Brainscape's Knowledge GenomeTM

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


See full index

Production and Management in FBI > Chapter 1-2 > Flashcards

Chapter 1-2 Flashcards

1
Q

Group of businesses

A

Industry

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

Activity of making, buying or selling goods and services

A

Business

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

Benefits from the forest

A

Tangible and Intangible

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

No monetary value and can directly or indirectly affect the quality of mans life.

A

Intangible benefits

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

Why is timber industry a sunset industry?

A

because of the lack of access to raw wood materials from natural forests by which they can process and sustain operations.

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

all industries that rely on access to forested areas, including but not limited to timber, mining, tourism, apiculture, wildflower picking, seed collecting and basic raw materials (LawInsider)

A

Forest Based Industries

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

Goods and services derived from the forest such as but not limited to timber, lumber, veneer, plywood, fiberboard, pulpwood, firewood, bark, tree top, resin gum, wood oil, honey, beeswax, nipa, rattan or other forest growth such as grass, shrub and flowering plant, the associated water, fish, game, scenic, historical, and educational (DAO. 1987-80, 1987).

A

Forest Product

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

Comprises Timber and Fuel wood. Fuelwood, Log, Lumber, Plywood, Veneer, Non-timber forest products, Blackboard (DENR-FMB).

A

Major Forest Products

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

those products use in raw form.
Ex. Logs, poles, piles, post, mine timber, railroad ties.

A

Primary wood products

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

those products that undergone further re-manufacturing.

A

Secondary wood products

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

These are reduced using machines or mechanical means.
Ex. Wooden chairs, cabinets, veneers, crates etc.

A

Mechanically reduced wood products

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

This are wood products derived by applying heat on wood like charcoal, (product of carbonization), wood tar and alcohol product of distillation.

A

Physically Reduced wood products

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

They are results of applying chemical methods of processing wood.
Examples are pulp and paper, fiberboard, and cellulosed-derived products.

A

Chemically reduced wood products

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

Forest products obtained from fruits, flowers, leaves, twigs, bark, root and wood of plants (except timber) and other products from animal and mineral origins (DENR-FASPS, 2020.

A

Minor forest products

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

the non-structural components of wood. They are typically concentrated in the heartwood and are often produced by the standing tree as defensive compounds to environmental stresses (Taylor et al., 2002).

A

Wood extractive

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

natural discharges of living trees and other forest growths induced by a natural or inflicted wound on the plant

A

Tree exudents

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

Resins (types)

A

Manila copal, dammar (dipterocard), Balau (apitong), Manila elemi (brea blanca)

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

types of tree exudents

A

Resin, gums, saps, latex, oleoresin

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

What flora family produces gutta percha?

A

Sapotaceae

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

What is the use of almaciga and resin?

A

The former is for the manufacture of paints and varnishes while the latter is valued for its essence in the manufacture of perfumes and similar products

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

chemically derived or reduced

A

Extracted products

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

Types of extractive products

A

Dyes
tannins
naval stores
essential oils

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

All biological materials and derivatives other than timber, which are extracted from forests for human use. Synonymous to Non-wood forest products (DENR-FMB, 2004).

A

Non-timber Forest Products

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

Wood material which include standing trees in a form suitable for construction, carpentry, joinery, or re conversion for manufacturing purposes.

A

Timber

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

Process of creating something that can satisfy a want or need

A

Production

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

Act of controlling and making decisions of business, industry and etc.

A

Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q
  • Activity of making, buying, or selling goods or providing services in exchange for
    money.
A

Business

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

comprised of those activities that are associated with the use
of the forest to supply society with marketable goods and services (Letourneau, 1986).

A

Forest based industry

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

Extraction of resources directly from the earth.
Ex. Logging

A

Primary Sector

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

Involves in processing of raw materials from primary industries.
Ex. Manufacturing and Construction
Paper manufacturing company

A

Secondary Sector

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

an important downstream activity of the forestry sector because it adds economic value to log, diversifies the products that can be produced from it, and increases the incomes and employment of involved communities.

