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Operation Management > Chapter 5-13 > Flashcards

Chapter 5-13 Flashcards

1
Q

Different stages in product design in regal marine

A

introduction
growth
maturity
decline

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2
Q

develop and implement a product strategy

A

product decision

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3
Q

choosing the good and services to provide the customer

A

product selection

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4
Q

product are born they live and they die

A

product life cycle

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5
Q

list product in descending order

A

product by value analysis

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6
Q

product must be weeded out

A

generating new products

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7
Q

requires that organization build a structure internally

A

new product opportunities

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8
Q

effective product strategy link product design in with cash flow

A

product development system

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9
Q

refers to determining what will satisfy the customer

A

quality function deployment

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10
Q

4 approaches to organizing for product development

A

organization with distinct department, assign a product manager to champion the product, use of teams, bypass the team issue.

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11
Q

charge with responsibility of moving from market requirements

A

product development teams

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12
Q

activity are concerned with improvement of design and specification.

A

manufacturability and value engineering

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13
Q

5 benefits of CAD and CAM

A

product quality, shorter quality time, production cost reduction, data base availability, new range of capabilities

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14
Q

7 ISSUE IN PRODUCT DESIGN

A

robust design
modular design
computer aided design
computer aided manufacturing
virtual reality technology
value design
ethics and environmental friendly design

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15
Q

designed so that small variation in production

A

robust design

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16
Q

signed in easily segmented components

A

modular design

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17
Q

use of computer to interactively design products

A

computer aided design

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18
Q

use of specialized computer program

A

computer aided manufacturing

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19
Q

visual form of communication

A

virtual reality technology

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20
Q

review of successful product

A

value analysis

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21
Q

enhance productivity while delivering desired good and service

A

ethics and environmental friendly design

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22
Q

need for faster product development

A

time-based competition

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23
Q

umbrella of software program

A

product life cycle management

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24
Q

side of product coin

A

service design

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25
Q

a product, whether good or service

A

transition to production

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26
Q

act of overseeing all activities and tasks needed to maintain a desired level of excellence

A

quality management

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27
Q

deliver over 16,000 babies annually virtually every type of quality tools is employed

A

arnold palmer hospital

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28
Q

objective is to build a total quality management system

A

operation manager

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29
Q

totality of features and characteristics of a product

A

defining quality

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30
Q

method of quality control which employs statistical method to monitor and control a process

A

process statistical control

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31
Q

central to the process of quality control “what get measured gets done”

A

quality management

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32
Q

basic for all three operational quality process

A

measurement

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33
Q

provides feedback

A

quality control measurement

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34
Q

quantifies customer needs

A

operational quality planning measurement

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35
Q

can motivate people, prioritize improvement opportunities

A

quality improvement measurement

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36
Q

detecting special couses of variation

A

control chart

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37
Q

2 types of process variation

A

common cause variations
special cause variation

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38
Q

type of variation, process is said to be “in control” and stable

A

common cause variation

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39
Q

type of variation, process is said to be “out of control” and unstable

A

special cause variation

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40
Q

method of identifying the type of variation present

A

SPC control chart

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41
Q

2 types of popular SPC

A

run chart
control chart

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42
Q

show the variation in measurement during the time period that process is observed

A

control chart

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43
Q

control chart 4 key feature

A

daya points
the average of center line
the upper control limit
the lower control limit

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44
Q

either average of subgroup

A

data points

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45
Q

average or mean of the datapoints

A

the average center line

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46
Q

drawn above the centerline

A

the upper control limit

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47
Q

drawn below the centerline

A

the lower control limit

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48
Q

measured on continuous scale

A

variable chart

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49
Q

control the dipersion of the process

A

r-chart

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50
Q

control the central rendency

A

x-chart

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51
Q

2 types of variable chart
2 types of attribute chart

A

r-chart
x-chart
p-chart
c-chart

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52
Q

track the proportion or percent of noncofirming unit

A

p-chart

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53
Q

shows the number of nonconformities

A

c-chart

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54
Q

studies distinguish between conformance

A

process capability

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55
Q

usually dictated by customer PROCESS CAPABILITY

A

specification limit

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56
Q

ability based on rested performance

A

capability

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57
Q

quantified from data

A

measured capability

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58
Q

uniformly resulting from process

A

inherent capability

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59
Q

measures potentially capability

A

capability index

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60
Q

require state or statistical

A

process stability

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61
Q

interference about population

A

normality of the characteristics being measured

62
Q

sampling error for the capability index

A

sufficient data

63
Q

include random sample

A

representative sampling

64
Q

consecutive measurement

A

independence of measurement

65
Q

organization approach to transforming resources into good and service

A

process strategy

66
Q

4 basic strategy

A

process focus
repetitive focus
product focus
mass customization

67
Q

company method of converting resources into product and service

A

process focus

68
Q

facilities are organized by assembly line

A

repetitive focus

69
Q

facilities are organized by product

A

product focus

70
Q

low cost production of goods

A

mass customization

71
Q

process of determining the production capacity needed by organization to meet changing demand for its product

