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parciales tercer sem > administracion d produccion > Flashcards

administracion d produccion Flashcards

1
Q

Supply (chain) network

A

The pipelinelike movement of the materials and information needed to produce a good or service

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2
Q

Triple bottom line strategy

A

A strategy that meets the needs of shareholders and employees and that preserves the environment.

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3
Q

Planning

A

The processes needed to determine the set of future actions required to operate an existing supply chain

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4
Q

Sourcing

A

The selection of suppliers.

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5
Q

Making

A

A type of process where a major product is produced or a service provided

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6
Q

Delivery

A

A type of process that moves products to
warehouses or customers.

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7
Q

Returning

A

Processes that involve the receiving of wornout, defective, and excess products back from customers and support for customers who have problems

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8
Q

Service

A

A type of business where the major product is
intangible, meaning it cannot be weighed or
measured

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9
Q

Productservice bundling

A

Refers to when a company builds service activities into its product offerings.

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10
Q

Efficiency

A

Means doing something at the lowest
possible cost

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11
Q

Effectiveness

A

Means doing the right things to create the
most value for the company

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12
Q

Value

A

Abstractly defined as quality divided by
price.

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13
Q

Total
quality management.

A

A philosophy that aggressively seeks to eliminate causes of production defects

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14
Q

Business process
reengineering

A

An approach that seeks to make revolutionary changes as opposed to revolutionary changes (which is advocated by total quality management)

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15
Q

Lean manufacturing

A

An approach that combines TQM and JIT.

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16
Q

Six Sigma quality

A

Tools that are taught to managers in “Green
and Black Belt Programs.”

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17
Q

Service science management and
engineering.

A

A program to apply the latest concepts in information technology to improve service productivity

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18
Q

Contract
manufacturer

A

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

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19
Q

Core competency

A

The one thing that a company can do better
than its competitors.

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20
Q

The six phases of the product development
process.

A

Planning, concept development, system-level design, detail design, testing, production ramp-up

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21
Q

Net present value

A

A useful tool for the economic analysis of a product development project.

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22
Q

Quality function development

A

An approach that uses interfunctional teams
to get input from the customer in design
specification

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23
Q

House of quality

A

A matrix of information that helps a team
translate customer requirements into operating
or engineering goals.

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24
Q

Design for
manufacturing and assembly

A

The greatest improvements from this arise from simplification of the product by reducing the number of separate parts

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25
Q

Ecodesign

A

The incorporation of environmental considerations into the design and development of products or services

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26
Q

Best operating level

A

The level of capacity for which a process was designed and at which it operates at minimum cost

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27
Q

85.7 percent

A

A facility has a maximum capacity of 4,000 units per day using overtime and skipping the
daily maintenance routine. At 3,500 units per day, the facility operates at a level where average cost per unit is minimized. Currently, the process is scheduled to operate at a level of 3,000 units per day. What is the capacity utilization rate?

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28
Q

Economies of scale

A

The concept that relates to gaining efficiency through the full utilization of dedicated resources, such as people and equipment.

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29
Q

Focused factory

A

A facility that limits its production to a single product or a set of very similar products.

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30
Q

Economies of scope

A

When multiple (usually similar) products can be produced in a facility less expensively than a single product

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31
Q

70 percent

A

In a service process such as the checkout counter in a discount store, what is a good target percent for capacity utilization?

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32
Q

Learning curve

A

The line that shows the relationship between the time to produce a unit and the cumulative number of units produced.

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33
Q

Individual learning

A

Improvement that derives from people
repeating a process and gaining skill or
efficiency

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34
Q

Organizational learning

A

Improvement that comes from changes in
administration, equipment, and product design

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35
Q

64 hours

A

Assuming an 80 percent learning rate, if the 4th unit takes 100 hours to produce, the 16th unit should take how long to produce?

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36
Q

a straight line

A

The resulting plot of a learning curve when logarithmic scales are used.

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37
Q

Highly automated
system

A

Systems that have this characteristic usually
have near-zero learning

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38
Q

A process

A

This is a part of an organization that takes inputs and transforms them into outputs

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39
Q

Utilization

A

This is the ratio of the time that a resource is
activated relative to the time it is available for
use

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40
Q

Starving

A

This is when one or more activities stop
because of a lack of work.

41
Q

Blocking

A

This is when an activity stops because there is no place to put the work that was just completed.

42
Q

Bottleneck

A

This is a step in a process that is the slowest compared to the other steps. This step limits the capacity of the process

43
Q

Make-to-stock
versus make-to-order

A

What is the difference between McDonald’s
old and current processes?

44
Q

Pacing

A

This refers to the fixed timing of the movement of items through a process.

45
Q

Benchmarking

A

This is when one company compares itself to another relative to operations performance.

46
Q

Flow time

A

This is the time it takes a unit to travel through the process from beginning to end. It includes time waiting in queues and buffers

47
Q

Little’s law

A

The relationship between time and units in a process is called this

48
Q

Inventory = Throughput rate × Flow time

A

What is the mathematical relationship between time and units in a process?

49
Q

Process is operating in steady state

A

What is the major assumption about how a
process is operating for Little’s law to be valid?

50
Q

Specialization

A

What is the double-edged sword of job
design?

51
Q

Job enrichment and enlargement

A

This is when a job is increased vertically or
horizontally

52
Q

four basic work measurement techniques.

