Across
- 5. An operations performance objective concerned with meeting customer expectations and specifications consistently (Slack, Brandon-Jones and Burgess, 2023)
- 6. The ability of operations to adapt to changes in volume, variety, or customer requirements (Slack, Brandon-Jones and Burgess, 2023)
- 8. A four-stage model describing the strategic role and maturity of operations within an organisation (Slack, Brandon-Jones and Burgess, 2022)
- 11. A measure of how effectively and efficiently an organisation delivers products and services to meet customer and business objectives (Slack, Brandon-Jones and Burgess, 2023)
- 13. MANAGEMENT: The activity of managing resources to create and deliver products and services to meet customer demand (Slack, Brandon-Jones and Burgess, 2022; Robinson and Jones, 2020)
- 15. An operations performance objective focused on producing goods or services efficiently while controlling resource usage (Slack, Brandon-Jones and Burgess, 2023)
- 16. The time taken for customers to receive products or services, influencing satisfaction and competitiveness (Slack, Brandon-Jones and Burgess, 2023)
- 18. A long-term plan that defines how operations resources and processes support the overall business strategy (Paton et al., 2021; Slack, Brandon-Jones and Burgess, 2022)
- 19. Business activities that directly create value for customers and define what the organisation exists to deliver (Slack, Brandon-Jones and Burgess, 2023)
- 20. The ability of operations to deliver products or services on time and as promised (Slack, Brandon-Jones and Burgess, 2023)
Down
- 1. The stage where operations shape industry practice and act as a primary source of competitive advantage (Slack, Brandon-Jones and Burgess, 2022)
- 2. A model explaining how organisations transform inputs into outputs through operational processes (Slack, Brandon-Jones and Burgess, 2023)
- 3. A framework used to prioritise operational improvements based on customer importance and competitive performance (Slack, Brandon-Jones and Burgess, 2022)
- 4. The use of uniform processes or procedures to reduce variation and improve efficiency, consistency, and control in operations (Slack, Brandon-Jones and Burgess, 2023)
- 7. The practice of comparing operational processes and performance against competitors or industry standards to identify improvement opportunities (Slack, Brandon-Jones and Burgess, 2022)
- 9. The shift from selling standalone products to offering integrated product–service solutions that enhance customer value (Paton et al., 2021)
- 10. The stage of operations strategy where operations aim primarily to avoid failure and minimise costs rather than create competitive advantage (Slack, Brandon-Jones and Burgess, 2022)
- 12. A situation where improving one operations performance objective may reduce performance in another (Slack, Brandon-Jones and Burgess, 2022)
- 14. Functions such as HR, IT, and finance that enable operations to perform effectively but are not directly visible to customers (Slack, Brandon-Jones and Burgess, 2023)
- 17. A service characteristic describing how unused capacity cannot be stored for future use, such as an unbooked hotel room (Slack, Brandon-Jones and Burgess, 2022)