Chapter 5 Terms

Question 1

Product - Process Matrix

Answer 1

linking a product’s life cycle and marketing decisions with operations capabilities

Question 2

5 different process types

Answer 2

Project
Job shop
Batch
Repetitive process
Continuous process

Question 3

Project

Answer 3

unique, one of a kind (ex. custom home)

high complexity, outsourcing, flexibility needed

Question 4

Job Shop

Answer 4

customized, low volume (ex. auto repair, beauty salon)
High variety of inputs and process flows
High work-in-process inventory

Question 5

Batch

Answer 5

moderate volume and variety (ex. bakery, automotive parts, cinema)
Dominant flow patterns, some common inputs, setup time can be high

Question 6

Repetitive process

Answer 6

standard products with a range of options (ex. appliances, automobiles, buffet restaurant)
All products follow the same sequence
Standard method and materials used

Question 7

Continuous process

Answer 7

commodities with high volume, little variety (ex. aluminum cans, laundry detergent, gasoline)
Products follow sequence
Operations run 24/7
Line stoppages are very costly
Highly specialized equipment

Question 8

Mass customization

Answer 8

customers design a product by choosing from a range of options (ex. Dell computers)

Question 9

Cellular manufacturing

Answer 9

production of products with similar process characteristics on small assembly lines called work cells

Question 10

Engineer to Order

Answer 10

unique, customized products

Question 11

Make to Order

Answer 11

products that have similar designs but are customized during production

Question 12

Assemble to Order

Answer 12

products that are produced from standard components and modules

Question 13

Make to Stock

Answer 13

finished goods that are held in inventory in advance of customer orders

Question 14

Service process matrix

Answer 14

categorizes service processes based upon the degree of customization/customer interaction and labor/capital intensity

Question 15

Professional services

Answer 15

interacting closely with clients to deliver customized services (ex. lawyers, doctors consultants)

Question 16

Service factory

Answer 16

low customer contact, customization and labor intensity, but high investment in facilities and equipment (ex. trucking companies, airlines, hotels)

Question 17

Service shops

Answer 17

high degree of capital intensity and customer interaction/customization (ex. automobile repair shops and hospitals)

Question 18

Mass services

Answer 18

low customer interaction/customization and high labor intensity (ex. retail banks, gas stations and other retail outlets)

Question 19

Service blueprinting

Answer 19

an approach similar to process mapping that analyzes the interface between customers and service processes

Question 20

Customer actions

Answer 20

all of the steps taken by customers as a part of the service delivery process

Question 21

Front office actions

Answer 21

actions of frontline contact employees (face to face encounter)

Question 22

Back office actions

Answer 22

non-visible interactions with customers (ex. telephone calls etc…)

Question 23

Support processes

Answer 23

activities carried out by employees who do not have direct contact with customers

Question 24

Physical evidence

Answer 24

represents all of the tangibles that customers see or collect during their contact with a company

Question 25

Fixed-position layout

Answer 25

used when the product cannot be moved during production (ex. homes, buildings, bridges, large ships)

Question 26

Functional layout

Answer 26

groups together similar resources (ex. fitness centers and Macy’s)

Question 27

Product layout

Answer 27

resources are arranged according to regularly occurring sequence of activities (ex. automotive assembly line, Noodles & Co., buffet line)
Repetitive and continuous processes typically use
Lack of flexibility and low work variety for employees (drawbacks)

Question 28

Line balancing

Answer 28

assign tasks so that idle time and the number of workstations are minimized

Question 29

Precedence relationships

Answer 29

identifying the order in which tasks must be completed

Question 30

Takt time

Answer 30

maximum allowable cycle time at each workstation

Question 31

Takt time equation

Answer 31

available production time per day/output needed per day

Question 32

Theoretical number of work stations

Answer 32

total of all task times/takt time

Question 33

Efficiency

Answer 33

[sum of all task times/(actual work stations * takt time)] * 100

Question 34

Competitive priorities

Answer 34

Quality
Timeliness
Cost
Flexibility
Innovation