cadena de suministro Flashcards
OSCM
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
operations
Refers to manufacturing and service processes used to transform the resources employed by a firm into products desired by customers
Supply chain
Refers to processes that move information and material to and from manufacturing and service process of the firm
Categorization of supply chain process:
Planning, sourcing, making, delivering, returning
Planning
Developing a set of metrics to monitor the supply chain so that is efficient
Sourcing
Selection of suppliers that will deliver the good and services needed to create the firm’s product
making
The major product is produced or the provided
Delivering
carriers are picked to move products to warehouse and customers
Returning
process for receiving products back from customers
5 differences between services and goods
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
package of features
support facility, facilitating goods, explicit services, implicit services
supporting facilities
the physical resources that must be in place before a service can be offered
facilitating goods
the material purchased or consumed by the buyer
explicit services
the benefits that are readily observable by the senses and that consists of the essential intrinsic features of the service
implicit services
psychological benefits that the customer may sense only vaguely
Goods-Services Continuum
captures the main focus of the business and spans from that just produce products to those who only provides services
Product-service Bundling
Company building service activities into its product offering for its customers
Efficiency
doing something at the lowest possible cost
Effectiveness
doing the right things to create the most value for the company
Value
quality divided by price
strategy
describe how a firm intends to create and sustain value for its current shareholders
Sustainability
the requirement to meet these current needs without compromising the ability of future generations to meet their own needs
shareholders
individuals or companies that legally own one or more shares of stock in the company
triple bottom line
economic prosperity, environmental stewardship, social responsibility
economic prosperity
firm is obligated to compensate shareholders who provide capital through stock purchase
environmental stewardship
the firms impact on the environment
social responsibility
pertains to fair and beneficial business practices toward labor, community and region in which a firm conducts its business
competitive dimensions
cost or price, quality, delivery speed, delivery speed, delivery reliability, coping with charges in demand, flexibility and new product introduction speed
cost of price
segment of the market that buys solely on the basis of low cost
quality
design quality refers to the set of features the product service contains
process quality relates directly to the reliability of the product or service
delivery speed
firms ability to deliver more quickly than its competitors
delivery reliability
firms ability to supply the product or service on or before a promise delivery due date
coping with changes in demand
company’s ability to respond to increases and decreases in demand is important to its ability to compete
flexibility and new product introduction speed
ability of a company to offer a wide variety of products to its customers
why is necessary a well design interface between marketing and operations
to provide a business with an understanding of its markets from both perspective
straddling
occurs when a company seeks to match the benefits of a successful position while maintaining its existing position
productivity
measure of how well a business unit it using its resources
contract manufacturers
producing companies. organization that performs manufacturing needed to produce a product as a service to another firm
core competency characteristics
provides potential access to a wide variety of markets, increases perceived costumers benefit, hard for competitors to compete
6 phases of product development process
planning, concept development, system level design, detail design, testing and refinement, production ramp up
planning
assessment of technology developments and market objectives
concept development process
analysis of competitive products, and an economic justification of the project
system-level design
includes the definition of the product architecture and the decomposition of the product into subsystems and components
detail design
includes the complete specification of all the unique parts in the product and the identification of al the standard parts purchased from suppliers
testing and refinement
construction and evaluation of multiple pre production versions of the product
production ramp-up
train the workforce and to work out any remaining problem in the production process
CAD
computer-aided design
DFMA
design for manufacturing and assembly. orientated toward the engineering of the product with an emphasis on reducing production cost
complexity
is the number of steps involved in a service and the possible actions that can be taken at each step
divergence
number of ways a provider interaction can vary at each step according to the needs and abilities each
productivity
such measures as the number of engineering hours, cost of materials and tooling costs are used
capacity
ability to hold, receive, store or accommodate
objective of strategic capacity planning
provide and approach for determining the overall capacity level of capital etc that best supports the company’s long term competitive strategy
capacity utilization rate
reveal how close a firm is its best operating level
capacity used/best operating level
economies of scale
as a plant gets larger, the volume increases and the average cost per unit of output drops
focused factory
focuses on a fairly limited set of production
arrival rate