A

Wood processing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

in February 2011, this order declared an indefinite moratorium on the cutting and harvesting of timber in the natural and residual forests.

A

EO 23

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

In the case of the CARAGA region, it went down from 119 firms in 2010 to
only __ firms in 2015.

A

27

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Manager, seller or the one providing the product or service.

A

Tertiary Sector

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Information Industry
-Consulting services
-Education
-Research and Development
-Financial planning services

A

Quaternary Sector

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

key industries of India.

A

The paper and pulp industry

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Forest-based Industries in the Philippines

A

Logging
Wood processing
.Furniture Industry
Handicraft Industry

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

one of the fastest growing industries of the country today. It had
an export growth of 8 to 14% from 1995 to 1999.

A

Furniture Industry

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

encompasses a diversified group of mostly micro enterprises producing an assortment of wares such as basketwork, shell craft articles, ceramics, metal wares,
textiles, stone wares, wood crafts, handmade paper products, and others.

A

Handicraft Industry

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Importance of Forest-Based Industries in the Philippines

A

Generates employment especially for the indigenous communities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Major trading partners of ph in exports

A

Japan 83%,
USA 4%

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Major trading partners of ph in imports

A

Asia pacific 41%
China 29%
ASEAN 25%

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Top imported product of PH

A

Paper and article of papers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

a system that outlines how certain activities are directed in order to achieve the goals of an organization.

A

organizational structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

A process in which managers develop or change their organization’s structure.

A

Organization design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

A component of organization structure that involves having each discrete step
of a job done by a different individual rather than having one individual do the
whole job

A

Work specialization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

Key Dimensions of Organizational Structure

A

Specialization
Standardization
Formalization
Centralization.
Configuration

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

The extent to which an organization’s activities are divided into
specialized roles.

A

Specialization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

The degree to which an organization operates under standard
rules or procedures

A

Standardization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

The extent to which instructions and procedures are documented.

A

Formalization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

The degree to which leaders at the top of the management hierarchy
have authority to make certain decisions.

A

Centralization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

The rights inherent in a managerial position to give orders and expect them
to be obeyed

A

Authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

The shape of the organization’s role structure, which includes: Chain of command, Span of control

A

Configuration

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

The number of vertical levels or layers on the organizational chart. The management principle that no person should report to
more than one boss

A

Chain of command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

The number of direct reports per manager or the number of horizontal levels or layers on the organizational chart. The number of
subordinates a manager can direct efficiently and effectively

A

Span of control.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

Contextual Factors in Organizational Structure

A

Origin and history
Ownership and control. I
Size.
Location
Products and services
Interdependence.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

Types of Organizational Structure in relation to decision-making

A

Centralized Organizational Structure
Decentralized Organizational Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

“Centralization,” the degree to which decision-making authority is restricted to higher
levels of management, typically leads to a pyramid structure. Centralization is generally
recommended when conflicting goals and strategies among operating units create a need
for a uniform policy. “Decentralization,” the degree to which lower levels of the hierarchy
have decision-making authority, typically leads to a leaner, flatter organization.
Decentralization is recommended when conflicting strategies, uncertainty or complexity
require local adaptability and decision-making

A

Centralization vs. Decentralization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

This gives individuals and teams high degrees of autonomy without needing a core team to regularly approve business decisions.

A

Decentralized Organizational Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

there are very clear responsibilities for each role, with subordinate roles defaulting to the guidance of their superiors

A

Centralized Organizational Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

Small companies usually start out with ________________

A

flat organizational structures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

arguably the most common type of organizational structure
and also referred to as a bureaucratic organizational structure.

A

Functional Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

Companies divide their workers into different regions for the
same reason. Consumers often have different needs and tastes in various regions. It helps to be
in close proximity to meet needs, such as different feature, flavor, size and package preferences.

A

Divisional or Multidivisional Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

This type of organizational structure is common when product expertise is the top priority. Departments
may be grouped this way because of the vastly different technical aspects of the products.

A

Product Structures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q

An organization in which specialists from functional departments are assigned to work on one
or more projects led by a project manager

A

Matrix structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q

An organization that consists entirely of work groups or teams

A

Team-based structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
67
Q

An organization that is not defined or limited by boundaries or categories imposed by traditional structures.