A

capacity planning

72
Q

the theoritical maximum output of a system in a given under idea condition

A

design capacity

73
Q

the capacity a firm can expect to achieve given the current operating constraint

A

effective capacity

74
Q

actual output as a percent of design capacity

A

utilization

75
Q

actual output as a percent of effective capacity

A

efficiency

76
Q

poor match between the actual demand

A

managing demand

77
Q

facilities must have to achieve profitability

A

critical control

78
Q

cost that continue even if no unit are produced

A

fixed cost

79
Q

cost that vary with the volume of unit produced

A

variable cost

80
Q

difference between selling price and variable cost

A

contribution

81
Q

determining the discounted value

A

net present value

82
Q

strategy usually minimizing cost

A

industrial location decision

83
Q

strategy focuses on minimizing revenue

A

retail and professional service organization

84
Q

combination of cost and speed delivery

A

warehouse location strategy

85
Q

some decisions and factors that affect location decision

A

country decision
region/community decision
site decision

86
Q

3 Major factor that affect location decision

A

labor production
exchange rates and currency risk
cost

87
Q

2 Categories of cost

A

tangible cost
intangible cost

88
Q

cost that readily identifiable

A

tangible cost

89
Q

cost easily quantified

A

intangible cost

90
Q

one of the greatest challenges in global operation decision is dealing with another countrys CULTURE

A

political risk, value and culture

91
Q

primary location factor

A

proximity to markets

92
Q

firms locate near material

A

proximity to supplier

93
Q

surprisingly near competitor

A

proximity to competitor

94
Q

location method that instills objectivity

A

the factor rating method

95
Q

make an economic comparison

A

location break-even analysis

96
Q

mathematical technique used for finding the best location

A

center gravity method

97
Q

technique for solving a class linear

A

transportation model

98
Q

focus in industrial sector location

A

service location strategy

99
Q

require neither face to face contact

A

the call center industry

100
Q

important took to help frims make successful

A

geographical information systems

101
Q

7 METHOD OF EVALUATING LOCATION ALTERNATIVES

A

the factor rating method
location break-even analysis
center of gravity method
transportation model
service location strategy
the call center industry
geographical information systems

102
Q

7 LAYOUT STRATEGY

A

office layout
retail layout
warehouse layout
fixed position layout
process oriented layout
work cell layout
product oriented layout

103
Q

require the grouping of worker

A

office layout

104
Q

based on the idea that sales and profitability vary directly with costumer exposure to product

A

retail layout

105
Q

fees manufactures pay to get their goods on the shelf

A

slotting fees

106
Q

describes the physical surrounding

A

servicescape

107
Q

3 elements to provide a good service layout

A

ambient condition
spatial layout and functionality
sign, symbol and artifacts

108
Q

background characteris such as lighting

A

ambient condition

109
Q

involve customer circulation path

A

spatial layout and functionality

110
Q

characteristics of building design

A

sign, symbols and artifacts

111
Q

refers to the physical design

A

warehousing and storage layout

112
Q

placement of material or supplies in storage

A

cross-docking

113
Q

warehousing to locate stock

A

random stocking

114
Q

add value to a product through component modification

A

customizing

115
Q

let the product stay in one place

A

fixed position layout

116
Q

movement of the product is reduced

A

movement of products

117
Q

usually done by couple trained operators

A

continuity of operation

118
Q

independent of each other

A

independent production center

119
Q

2 importance of fixed position layout

A

stability of product
movement of machines and equipment

120
Q

main feature of fixed position layout

A

stability of product

121
Q

type of layout the worker and machine to move and from with regard to project sites

A

movement of machines and equipment

122
Q

reorganize people and machine

A

work cell layout

123
Q

volume warrant a special arrangement

A

cellular work arrangement

124
Q

evaluating the operation times in work cells.

A

work balance chart

125
Q

permanent or semi permanent purpose

A

focused work center

126
Q

produce similar product or components

A

focused factory

127
Q

2 TWO TYPES OF A PRODUCT-ORIENTED LAYOUT

A

fabrication line
assembly line

128
Q

build component such as automobile

A

fabrication line

129
Q

interchangeable parts

A

assembly line

130
Q

become very popular in the 1990s

A

nascar racing

131
Q

manage labor and design jobs si people are effectively and efficiently utilized

A

human resource strategy

132
Q

EMPLOYMENT STABILITY POLICIES

A

follow demand exactly
stold employment constant

133
Q

matches direct labor cost to production

A

follow demand exactly

134
Q

maintains trained workforce

A

hold employment constant

135
Q

work schedule

A

standard work schedule
flex time
flexible work week
part time
job design

136
Q

standard work schedule

A

5-8 hours a day

137
Q

allows employees, within limit

A

flex time

138
Q

fewer but longer days

A

flexible work week

139
Q

fewer possibly irregular hours

A

part time

140
Q

specifying the task that constitute a job for an individual or group

A

job design

141
Q

group of empowered individual working together to reach common goal

A

self directed teams

142
Q

4 CORE JOBE CHARACTERISTICS

A

skill variety
job identity
job significance
autonomy

143
Q

3 MOTIVATION AND INCENTIVE SYSTEM

A

bonuses
profit sharing
gain sharing

144
Q

cash or stock options

A

bonuses

145
Q

profit for distribution to employees

A

profit sharing

146
Q

reward for improvement

A

gain sharing

147
Q

study of interface between man and machine

A

ergonomic

148
Q

dependent on a knowledge of a labor required

A

effective manpower planning

149
Q

amount of time required to perform a job

A

labor standards

150
Q

help determine labor requirements

A

accurate labor standards

Operation Management (1 decks)

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