. Design considerations and disciplines are more diverse.
5.2.3. Layout type
5.2.3.1. Process layout
5.2.3.1.1. The work stations and machinery are not arranged according to a particular production sequence. Instead, there is an assembly of similar operations or similar machinery in each department
5.2.3.2. Product layout
5.2.3.2.1. Desinged to produce a specific product efficiently
5.2.3.3. Hybrid layout
5.2.3.3.1. Combine aspects of both process and product layouts
5.2.3.4. Fixed-position layout
5.2.3.4.1. Product is to large to move (building)
5.3. Process management
5.3.1. Capacity plans
5.3.1.1. The process of determining the production capacity needed by an organization to meet changing demands for its products.
5.3.2. Queue/delay
5.3.2.1. The time that something or someone is late or is waiting.
5.3.3. forecasting methods
5.3.3.1. Forecasting involves using several different methods of estimating to determine possible future outcomes for the business. Planning for these possible outcomes
5.4. Job design
5.4.1. Job design specifies the work content, i.e., tasks and functions, methods of work, the skills, knowledge and abilities required for performing the jobs, the interrelationship between the jobs, and the rewards the employees will get on the completion of the job.
5.5. standarization
5.5.1. Standardization means producing maximum variety of products from the minimum variety of materials, parts, tools and processes.