A

Boundary-less organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q

a newer structure. It flattens the hierarchy and chain of command and gives its
employees a lot of autonomy. Companies that use this type of structure have a high speed of implementation

A

. Flatarchy Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
69
Q

A central core that is linked through networks of relationships with outside contractors and
suppliers of essential services.

A

Network structures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
70
Q

Refers to functions that support, assist and advise

A

Staff authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

managers authority over the work of an employee

A

line authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
72
Q

processing of utilizing human and material resources to achieve a common goal

A

management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
73
Q

Spanish era

A

exploration of PH flora

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
74
Q

American regime

A

Mechanization of lumber processing and promotion of woods in international market

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
75
Q

Japanese regime

A

Wanton forest exploration and destruction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
76
Q

careful analysis of current resources and market trends and the prediction of emerging markets and future demand.

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
77
Q

establishment of standards and measurement of actual performance

A

controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
78
Q

process which transforms the inputs and resources of an org into final goods and services

A

Production/Operation management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
79
Q

rules that adds value to the final output

A

policies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
80
Q

Objectives of P/OM

A

Right quality
Right quantity
Right Time
Right manufacturing cost

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
81
Q

very important in timeliness of delivery as it judges the effectiveness of production department

A

Right Time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
82
Q

system that is used to maintain a desired level of quality in a product or service

A

quality control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
83
Q

Activities in production management

A

Location of facilities
Plan lay out and material handling
Product design
Process design
Production planning and control
Quality control
Material management
Maintenance management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
84
Q

When did the Inspeccion General de Montes created? the start of Forestry in the Philippines

A

1863

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
85
Q

Who is the first head of the Inspeccion General de Montes

A

Don Juan Gonzales Valdez.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
86
Q

In this date a Royal Decree, which embodied definite laws and regulations governing the operation of Philippine Forestry Services, was issued.

A

11/ 13/1894

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
87
Q

What General order is issued to the creation of Forestry Bureau and when?

A

Gen. Order No. 50, 04/14/1900

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
88
Q

Who is the first Forestry Bureau Director

A

George P. Ahern

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
89
Q

When was , the first School of Forestry established?

A

04/19/1910

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
90
Q

Who is the first Filipino Director of the Bureau of Forestry and when did he assume office?

A

Florencio Tamesis 1937

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
91
Q

This stipulated the formal organization of the Bureau of Forestry Development

A

PD 705

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
92
Q

The Filipino Director who served the longest term in BFD

A

Edmundo V. Cortes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
93
Q

This was signed establishing the Department of Environment and Natural Resources (DENR).

A

EO 192 in June 1987

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
94
Q

the process by which a manager looks into the future and finding
alternative courses that may be open to him

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
95
Q

the process of determining the structure and allocation of jobs

A

Organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
96
Q

the process by which managers recruit, select, train, promote and retire subordinates.

A

Staffing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
97
Q

the process of guiding the performance of the subordinates to attain common goals.

A

Directing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
98
Q

the process of transmitting ideas for a purpose of affecting desired
results

A

Communicating

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
99
Q

the process of checking subordinates’ performance and guiding them towards the attainment of common goal.

A

Controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
100
Q

the process of choosing the best course of action among alternative
choices

A

Decision Making

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
101
Q

the act of making goods

A

Production

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
102
Q

the act of working

A

Operation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
103
Q

They turn raw materials, human resources and capital into products and services that can be sold to customers

A

Production and Operation

104
Q

if manufacturing products is a prime concern that is _________ _______.

A

production management

105
Q

What is the output of Operation?

A

Both products and services

106
Q

What is the output of production?

A

Manufacturing goods

107
Q

What is the usage of output in production?

A

Products are utilized over a period of time

108
Q

What is the usage of output in operation?

A

Services need to be consumed immediately

109
Q

How is the customer contact in production?

A

No participation of customer
during production

110
Q

How is the customer contact in operation?

A

Constant contact with customer is required.

