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parciales 4to sem > cadena de suministro > Flashcards

cadena de suministro Flashcards

1
Q

OSCM

A

Operations and supply chain management OSCM is defines as the management of the systems that create and deliver the firm’s primary products and services

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2
Q

operations

A

Refers to manufacturing and service processes used to transform the resources employed by a firm into products desired by customers

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3
Q

Supply chain

A

Refers to processes that move information and material to and from manufacturing and service process of the firm

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4
Q

Categorization of supply chain process:

A

Planning, sourcing, making, delivering, returning

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5
Q

Planning

A

Developing a set of metrics to monitor the supply chain so that is efficient

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6
Q

Sourcing

A

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

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7
Q

making

A

The major product is produced or the provided

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8
Q

Delivering

A

carriers are picked to move products to warehouse and customers

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9
Q

Returning

A

process for receiving products back from customers

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10
Q

5 differences between services and goods

A

service is intangible

service requires interaction with customer

services vary as a function of the attitude of the costumer

services are perishable and time dependent

specifications are defined and evaluated as a package of features

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11
Q

package of features

A

support facility, facilitating goods, explicit services, implicit services

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12
Q

supporting facilities

A

the physical resources that must be in place before a service can be offered

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13
Q

facilitating goods

A

the material purchased or consumed by the buyer

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14
Q

explicit services

A

the benefits that are readily observable by the senses and that consists of the essential intrinsic features of the service

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15
Q

implicit services

A

psychological benefits that the customer may sense only vaguely

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16
Q

Goods-Services Continuum

A

captures the main focus of the business and spans from that just produce products to those who only provides services

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17
Q

Product-service Bundling

A

Company building service activities into its product offering for its customers

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18
Q

Efficiency

A

doing something at the lowest possible cost

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19
Q

Effectiveness

A

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

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20
Q

Value

A

quality divided by price

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21
Q

strategy

A

describe how a firm intends to create and sustain value for its current shareholders

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22
Q

Sustainability

A

the requirement to meet these current needs without compromising the ability of future generations to meet their own needs

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23
Q

shareholders

A

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

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24
Q

triple bottom line

A

economic prosperity, environmental stewardship, social responsibility

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25
Q

economic prosperity

A

firm is obligated to compensate shareholders who provide capital through stock purchase

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26
Q

environmental stewardship

A

the firms impact on the environment

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27
Q

social responsibility

A

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

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28
Q

competitive dimensions

A

cost or price, quality, delivery speed, delivery speed, delivery reliability, coping with charges in demand, flexibility and new product introduction speed

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29
Q

cost of price

A

segment of the market that buys solely on the basis of low cost

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30
Q

quality

A

design quality refers to the set of features the product service contains
process quality relates directly to the reliability of the product or service

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31
Q

delivery speed

A

firms ability to deliver more quickly than its competitors

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32
Q

delivery reliability

A

firms ability to supply the product or service on or before a promise delivery due date

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33
Q

coping with changes in demand

A

company’s ability to respond to increases and decreases in demand is important to its ability to compete

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34
Q

flexibility and new product introduction speed

A

ability of a company to offer a wide variety of products to its customers

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35
Q

why is necessary a well design interface between marketing and operations

A

to provide a business with an understanding of its markets from both perspective

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36
Q

straddling

A

occurs when a company seeks to match the benefits of a successful position while maintaining its existing position

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37
Q

productivity

A

measure of how well a business unit it using its resources

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38
Q

contract manufacturers

A

producing companies. organization that performs manufacturing needed to produce a product as a service to another firm

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39
Q

core competency characteristics

A

provides potential access to a wide variety of markets, increases perceived costumers benefit, hard for competitors to compete

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40
Q

6 phases of product development process

A

planning, concept development, system level design, detail design, testing and refinement, production ramp up

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41
Q

planning

A

assessment of technology developments and market objectives

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42
Q

concept development process

A

analysis of competitive products, and an economic justification of the project

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43
Q

system-level design

A

includes the definition of the product architecture and the decomposition of the product into subsystems and components

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44
Q

detail design

A

includes the complete specification of all the unique parts in the product and the identification of al the standard parts purchased from suppliers

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45
Q

testing and refinement

A

construction and evaluation of multiple pre production versions of the product

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46
Q

production ramp-up

A

train the workforce and to work out any remaining problem in the production process

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47
Q

CAD

A

computer-aided design

48
Q

DFMA

A

design for manufacturing and assembly. orientated toward the engineering of the product with an emphasis on reducing production cost

49
Q

complexity

A

is the number of steps involved in a service and the possible actions that can be taken at each step

50
Q

divergence

A

number of ways a provider interaction can vary at each step according to the needs and abilities each

51
Q

productivity

A

such measures as the number of engineering hours, cost of materials and tooling costs are used

52
Q

capacity

A

ability to hold, receive, store or accommodate

53
Q

objective of strategic capacity planning

A

provide and approach for determining the overall capacity level of capital etc that best supports the company’s long term competitive strategy

54
Q

capacity utilization rate

A

reveal how close a firm is its best operating level
capacity used/best operating level

55
Q

economies of scale

A

as a plant gets larger, the volume increases and the average cost per unit of output drops

56
Q

focused factory

A

focuses on a fairly limited set of production

57
Q

arrival rate

A

the average number of customers that comes to a facility during a specific period of time

58
Q

service rate

A

average number of customers that can be processed over the same period of time when the facility is operating at maximum capacity

59
Q

learning curve

A

a line displaying the relationship between unit production time and cumulative number of units produced

60
Q

individual learning

A

improvement that results when people repeat a process and gain skill or efficiency from their own experience

61
Q

organizational learning

A

results from changes in administration, equipment and product design

62
Q

learning curve theory is based on 3 assumptions

A

the amount of time required to complete a given task will be less each time the task is undertaken

the unit time will decrease at a decreasing rate

the reduction of time will follow a predictable pattern

63
Q

learning curve equation

A

Y=Kx^logb/log2

64
Q

lead time

A

the time needed to respond to a customer order

65
Q

customer order decoupling point

A

where the inventory is positioned in the supply chain

66
Q

make to stock

A

a production environment where the customers in served on demand from finished goods inventory

67
Q

assembly to order

A

combine a number of preassembled modules to meet customers specifications

68
Q

make to order

A

make the customers product from raw materials

69
Q

engineer to order

A

work with the customer to design the product and make it from purchased materials

70
Q

process selection

A

refers to strategic decision of selecting which kind of production processes to use to produce a product or provide a service

71
Q

project

A

the product remains in a fixed location. manufacturing equipment is moved to the product

72
Q

work center

A

similar equipment or functions are grouped together

73
Q

manufacturing cell

A

where products that are similar in processing requirements are produced

74
Q

assembly line

A

is where work processes are arranged according to the progressive steps by which the product is made

75
Q

continuous process

A

follows a predetermined sequence of steps but the flow is continuous weather than discrete

76
Q

break even analysis

A

the choice of which specific equipment to use in process often can be based on a analysis of cost trade off

77
Q

assembly drawing

A

is simply an exploded view of the product showing its component parts

78
Q

assembly chart

A

uses the information presented in the assembly drawing and defines how parts go together

79
Q

operation route sheet

A

specifies operations and process routing for a particular part

80
Q

process flowchart

A

denotes what happens to the product as it progresses through the productive facility

81
Q

service package

A

bundle of goods and services that is provided in some environment, consists of 5 features: supporting facilities, facilitating goods, information, explicit services, implicit services

82
Q

supporting facilities

A

the physical resources that must be in place before a service can be offered

83
Q

information

A

operations data of information that is provided to the customers, to enable efficient and a customized services

84
Q

customer contact

A

the physical presence of the customer in the system

85
Q

creation of the service

A

the work process involved in providing the service itself

86
Q

extent of contact

A

the percentage on time the customer must be in the system relative to the total time needed to perform the customer service

87
Q

5 types of variability

A

arrival variability, request variability, capacity variability, effort variability, subjective preference variability

88
Q

4 basic accommodation strategies

A

classic accommodation, low cost accommodation, classic reduction, uncompromised reduction

89
Q

classic accommodation

A

extra skills to compensate for variations among customers

90
Q

low cost accommodation

A

uses low cost labor, outsourcing, and self service to cut the cost of accommodation

91
Q

classic reduction

A

requires customers to engage in more self service

92
Q

uncompromised reduction

A

uses knowledge of the customers to develop procedures that enable good service while minimizing impact on the service delivery system

93
Q

effective management requires

A

that managers understand customers perceptions

94
Q

service blueprint

A

flowchart that emphasize the importance of process design

95
Q

finite population

A

the limited size customer pool that will use the service and at times form a line

96
Q

infinite population

A

population size caused by subtractions or additions to the population to the population does not significantly affect the system probabilities

97
Q

process

A

any part of an organization that takes inputs and transforms them into outputs that are of greater value to the organization

98
Q

cycle time

A

average time of a repetitive process between completion of successive units

99
Q

utilization

A

is the ratio of the time a recourse is actually activated relative to the time is available for use

100
Q

buffer

A

a storage area between stages where the output of a stage is placed prior to being used in a downstream stage

101
Q

starving

A

activities in a stage must stop because there is no work

102
Q

blocking

A

activities in the stage must stop because there is no place to deposit the item just completed

103
Q

bottleneck

A

a resource that limits the capacity of maximum output of the process

104
Q

Productivity

A

Is the ratio of output to input.

105
Q

Efficiency

A

Is a ratio of the actual output of a process relative to some standard. Also means doing something at the lowest possible cost.

106
Q

Run time

A

Is the time required to produce a batch of parts.

107
Q

Setup time

A

Is the time required to prepare a machine to make a particular item.

108
Q

Operation time

A

Is the sum of the setup time and run time for a batch of parts that are run on a machine.

109
Q

Flow time

A

is the average time it takes a unit to move through an entire process.

110
Q

Throughput rate

A

Is the output rate that the process is expected to produce over a period of time.

111
Q

Process velocity

A

Is the ratio of the value-Added time to the flow time.

112
Q

Value-Added time

A

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

113
Q

Total average value of inventory

A

The total average investment in raw material, work-in-process, and finished good inventory.

114
Q

Inventory turn

A

A measure of the expected number of times inventory is replaced over a year.

115
Q

Days-of-supply

A

The number of days of inventory of an item.

116
Q

Little’s Law

A

A mathematical relationship between throughput rate, flow time, and the amount of work-in-process inventory

parciales 4to sem (5 decks)

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