Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

COMM 225: Operations management > Ch 1 book: Introduction to Operations Management > Flashcards

Ch 1 book: Introduction to Operations Management Flashcards

1
Q

World class manufacturing (WCM)

A

an advanced version of JIT lean manufacturing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

operations management

A

the management of processes that create goods and/or provide services

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

A process

A

a sequence of activities which uses resources and achieves a desired result

usually performed by more than one person

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

a good

A

a tangible item

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

a service

A

an act or work for someone (a customer or client)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

how can processes be classified?

A

core

support

managerial

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Core processes

A

business processes that have significant commercial impact for an organization

the ongoing end-to-end practices that deliver the organization’s goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

support processes

A

do not directly create products or services

are necessary to facilitate or assist the execution of operating or management processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

managerial processes

A

organisational routines that underpin the dynamic capabilities of an organisation

controlling and reconfiguring the organisation’s resource base

impacting the organisation’s ability to attain, sustain or enhance performance in the long‐term

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Efficiency

A

operating at minimum cost and time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Effectiveness

A

achieving the intended goals (quality and timeliness)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

An organization’s three basic functions

A

operations

finance

marketing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

what must an organization’s main functions do in order to achieve goals?

A

must interact

work together

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

operations function

A

represents manufacturing and service processes

manages all the activities directly related to producing goods or providing services

to αdd value during the transformation process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

do operations functions exists in both manufacturing industries and service industries?

A

ye boooy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

what do we mean when we say that the production process must be an adaptive system?

A

To ensure that the desired outputs are obtained, measurements should be taken at various points (feedback),

then, we must compare with previously established standards to determine whether corrective action is needed (control)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Value added

A

the difference between the cost of inputs and the value or price of outputs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

value of outputs in nonprofit organizations

A

their value to society

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

how to increase value added? benefits?

A

eliminate useless or wasteful inputs

the greater the amount of funds available

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

finance function

A

secures funds at favourable terms

allocates those funds throughout the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

how do finance and operations management personnel cooperate?

A

by exchanging information and expertise in Provision of funds

by exchanging information and expertise in Economicαl analysis of cαpital investment proposαls

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Provision of funds

A

attribute necessary funding of operations and the timing of funding

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Most businesses obtain the majority of their funds through what?

A

the revenues generated by sales of their goods and services

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Economicαl analysis of cαpital investment proposαls

A

Evaluation of alternative investments in plant and equipment by operations and finance people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

marketing function

A

responsible for receiving customer wants/needs and feedback

responsible for communicating these to operations and to product design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

manfacturing lead time

A

The time between the placement of an order and the shipment of the completed order to the customer

realistic estimate of how long it will take to fill customer orders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

how does management αccounting help?

A

supplies management with information on costs of labour, materials, and overhead

provides reports on items such as scrap, downtime, and inventories

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

how does financial αccounting help?

A

deals with accounts payable and receivable

gathers the information needed for financial statements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

how does purchasing department help?

A

responsibility for procurement of materials, supplies, equipment, and services

identifies appropriate suppliers and facilitates close supplier relationships

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

how does HR help?

A

recruitment and training of personnel

labour relations

contract negotiations

wage and salary administration

ensuring the health and safety of employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

how does manufacturing engineering help?

A

responsible for the machines and equipment needed in the production process

32
Q

how does maintenance help?

A

responsible for the upkeep and repairs of:

equipment

buildings and grounds

heating and air conditioning

removing wastes

parking, and security.

33
Q

how does product design help?

A

creation goods and services from information given by marketing people

provision of product specifications to operations to make the products

34
Q

how do logistics help?

A

transporting raw material to the plant

storage and warehousing

transporting goods to warehouses, retail outlets, or final customers

35
Q

which type of decisions are tactical and medium term (1 - 12 months ahead)

A

planning decisions

36
Q

which type of decisions are usually strategic and long-term (1 - 5 years ahead)

A

design decisions

37
Q

which type of decisions are tactical and short-term (1 - 12 weeks ahead)

A

control decisions

38
Q

why do operations have a vital stake in design?

A

because design determines limitαtions of operations

affects price, timeliness, and quality of products

39
Q

tαngible output

A

Production of goods

anything that we can see or touch

40
Q

what differs between production of goods and performance of services?

A

Customer contact, use of inventories, and demand variability

Uniformity of inputs

Labour content of jobs

Uniformity of outputs.

Measurement of productivity

Quality assurance

41
Q

between production and performance of services, which has more customer contact?

A

performance of services

42
Q

between production and performance of services, which is more sensible to demand variability? why?