111
Q

Are there industries that offer both products and services?

A

Yes, like hotels, hospitals.

112
Q

the process which transforms the input/resources of an organization into final goods/services through a set of defined, controlled and repeatable policies.

A

Production/Operations Management

113
Q

Pre-defined Objectives in Productions Management

A

Right Quality
Right Quantity
Right Time
Right Cost

114
Q

all the things in POM converge into a single focal point which is the ________.

A

Customer

115
Q

Functions of Production/Operations Management

A

Production planning
Production control
Continuous improvement

116
Q

A function of POM wherein Operations managers decide on the details of the plan, such as how production will be done, where site locations should be and what resources will be
needed

A

Production planning

117
Q

A function of POM where products are being made or services are being delivered, management’s primary role is to control schedules, quality and costs.

A

Production control

118
Q

the third stage of the production life cycle, the function of operations management is to analyze data and develop more efficient ways of producing the goods or delivering the service

A

Continuous improvement

119
Q

activities under POM

A

Location of facilities for operations
Plant Lay-out
Material Handling
Product Design
Production planning and control
Dispatching
Quality Control
Materials Management

120
Q

a long-term capacity decision which involves a longterm commitment about the geographically static factors that affect a business organization.

A

Location of facilities for operations

121
Q

It is an important strategic level decision-making for an organization. It deals with the questions such as “where our main operations should be based”.

A

Location of facilities for operations

122
Q

refers to the physical arrangement of facilities. It is the configuration of departments, work centers, and equipment in the conversion process.

A

Plant Lay-out

123
Q

a plan of an optimum arrangement of facilities including personnel, operating equipment, storage space, material handling equipment and other supporting services along with the design of best structure to contain all these facilities.

A

Plant Lay-out

124
Q

refers to the moving of materials from the store room to the machine and from one machine to the next during the process of manufacture.

A

Material Handling

125
Q

the art and science of moving, packing, storing of products in any form. It is a specialized activity for a modern manufacturing concern, with 50 to 75% of the cost of production.

A

Material Handling

126
Q

s a macroscopic decision making of an overall produces route for converting the raw material into finished goods. These decisions encompass the selection of a process, choice of technology, process flow analysis and layout of the facilities.

A

Product Design

127
Q

s the process of the planning the production in advance, setting the exact route of each item, fixing the starting and finishing dates for each item, to give production orders to shops and to follow up the progress of products according to orders.

A

Production planning and control

128
Q

deciding in advance what to do, how to do it, when to do it, and who is to do it. It bridges the gap from where we are, to where we want to go.

A

Planning

129
Q

It bridges the gap from where we are, to where we want to go.

A

Planning

130
Q

the fixation of time and date for each operation as well as it determines the sequence of operation to be followed.

A

Scheduling

131
Q

concerned with the starting processes. It gives necessary authority so as to start a particular work, which has already been planned under routing and scheduling.

A

Dispatching

132
Q

a system that is used to maintain a desired level of quality in a product or service. It is a systematic control of various factors that affect the quality of the product.

A

Quality Control

133
Q

industrial management technique by means of which product of uniform acceptable quality is manufacture. It is the entire collection of activities which ensures that the operation will produce the optimum quality products at minimum cost.

A

Quality Control

134
Q

aspect of management function which is primarily concerned with the acquisition, control and use of materials needed and flow of goods and services connected with the production process having some predetermined objectives in view.

A

Materials Management

135
Q

Production Goals

A

Average units produced per day
Labor cost per unit produced
Materials cost per unit produced

136
Q

By setting a target number of units to be produced per day, your production manager can work toward consistency and predictability as well as productivity if the goals you set are ambitious.

A

Average units produced per day

137
Q

This goal can help keep your production processes cost effective by emphasizing the number of hours of labor that go into producing each unit.

A

Labor cost per unit produced

138
Q

is goal can help to assess the levels of waste in your production process.It will likely be an average of materials used over the course of a week or a month rather than materials for each individual unit produced because the latter would require cumbersome accounting and record keeping.

