October 24th, 2020 
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1) A process strategy is a strategy that takes an organizations resources and creates goods or services with those resources. There are four process strategies: process focus, repetitive focus, product focus, and mass customization focus.
Process focus, also known as intermittent process, is when an organization is concentrated on making products of low-volume and high-variety.
Repetitive focus is a production process concentrated on the products. Modules (pre-made components) are used for a more structured way of creating the products. An example of this would be Chipotle having all of its ingredients ready for the customer to choose from and make a burrito.
Product focus is an organization created to concentrate on making high-volume and low-variety products. Product focus is also called continuous process because the production runs of the product are long and continuous.
Mass customization focus is low-cost production with many different outputs because the products are unique. An example of this would be a custom PC. The customer can pick and choose all of the parts and create a unique PC.
Amanda,
2) A process strategy is defined as the organizations technique to transform their resources into goods and services with an overall objective of meeting the customer requirements throughout (Heizer, Render, & Munson, 2020). Four process strategies include:
Process focus: Focuses on low-volume but high-variety products where they devote their organization to organize this facility based on the specific activities and changes the organization requires (e.g. print shops, hospitals, and restaurants).
Repetitive Focus: This is known as the strategy that uses modules, example a typical assembly line. Through the use of modules; parts that are already prepared, this technique is more structured throughout the process (e.g. fast-food restaurants, toy manufacturing company).
Product focus: This strategy is when an organization focuses on high-volume, low-variety process. This is also known as a continuous process because there are products that are made through the continuous process over and over again (print shop, chip company).
Mass customization: Is a rapid but low-cost production that changes consistently based on the customer desires; it makes what the customer wants and when they want it. (e.g. automobiles, dental services).
(Heizer, Render, & Munson, 2020)
A personal industry experience of one of the strategies has been mass customization. I can relate this to the experience of buying a new built. Throughout this purpose the house builder focuses on what the customer wants (special house specs, square footage, exterior, etc.) and customize it at their needs and most house builders negotiate the price of the home.
Alondra,
3) Both utilization and efficiency are measures used to determine how much operations are using the facilities at a certain volume of output. The main difference between the two is scope of whats considered the facilitys capacity. Utilization looks at the facilitys capacity as the full measure of what it was designed to facilitate. Efficiency narrows the scope to a capacity that is most effective in producing optimal output considering operating constraints. I believe the efficiency percentage is most useful for OMs in understanding where the stand in their companys current capacity, but utilization shows OMs areas where operations can grow into should constraints allow without compromising overall efficiency.
In my current job, the company has opened a new location in the region that is sharing volume. At our location, the OMs are regularly offering early releases throughout the day. Although we have the capacity to operate all stations, the volume dispersion means all the associates might not be working their hardest and payroll would not appropriately match the volume processed for the day.
Saria,
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