A

Time study, work sampling, predetermined motion-time data systems, elemental data

53
Q

Make-to-order

A

A firm that makes predesigned products
directly to fill customer orders has this type of
production environment

54
Q

Customer order decoupling point

A

A point where inventory is positioned to allow the production process to operate independently of the customer order delivery process

55
Q

Engineer-to-order

A

A firm that designs and builds products from scratch according to customer specifications would have this type of production environment.

56
Q

21 units = 42/2.

A

If a production process makes a unit every two hours and it takes 42 hours for the unit to go through the entire process, what is the expected work-in-process equal to?

57
Q

7.5 turns = (1,500 × 50)/10,000

A

A finished goods inventory, on average, contains 10,000 units. Demand averages 1,500 units per week. Given that the process runs 50 weeks a year, what is the expected inventory turn for the inventory? Assume that each item held in inventory is valued at about the same amount.

58
Q

Manufacturing cell

A

This is a production layout where similar products are made. Typically, it is scheduled on an as-needed basis in response to current customer demand.

59
Q

Product–process matrix

A

The relationship between how different layout
structures are best suited depending on volume
and product variety characteristics is depicted
on this type of graph

60
Q

An area in a larger facility that is dedicated to a specific
production objective (for example, product group). This can be used to operationalize the
focused factory concept.

A

Plant within a plant (PWP)

61
Q

Combines the features of both make-to-order and make-to-stock.

A

Hybrid

62
Q

A measure of how well resources are used. According to Goldratt’s definition, all
the actions that bring a company closer to its goals

A

Productivity

63
Q

Movement of items through a process is coordinated through a timing mechanism.

A

pacing

64
Q

The ratio of the value-added time to the flow time.

A

Process velocity

65
Q

Value-added time

A

The time in which useful work is actually being done on the unit

66
Q

Days-of-supply

A

The number of days of inventory of an item.

67
Q

Lead time

A

The time needed to respond to a customer order.

68
Q

A production environment where pre-assembled components,
subassemblies, and modules are put together in response to a specific customer order

A

Assemble-to-order

69
Q

make-to-stock

A

A production environment where the customer is served “on-demand” from
finished goods inventory.

70
Q

Project layout

A

A setup in which the product remains at one location, and equipment is moved
to the product.

71
Q

Continuous process

A

A process that converts raw materials into finished product in one
contiguous process

72
Q

A computer system that links all areas of a
company using an integrated set of application
programs and a common database.

A

Enterprise resource planning (ERP) system

73
Q

The application programs are designed in
accordance with industry norms or

A

Best practices

74
Q

False

A

True/False: Implementing an ERP system is a
simple exercise that involves loading software on a computer.

75
Q

A term used for delivering ERP services on
demand over the Internet.

A

Cloud computing

76
Q

The name of Microsoft’s ERP offering.

A

Microsoft Dynamics

77
Q

Part of an ERP system that manages the
activities within a certain functional area

A

Module

78
Q

A set of processes to enable vendor-driven
replenishment.

A

Vendor-managed inventory

79
Q

Delivery performance

A

A metric that measures the percentage of orders shipped according to Schedule.

80
Q

The model most appropriate for making a one-
time purchase of an item.

A

Single-period model.

81
Q

The model most appropriate when inventory is
replenished only in fixed intervals of time for
example, on the first Monday of each month.

A

Fixed–time period model

82
Q

Fixed–order quantity model

A

The model most appropriate when a fixed
amount must be purchased each time an order is placed.

83
Q

Based on an EOQ-type ordering criterion, what
cost must be taken to zero if the desire is to have an order quantity of a single unit?

A

Setup or ordering cost

84
Q

Dependent demand

A

Term used to describe demand that can be
accurately calculated to meet the need of a
production schedule

85
Q

Term used to describe demand that is uncertain and needs to be forecast.

A

Independent demand

86
Q

This is an inventory auditing technique where
inventory levels are checked more frequently than one time a year.

A

cycle counting

87
Q

Term used for a computer system that integrates application programs for the different functions in a firm.

A

Enterprise resource planning (ERP)

88
Q

Logic used to calculate the needed parts,
components, and other materials needed to
produce an end item.

A

Material requirements planning (MRP)

89
Q

This drives the MRP calculations and is a
detailed plan for how we expect to meet demand.

A

Master production schedule

90
Q

Period of time during which a customer has a
specified level of opportunity to make changes.

A

Time fence

91
Q

This identifies the specific materials used to
make each item and the correct quantities of each.

A

Bill-of-materials

92
Q

These are orders that have already been
released and are to arrive in the future

A

Scheduled receipts

93
Q

This is the total amount required for a particular item.

A

Gross requirements

94
Q

This is the amount needed after considering
what we currently have in inventory and what we expect to arrive in the future

A

Net requirements

95
Q

The planned-order receipt and planned-order
release are offset by this amount of time.

A

Lead time

96
Q

These are the part quantities issued in the
planned order release section of an MRP report.

A

Lot sizes

97
Q

The term for ordering exactly what is needed
each period without regard to economic considerations.

A

Lot-for-lot ordering

98
Q

None of the techniques for determining order
quantity consider this important noneconomic factor that could make the order quantity infeasible.

A

Capacity

99
Q

An integrated set of activities designed to
achieve production using minimal inventories of raw materials, work-in-process, and finished goods.

A

Lean Manufacturing

parciales tercer sem (6 decks)

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