A

Materials cost per unit produced

139
Q

Materials cost per unit produced

A

Mass Production
Continuous Production
Batch Production
Job Shop Production

140
Q

utilizes standard discrete assemblies in a continuous process, suitable for every large volume of production – all outputs follow the same path. Generally associated with repetition, very specific machinery, and a labor force low in skill/creativity.

A

Mass Production

141
Q

non-flexible mode of production in which the whole sequence of operations is pre-arranged in a definite set-up

A

Continuous Production

142
Q

– a form of manufacturing in which the job passes through the functional departments in lot/batches and each lot may have a different routing

A

Batch Production

143
Q

characterized by a custom of specifications of a customer for a limited quantity of products, use of general-purpose machines and comparatively more creative/ skilled labor.

A

Job Shop Production

144
Q

Enumerate some characteristics a production manager should have

A

Leadership
management
written and verbal communication
project management
time management and problem-solving

145
Q

 Japanese Regime Significance

A

wanton forest exploration and destruction

146
Q

 Ameican Regime Significance

A

Mechanization of lumber processing and promotion of woods international market.

147
Q

 Spanish Regime Significance

A

exploration and enumeration of Philippine flora

148
Q

Planning the structure ensures there are enough ______ ______ with the _____ _____ to accomplish the company’s _____, and ensures that responsibilities are _______ _______.

A

human resources, right skills, goals, clearly defined

149
Q

a chart that shows the structure of the organization including the title of each manager’s position and, by means of connecting lines, who is accountable to whom and who has authority for each area. Some examples are given below. They may differ from one company to another company.

A

organization chart

150
Q

Arranging the activities of the enterprise in such a way that they systematically contribute to the enterprise’s goals

A

organizing?

151
Q

a system that outlines how certain activities are directed in order to achieve the goals of an organization. These activities can include rules, roles, and responsibilities.

A

organizational structure

152
Q

provides guidance to all employees by laying out the
official reporting relationships that govern the workflow of the company

A

organizational structure

153
Q

Disadvantages of Organization Structure

A

Placing employees in rigidly defined roles when the company is small enough to ensure that all employees work together can create a rift in the relationship between business owners and
employees.

154
Q

advantages of Organization Structure

A

Structure is essential for growth; bringing too many employees on board without clearly defined reporting relationships can cause confusion and inefficiency at all levels of an organization

155
Q

Importance of Organizational Structure in Accountability

A

employees may feel more
like business partners and less like subordinates to the company founder

156
Q

refers to the authority relationships in a company – who reports to whom. For small businesses with only a couple of employees, that structure is often
self-evident: Everyone reports to the owner

A

Reporting structure r

157
Q

Importance of Organizational Structure in Information flows

A

information gets to the right people is critical because information can come from a
wide range of sources, and the employee who receives the information may not know what to
do with it or whom to pass it to.

158
Q

Importance of Organizational Structure in Responsibility

A

Creating clear, thorough job
descriptions is vital before expanding and taking on a large number of employees.

159
Q

Importance of Organizational Structure in authority

A

Clearly outlining which situations can be handled by which employees is a must for any growing company.

160
Q

A process in which managers develop or change their organization’s structure.

A

Organization design

161
Q

A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job

A

Work specialization

162
Q

Key Dimensions of Organizational Structure

A

Specialization.
Standardization.
Formalization.
Centralization.
Configuration

163
Q

The extent to which an organization’s activities are divided into specialized roles

A

Specialization

164
Q

The degree to which an organization operates under standard rules or procedures.

A

. Standardization

165
Q

The extent to which instructions and procedures are documented.

A

Formalization

166
Q

The degree to which leaders at the top of the management hierarchy
have authority to make certain decisions.

A

Centralization

167
Q

The rights inherent in a managerial position to give orders and expect them to be obeyed

A

Authority

168
Q

The shape of the organization’s role structure, which includes Chain of command, and Span of control.

A

Configuration

169
Q

The number of vertical levels or layers on the organizational chart. The management principle that no person should report to more than one boss

A

Chain of command

170
Q

The number of direct reports per manager or the number of horizontal levels or layers on the organizational chart. The number of subordinates a manager can direct efficiently and effectively

A

Span of control.

