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ACS Flashcards

ESTUDIAR

1
Q

What are operations and supply chain management

A

The design, operation, and improvement of the systems that create and deliver the firm’s products and services.

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2
Q

Operations meaning

A

Manufacturing and service processes used to transform resources into products.

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3
Q

Processes that move information and material to and from the firm.

A

Supply Chain

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4
Q

Processes needed to operate an existing supply chain.

A

Planning

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5
Q

Selection of suppliers that will deliver the goods and services needed to create the firm’s product.

A

Sourcing

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6
Q

The process where the major product or service is being produced.

A

The making

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7
Q

Logistics processes such as selecting carriers, coordinating the movement of goods and information, and collecting payments from customers

A

Delivering

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8
Q

Receiving worn-out, excess, and/or defective products back from customers.

A

Returining

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9
Q

Doing something at the lowest possible cost.

A

Efficiency

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10
Q

Doing the right things to create the most value for the company.

A

Effectiveness

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11
Q

Process in which one company studies the processes of another company (or industry) to identify best practices.

A

Benchmarking

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12
Q

What are the Shareholders?

A

individuals or companies that legally own one or more shares of stock in the company.

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13
Q

What are the stakeholders?

A

individuals or organizations who are directly or indirectly influenced by the actions of the firm.

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14
Q

Means meeting value goals without compromising the ability of future generations to meet their own needs.

A

Adding a sustainability requirement .

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15
Q

This pertains to fair and beneficial business practices toward labor, the community, and the region in which a firm conducts its business.

A

Social responsibility

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16
Q

Is when the firm is obligated to compensate shareholders who provide capital.

A

Economic prosperity

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17
Q

This refers to the firm’s impact on the environment.

A

Environmental stewardship.

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18
Q

Performing activities in a manner that best implements strategic priorities at a minimum cost.

A

Operations effectiveness.

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19
Q

A supplier may be expected to provide technical assistance for product development.

A

Technical liaison and support

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20
Q

What does management in trade-offs do?

A

They must decide which parameters of performance are critical and concentrate resources on those characteristics

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21
Q

Those dimensions that are necessary for a firm’s products to be considered for purchase by customers

A

Order qualifiers.

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22
Q

Criteria used by customers to differentiate the products and services of one firm from those of other firms

A

Order winners.

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23
Q

The likelihood of a disruption that would impact the ability of a company to continuously supply products or services

A

Supply chain risk.

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24
Q

Is a measure of how well resources are used

A

Productivity

25
Q

An organization capable of manufacturing and/or purchasing all the components needed to produce a finished product.

A

Contract manufacturer.

26
Q

The one thing a company can do better than its competitors

A

Core competency.

27
Q

Mention the six phases of generic development.

A

Planning, Concept development, System-level design, design detail, testing and reminement, production ramp up.

28
Q

Mention the activities in the planningof generic development.

A
  • Project aproval
  • Start the corporate strategy
  • output is the project mission statement.
  • Assessment of technology development and market objectives.
29
Q

Mention the activities in the “Concept development” phase of generic development.

A
  • Identify the needs of the target market.
  • Alternative product concepts are generated and evaluated.
    *One or more of these concepts are selected for further development.
30
Q

Mention the activities in the “System- level design” phase of generic development.

A
  • Definition of the product architecture
  • Decomposition of the product into subsystem and components.
    *Final assembly scheme for the production system is usually defined.
31
Q

Mention the activities in the “Design Detail” phase of generic development.

A
  • Specification od the geometry, materials and tolerances for all parts.
  • Identification of all the standard parts to be purchased.
  • Process plan
  • Tooling is designed
32
Q

Mention the activities in the “Testing and refinement” phase of generic development.

A
  • Construction and evaluation of multiple prepoduction versions of product.
    *Prototypes are tested to determine if the product will work as designed.
33
Q

Mention the activities in the “Production Ramp-up” phase of generic development.

A
  • Need to train workers and resolve any remaining problems.
    *Products may be supplied to preferred customers for evaluation
    *Transition to ongoing production is gradual
34
Q

Whats the objective of Value Analysis/Value Engineering (VA/VE)

A

To achieve better performance at a lower cost while maintaining all functional requirements defined by the customer.

35
Q

There are two aspects to this, the frequency of new product introductions and the time from initial concept to market introduction

A

Time to market

36
Q

Such measures as the number of engineering hours, the cost of materials, and tooling costs are used in these measures.

A

Productivity.

37
Q

Measures that relate to the reliability of the product in use, the product’s performance features compared to customer expectations.

A

Quality.

38
Q

What is a project?

A

A series of related jobs, usually directed toward some major output and requiring a significant period of time to perform.

39
Q

Identify the project structure if: A self-contained team works full-time on the project.

A

Pure Project.

40
Q

Identify the project structure if: Responsibility for the project lies within one functional area of the firm, and employees from that area work on the project, usually only part-time.

A

Functional project.

41
Q

Identify the project structure if: A blend of pure and functional project structures – people from different functional areas work on the project, possibly only part-time.

A

Matrix Project.

42
Q

Pure Project Structure adventages.

A

The project manager has full authority
Team members report to one boss
Shortened communication lines
Team pride, motivation, and commitment are high.

43
Q

Pure project structure disadvantages.

A

Duplication of resources
Organizational goals and policies are ignored
Lack of technology transfer
Team members have no functional area “home”

44
Q

Matrix Project Structure advantages

A

Better communications between functional areas.
Project manager held responsible for success.
Duplication of resources is minimized.
Functional “home” for team members.
Policies of the parent organization are followed.

45
Q

Matrix Project Structure disadvantages.

A

Too many bosses.
Depends on project manager’s negotiating skills.
Potential for sub-optimization.

46
Q

What does the critical path do?

A

Provides a wide range of scheduling information useful in managing a project, and helps to identify the critical path(s) in the project networks.

47
Q

This has a critical impact on response rate, it cost structure, is inventory policies, and management and staff support requirements

A

Capacity level selected.

48
Q

A measure of how close the firm is to its best possible operating level

A

Capacity utilization rate.

49
Q

Whats lead time?

A

The time needed to respond to the customer order.

50
Q

Whats lead manufacturing?

A

Achieveing high levels of customer service with minimal inventory investment.

51
Q

When the product remains in a fixed location in the production system design.

A

Project Layout.

52
Q

Its most common approach to developing this type of layout is to arrange workcenters in a way that optimizes the movement of material.

A

Workcenter.

53
Q

Formed by allocating dissimilar machines to cells that are designed to work on similar products (shape, processing, etc.)

A

Manufacturing Cell

54
Q

Designed for the special purpose of building a product by going through a series of progressive steps

A

Assembly Line and Continuous Layout

55
Q

A method to evaluate the specific processes that material follow as they move through the plant.

A

Manufacturing process flow design.

56
Q

The process of determining placement of departments, workgroups within departments, workstations, machines, and stock-holding points within a facility.

A

Facility layout.

57
Q

Progressive assembly linked by some material handling device

A

Assembly line.

58
Q

Cycle time meaning.

A

A uniform time interval in which a moving conveyor passes a series of workstations.

59
Q

Cycle time formula.

A

Production time per day/ Required output per day (in units)

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