the average number of customers that comes to a facility during a specific period of time
service rate
average number of customers that can be processed over the same period of time when the facility is operating at maximum capacity
learning curve
a line displaying the relationship between unit production time and cumulative number of units produced
individual learning
improvement that results when people repeat a process and gain skill or efficiency from their own experience
organizational learning
results from changes in administration, equipment and product design
learning curve theory is based on 3 assumptions
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
learning curve equation
Y=Kx^logb/log2
lead time
the time needed to respond to a customer order
customer order decoupling point
where the inventory is positioned in the supply chain
make to stock
a production environment where the customers in served on demand from finished goods inventory
assembly to order
combine a number of preassembled modules to meet customers specifications
make to order
make the customers product from raw materials
engineer to order
work with the customer to design the product and make it from purchased materials
process selection
refers to strategic decision of selecting which kind of production processes to use to produce a product or provide a service
project
the product remains in a fixed location. manufacturing equipment is moved to the product
work center
similar equipment or functions are grouped together
manufacturing cell
where products that are similar in processing requirements are produced
assembly line
is where work processes are arranged according to the progressive steps by which the product is made
continuous process
follows a predetermined sequence of steps but the flow is continuous weather than discrete
break even analysis
the choice of which specific equipment to use in process often can be based on a analysis of cost trade off
assembly drawing
is simply an exploded view of the product showing its component parts
assembly chart
uses the information presented in the assembly drawing and defines how parts go together
operation route sheet
specifies operations and process routing for a particular part
process flowchart
denotes what happens to the product as it progresses through the productive facility
service package
bundle of goods and services that is provided in some environment, consists of 5 features: supporting facilities, facilitating goods, information, explicit services, implicit services
supporting facilities
the physical resources that must be in place before a service can be offered
information
operations data of information that is provided to the customers, to enable efficient and a customized services
customer contact
the physical presence of the customer in the system
creation of the service
the work process involved in providing the service itself
extent of contact
the percentage on time the customer must be in the system relative to the total time needed to perform the customer service
5 types of variability
arrival variability, request variability, capacity variability, effort variability, subjective preference variability
4 basic accommodation strategies
classic accommodation, low cost accommodation, classic reduction, uncompromised reduction
classic accommodation
extra skills to compensate for variations among customers
low cost accommodation
uses low cost labor, outsourcing, and self service to cut the cost of accommodation
classic reduction
requires customers to engage in more self service
uncompromised reduction
uses knowledge of the customers to develop procedures that enable good service while minimizing impact on the service delivery system
effective management requires
that managers understand customers perceptions
service blueprint
flowchart that emphasize the importance of process design
finite population
the limited size customer pool that will use the service and at times form a line
infinite population
population size caused by subtractions or additions to the population to the population does not significantly affect the system probabilities
process
any part of an organization that takes inputs and transforms them into outputs that are of greater value to the organization
cycle time
average time of a repetitive process between completion of successive units
utilization
is the ratio of the time a recourse is actually activated relative to the time is available for use
buffer
a storage area between stages where the output of a stage is placed prior to being used in a downstream stage
starving
activities in a stage must stop because there is no work
blocking
activities in the stage must stop because there is no place to deposit the item just completed
bottleneck
a resource that limits the capacity of maximum output of the process
Productivity
Is the ratio of output to input.
Efficiency
Is a ratio of the actual output of a process relative to some standard. Also means doing something at the lowest possible cost.
Run time
Is the time required to produce a batch of parts.
Setup time
Is the time required to prepare a machine to make a particular item.
Operation time
Is the sum of the setup time and run time for a batch of parts that are run on a machine.
Flow time
is the average time it takes a unit to move through an entire process.
Throughput rate
Is the output rate that the process is expected to produce over a period of time.
Process velocity
Is the ratio of the value-Added time to the flow time.
Value-Added time
Is the time in which useful work is actually being done on the unit.
Total average value of inventory
The total average investment in raw material, work-in-process, and finished good inventory.
Inventory turn
A measure of the expected number of times inventory is replaced over a year.
Days-of-supply
The number of days of inventory of an item.
Little’s Law
A mathematical relationship between throughput rate, flow time, and the amount of work-in-process inventory