171
Q

Contextual Factors in Organizational Structure

A

Origin and history
Ownership and control
Size
Location
Products and services
Technology.
Interdependence

172
Q

the process of managing the conversion of production inputs (raw materials, human resources, and capital) into production outputs (the goods that a company
produces).

A

Production management

173
Q

It is an integral part of overall business management and encompasses overseeing both the planning as well as the execution of the manufacturing process.

A

Production management

174
Q

What is The role of production management?

A

to harmonize all key aspects related to production

175
Q

6 Ms of production

A

Men
Machine
Method
Materials
Money
Market

176
Q

refers to the human element in operating systems

A

Men

177
Q

Since the vast majority of manufacturing personnel work in the physical production of goods, “__________ ______” is one of the production manager’s most important responsibilities.

A

people management

178
Q

includes the management of flow
processes—both physical (raw materials) and information (paperwork).

A

Materials

179
Q

Fundamentals of Production
Management

A

Empowering employees
 Equipment Maintenance
Waste Elimination
Continuous Improvement
Level Production
Just-in-Time Production
Built-in Quality
Employee Respect
Supplier Involvement

180
Q

dividing a workforce into small teams and giving them accountability for housekeeping and various other tasks has been shown to improve efficiency

A

Empowering employees

181
Q

Workers on the line are best placed to deal with mechanical breakdowns and subsequent repairs

A

Equipment Maintenance

182
Q

identify work that adds no value and delete it from your workflow to reduce spending and time

A

Waste Elimination

183
Q

Manufacturing waste consists of the following:

A

▪ Unnecessary motion
▪ Wasted inventory
▪ Overproduction
▪ Over-processing
▪ Defective production
▪ Unnecessary wait time
▪ Transportation waste

184
Q

Producing the same amount each day makes material ordering and scheduling easier. It demands that you balance both the history of customer ordering and forecasting how much you can produce to meet those orders.

A

Level Production

185
Q

creates the exact number of goods needed when they’re needed. Because you’re only creating and transporting what’s required, you eliminate unnecessary movement and supplies to save money and time.

A

Just-in-Time Production.

186
Q

______ ______ into every step of the process from order fulfillment to
product design, packaging, and shipping

A

Build quality

187
Q

You must respect the workers and value what they do through constant communication and useful feedback. They will then respect the company and show commitment to any principles and goals that you implement.

A

Employee Respect

188
Q

the stage where the master schedule is produced. It requires managers to decide where production will begin.

A

Production Planning

189
Q

the floor level application of design specifications. Here, much like a
traffic officer in a busy intersection, managers direct staff and equipment to conduct the steps to complete their part of a finished good.

A

Production Control

190
Q

ust as production managers need to monitor and coach staff to perform tasks using efficient steps, so too does the _________ need to be managed to keep it in optimal running condition.

A

equipment

191
Q

Why is Production Management Important?

A

Reduces Manufacturing Cost
Improves Competitiveness
Accomplishes Business Objectives
Improves Brand Image
Optimizes Use of Resources

192
Q

Benefits of Production Management in Manufacturing

A

Better Quality
Lower Waste Levels
Lower Operating Cost
Better Decision-Making

193
Q

________ and ______ are an essential ingredient for success of an operation unit.

A

Planning and control

194
Q

ensures that production team can achieve required production target, optimum utilization of resources, quality management and cost savings.

A

Production control

195
Q

The benefits of production planning and control are as follows:

A

ensures that optimum utilization of production capacity
ensures that inventory level are maintained at optimum levels
ensures that production time is kept at optimum level
quality of final product is
always maintained.

196
Q

objectives of production planning

A

To ensure right quantity and quality of raw material, equipment in production time
ensure capacity utilization is in tune with forecast demand

197
Q

looks to utilize different type of control techniques to achieve optimum performance out of the production system as to achieve overall production planning targets

A

Production Control

198
Q

, objectives of production control

A
  • Regulate inventory management
  • Organize the production schedules
  • Optimum utilization of resources and production process
199
Q

Production control is dependent upon the following factors:

A
  • Nature of production( job oriented, service oriented, etc.)
  • Nature of operation
  • Size of operation
200
Q

describes the process of imagining, creating, and iterating products that solve users’ problems or address specific needs in a given market.

A

Product Design

201
Q

THE PRODUCT DESIGN PROCESS

A
  1. User Research
  2. Narrow Down And Define
  3. Ideate
  4. Create Prototype And Deliver
202
Q

This is a method users are interviewed either in person or by telephone to understand their needs and what they expect from a new product. This process is tim econsuming but can give you the most accurate insights.

A

User interview

203
Q

In this method, the company publishes questionnaires online and requests users to fill them out. This method can provide a large quantity of data in a very short time. This is an inexpensive method to collect information, but it may not be as accurate as the
interviews.

A

Online Surveys

204
Q

Customers are observed when they use the products in a natural
environment. It is an excellent way to empathise with the users and put yourself in their

A

Contextual Inquiry

205
Q

It allows you to learn from the mistakes made by other companies and improve upon them.

A

Market Research

206
Q

Five Characteristics to Remember When Designing a Product

A

Utility
Aesthetic Appeal
Simplicity
Innovation
Longevity

207
Q

What is the role of production planning and control in manufacturing?

A

manages and schedules the allocation of human resources, raw materials, work centers, machinery, and production processes. It finds the most efficient way to produce finished goods with the lead times needed to meet production demand.

208
Q

a testament to a designer’s skills as well as better for the environment.

A

Longevity

209
Q

There is no use launching a product that gives the same benefits as those already available in the market. Customers expect something extra when a new product comes into the market.

A

Innovation

210
Q

an important factor in a product. While it must serve the purpose, it must also be easy to use. Customers must easily understand what the product does and what each feature is for.

A

Simplicity

211
Q

an important element of product design. Even if an item can provide all the solutions to a problem, if it looks ugly, it will not sell in the market.

A

Aesthetic Appeal

212
Q

the first quality a product must possess is _______.

A

utility

213
Q

an arrangement of different aspects of manufacturing in an appropriate manner as to achieve desired production results.

A

Facility layout

214
Q

considers available space, final
product, safety of users and facility and convenience of operations.

A

Facility layout

215
Q

main objective of the facility
layout planning is to …

A

design effective workflow

216
Q

It’s the movement, protection, storage and control of materials and products throughout their lifespan of manufacturing, warehousing, distribution, consumption, and disposal.

A

material handling

217
Q

the name of the game when structuring your material handling system.

A

Efficiency

218
Q

a necessity when reacting to and planning for customer and warehouse requirements.

A

Efficient logistics

219
Q

four dimensions in material handling that impact efficient product flow through your
warehouse:

A

Movement
Time
Quantity
Space

220
Q

improves efficiency by making the logistics system respond quickly and effectively to plant and customer requirements.

A

Material

221
Q

An efficient and effective facility layout can cover following objectives:

A
  • To provide optimum space to organize equipment and facilitate movement of goods
    and to create safe and comfortable work environment.
  • To promote order in production towards a single objective
  • To reduce movement of workers, raw material and equipment
  • To promote safety of plant as well as its workers
  • To facilitate extension or change in the layout to accommodate new product line or
    technology up-gradation
  • To increase production capacity of the organization
222
Q

FACTORS AFFECTING FACILITY LAYOUT

A
  • The design of the facility layout should consider overall objectives set by the
    organization.
  • Optimum space needs to be allocated for process and technology.
  • A proper safety measure as to avoid mishaps.
  • Overall management policies and future direction of the organization
223
Q

principles in designing facility lay out

A

Flexibility
Space Utilization
Capital

224
Q

Capital investment should be _____ when finalizing different models of facility layout.

A

minimal

225
Q

DESIGN LAYOUT TECHNIQUES

A

Two or Three Dimensional Templates
Sequence Analysis
Line Balancing

226
Q

This kind of technique is used for assembly line.

A

Line Balancing

227
Q

This technique utilizes computer technology in designing the facility layout by sequencing out all activities and then arranging them in circular or in a straight line.

A

Sequence Analysis

228
Q

This technique utilizes development of a scaled-down model based on approved drawings

A

Two or Three Dimensional Templates

229
Q

TYPES OF FACILITY LAYOUT

A
  • Line Layout
  • Functional Layout
  • Fixed Position Layout
  • Cellular Technology Layout
  • Combined Layout, and
  • Computerized Relative Allocation of Facility Technique
230
Q

a single- or multi-stemmed
instrument for heating or vaporizing and then smoking either tobacco, flavored tobacco, or sometimes cannabis, hashish and opium. The smoke is passed through a water basin—often glass-based—before inhalation.

A

Hookah

231
Q

TWO OF THE MAJOR CRITERIA FOR SELCTING AND DESIGNING A LAYOUT INCLUDES:

A
  1. Materials-handling cost
  2. Work effectiveness
232
Q

an increasingly important criterion in the facilities today. Good layouts provide workers with a satisfying
job and permit them to work effectively at the highest skill level
for which they are being paid.

A

Work Effectiveness

233
Q

THE NEED FOR LAYOUT DESIGN

A

Changes in environmental or other legal requirements
Morale problems
Changes in volume of output or mix of products
Changes in methods and equipment

234
Q

happens in the shipping and delivery stages throughout the supply chain, packaging and moving goods in pallets and other units.

A

Material Handling

235
Q

supply chain

A
  1. Manufacturing
  2. Transportation
  3. Storage and warehousing
  4. Distribution
236
Q

This type of layout is developed for
product focused systems. In this type of layout only one product, or one type of product, is produced in a given area.

A

. Product or Line Layout

237
Q

This type of layout is developed for process focused systems. The processing units are organised by functions into departments on
the assumption that. certain skills and facilities are available in each department.

A

Process or Functional Layout

238
Q

It is a special type of functional layout in which the facilities are clubbed together into cells. This is suitable for systems designed to use the concepts, principles and approaches of `group technology’.

A

Cellular or Group Layout

239
Q

It is a layout for a very general flexible system that is processing job production. The preparation of such a layout is dependent on the
analysis of the possible populations of orders and is a relatively, complex affair.

A

Job-shop Layout

240
Q

This is the layout for project type systems in which the major component is kept at a fixed
position and all other materials, components, tools, machines, workers etc. are brought and
assembly or fabrication is carried out.

A

Project or Fixed
Position Layout

241
Q

The application of material handling helps with

A

Forecasting
Resource allocation
Production planning
Flow and process management
Inventory management and control
Customer delivery
After-sales support and service

242
Q

one of the necessary formulas to achieve the ultimate goal of
consumer satisfaction.

A

Production Design

243
Q

PRODUCTION CONTROL IS DEPENDENT UPON THE FOLLOWING FACTORS:

A

Nature of production( job oriented, service oriented, etc.)
Nature of operation
Size of operation

244
Q

What was the country’s log export banner or trademark in the international market during the peak of log export in the country?

A

Philippine Mahogany Lumber

245
Q

What year was the highest recorded log export in the country?

A

1970

246
Q

This is the process of utilizing human material resources towards the attainment of specific goals.

A

Planning

247
Q

This is where you company wants to be at a certain time

A

Goal

248
Q

Producing right number of products within a specific time

A

Right quantity

249
Q

The major distinguishing feature/factor of a product price in the market

A

Right manufacturing cost

250
Q

Systematic control of various factors that affect the quality of the product

A

Quality control

251
Q

Classification of Secondary Wood Product

A

Physically Reduced Wood Product
Mechanically Reduced Wood Product
Chemically Reduced Wood Product

252
Q

Four sectors of FBI

A

Primary
Secondary
Tertiary
Quaternary

253
Q

3 examples of Extracted products

A

Essential Oil
Dye
Tannins

254
Q

The foundation/ backbone of the company industry: without this structure the day-to-day tasks will be difficult or unsuccessful

A

Organizational Structure

255
Q
A

Production and Management in FBI (1 decks)

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