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3 views3 pagesValue Chain and Management Analysis Guide
Chapter 4 discusses key concepts related to value analysis, including the theory of value, value chains, and value generators. It outlines the steps for conducting a value chain analysis and the importance of the theory of constraints in maximizing profits by eliminating restrictions. Additionally, it covers inventory management philosophies, quality control, benchmarking, and the relationship between prevention costs and service costs.
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0% found this document useful (0 votes)
3 views3 pagesValue Chain and Management Analysis Guide
Chapter 4 discusses key concepts related to value analysis, including the theory of value, value chains, and value generators. It outlines the steps for conducting a value chain analysis and the importance of the theory of constraints in maximizing profits by eliminating restrictions. Additionally, it covers inventory management philosophies, quality control, benchmarking, and the relationship between prevention costs and service costs.
Translated by
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© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
Jimena Piña Martinez
A01272092
Questionnaire Chapter 4
Chapter 4 Questionnaire
1. What is understood by the theory of value? The objective of value analysis is
identify the value that a product or service provides to customers (value)
management). For the customer. It increases as an item or service satisfies their
needs, as long as the price to pay for the product is in accordance with the
value that the customer perceives.
2. What is meant by value chain? A set of creative activities that
they link the entire production process, from raw material to the last
activity carried out to deliver the finished product into the hands of the
final consumer.
3. How are value generators classified?
Value generator. Measurement factor that customers give to each activity
company's strategy.
Customer value generators. They increase what a customer is willing to
pay more for the satisfaction of your needs.
Business value generators. They are those elements that drive value in
benefit of the shareholders' investment in the company.
4. What are the four steps to carry out an analysis of a chain of
value?
Define the value chain. Competitive advantage, divide it into different segments.
processes and allocate costs.
Identify the cost drivers. Identify the cost drivers of
each process.
Identify the value generators. Taking into account the satisfaction of the
customer needs.
Develop a sustainable competitive advantage through cost leadership.
and differentiation of the products.
5. How does value chain analysis facilitate the decision-making process?
of decisions?
Differentiation strategy. Offer a better product or service than the
competition, in such a way that the consumer is willing to pay for it.
6. Why is it important to relate the cost lifecycle to the lifecycle?
of a product?
Time that a product lasts from its conception until it is abandoned,
that is to say, it is no longer produced. (Introduction, Growth, Maturity, Decline).
What is the main objective of the theory of constraints in companies?
All organizations must select the mix of products or services
that maximize their profits, this is known as the theory of constraints.
This reduction is achieved through the continuous elimination of the different
restrictions faced by the organization. Inventory refers to the
cash that the company invests in raw materials to transform it into
throughput. For operating expenses, the cash that the company spends on
convert inventory into throughput. This theory helps managers
to correctly determine both internal and external restrictions and to
deciding how to make the most of them, subordinating any
activity on the application of restrictions and reduce the limitations that
provocan. Restriction is anything that makes it difficult for the system to achieve a
better performance and reach your goal, both today and in the future.
8. Comment on the five steps recommended by the theory of constraints for
substantially improve a company
9. What is throughput?
administrators to correctly determine both the internal restrictions
as external and deciding how to get the best out of them, subordinating
any activity to the application of the restrictions and reduce the limitations
that cause. Restriction is anything that hinders the system from achieving
greater performance and reach your goal, both today and in the future.
10. What is understood by just in time?
Philosophy of inventory management that seeks to eliminate costs that
generate unnecessary inventories and increase the quality and flexibility of the
delivery to customers.
11. What does the cell manufacturing approach consist of?
Método para disminuir inventarios y actividades innecesarias en la empresa, al
to set up a small factory within the plant to produce components
specific.
12. What are the differences between pushing inventory and the pull system?
13. What is understood by total quality control and what are the main ones?
What are the foundations on which the quality control philosophy is based?
Culture of managing the entire organization with the objective of achieving the
excellence in all dimensions of products and services that are
important for the client.
14. What does the technology called 5W2H consist of?
15. How are quality costs classified?
Costs due to internal failures. These are the ones that could be avoided if they did not exist.
defects in the product before being delivered to the customer.
Costs due to external failures. These are those that could be avoided if the products or
services rendered did not have defects (replacement of returned products
for the default customers).
Evaluation costs. These are the costs incurred to determine whether the
products or services meet your requirements and specifications.
Prevention costs. These are the costs incurred before starting the
process in order to minimize costs due to defective products. It is of
It is expected that the more costs are incurred for this concept, the more savings there will be.
if the number of defective products is reduced.
16. What is the benchmarking process and how does it help companies improve their performance?
competitiveness?
Systemic process used to compare the organization with the
leading companies worldwide with the aim of finding the company
leader and follow in their footsteps as much as possible.
17. How does activity-based costing operate to make the cycle more efficient?
the life of a product?
18. Explain why higher prevention costs reduce service costs.
to the clients. Information system based on labeling of the
production component containers to secure the supplies and the
production.
19. Are the different administrative philosophies mutually exclusive?
20. What are the two most commonly used ways to create value for a
product or service?
Differentiation and competitive advantages