A

performance of services

manufacturers can build up inventories of finished goods, enabling them to absorb some of the shocks caused by variability of demand

43
Q

between production and performance of services, which is subject to greater variability of inputs? why?

A

performance of services

Manufacturers often have the ability to carefully control the amount of variability of their inputs

44
Q

between production and performance of services, which often requires a higher labour content? why?

A

performance of services

goods production typically can be more capital intensive

45
Q

between production and performance of services, which is subject to greater variability of outputs? why?

A

performance of services

high mechanization when producing goods generates products with low variability

46
Q

between production and performance of services, which has a more straightforward measurement of productivity? why?

A

in goods production due to the high degree of uniformity of items produced

services requirements from job to job make productivity measurement considerably more difficult

47
Q

between production and performance of services, which has a more challenging quality assurance? why?

A

performance of services

because performance and consumption occur at the same time

In goods production, errors can be corrected before the customer receives the product

48
Q

The operations manager

A

has the ultimate responsibility for the creation of goods or performance of services

49
Q

The chief role of an operations manager

A

that of decision maker

50
Q

A model

A

an abstraction of reality

a simplified representation of something

ignore the unimportant details so that attention can be concentrated on the most important aspects of a problem

51
Q

types of models

A

physical (iconic)

Mαthematical (symbolic)

Schematic models

Common statistical models

52
Q

Schematic models

A

graphs, charts, and drawings

53
Q

Common statistical models

A

ex: Normal distribution and regresslon equations

54
Q

Quantitative techniques

A

focus on objective measurements and analysis of numbers in order to draw conclusions

include deterministic and statistical techniques

55
Q

types of quantitative techniques

A

Optimization

Queuing techniques

Inventory techniques to control inventory

Project scheduling technique PERT

Forecαsting techniques to forecast demand

Stlαtistical techniques for quality control

56
Q

Project scheduling technique PERT (program evaluation and review technique)

A

used for planning, coordinating, and controlling large-scale projects

57
Q

a heuristic

A

a quick way to find a good solution

58
Q

A trade-off

A

opportunity cost

59
Q

A system

A

a set of interrelated parts that must work together

interrelationships among these parts are crucial

it stresses the fact that the output and objectives of the organization as a whole take precedence over those of any one department

60
Q

Pareto phenomenon

A

some things (a few) will be very important for achieving an objective or solving a problem, and other things (many) will not

also known as the 80- 20

61
Q

Ethics

A

moral principles that govern a person’s behaviour

62
Q

craft production

A

highly skilled workers using simple, flexible tools produced goods according to customer specification

63
Q

economies of scale

A

The economic conditions that favour larger plants and machines/ equipment by causing minimum average unit cost to decrease as slze Increases

64
Q

major problems with craft production?

A

no economies of scale

slow production

costly production

slow and costly replacement

65
Q

Two concepts assisting in large-scale production during the industrial revolution

A

Division of labour

interchangeable parts

66
Q

Division of labour

A

the production process is divided up into a series of small tasks and individual workers are assigned to each one of these tasks

the tasks were so narrow that virtually no skill was required

67
Q

interchangeable parts concept

A

to standardize parts and make them so precisely that any part in a batch of parts would fit product without alteration

parts did not have to be custom fitted

The result was a tremendous decrease in assembly time and cost.

68
Q

Scientific management

A

applying science to observe, measure, analyze, and improve work methods

includes the use of economic incentives

69
Q

moving assembly line

A

assembly line in which the product is pulled along the line at a fixed speed while the workers assemble its parts

70
Q

mass production system

A

in which large volumes of standardized goods are produced by low-skilled or semiskilled workers using highly specialized, and often costly, equipment

71
Q

Business analytics

A

comprises software used to build analysis models and simulations to:

create scenarios

understand realities

predict future states

72
Q

what do business analytics include?

A

data mining

predictive analytics (forecasting)

applied analytics

statistics

73
Q

data mining

A

looks for unusual patterns and relationships in data

74
Q

total quality management (TQM)

A

emphasizes quality and continuous improvement, worker empowerment and teams, and achieving customer satisfaction

similar to JIT (lean manufacturing)

75
Q

JIT (lean manufacturing)

A

uses significantly fewer resources than mass production systems to produce around the same input

less space, less inventory, and fewer workers

uses high skilled workforce

combination of mass production and craft production

higher quality than mass production

76
Q

World class manufacturing (WCM)

A

a combination of TQM and JIT

includes worker initiated maintenance (called autonomous maintenance) and industrial engineering

77
Q

other major trends affecting operations

A

The Internet and ecommerce

Technology

Globalization

Supply chains

Sustainαbility

COMM 225: Operations management (17 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions