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operations management > chapter 7 > Flashcards

chapter 7 Flashcards

1
Q

whats a Process Focused Strategy ?

A
  • facilities are organized by process
  • similar processed are together
  • low volume, high variety products
  • other names: intermittent process, job shop, batch shop
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2
Q

what are some pros and cons of Processed Focused Strategy ?

A

Advantages:
- greater product flexibility
- more general purpose equipment
- lower initial capital investment
Disadvantages:
- high variable costs
- more highly trained personnel
- more difficult production planning and control
- low equipment utilization

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3
Q

Repetitive Focused Strategy ?

A
  • facilities often organized by assembly lines
  • characterized by modules
    • parts and assemblies made previously
  • modules combined for many output options
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4
Q

Product Focused Strategy (continuous flow)

A
  • facilities are organized by product
  • high volume, low variety products
  • where found: discrete unit manufacturing, continuous process manufacturing
  • other names: line flow production, continos production
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5
Q

what are the Product Focused Strategy Pros and Cons?

A

Advantages:
- lower variable cost per unit
- lower but more specialized labor skills
- easier production planning and control
- higher equipment utilization (70% to 90%)
Disadvantages:
- lower product flexibility
- more specialized equipment
- usually higher capital investment

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6
Q

what is Mass Customization?

A

using technology and imagination to rapidly mass produce products that cater to sundry unique customer desires

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7
Q

what’s the point of Mass Customization?

A

under mass customization the three process models become so flexible that distinctions between them blur, making variety and volume issues less significant

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8
Q

what is the Fixed Cost?

A

does not depend on the quantity produced or serviced
(rent, taxes, security)

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9
Q

what is Variable Cost?

A

depends on the quantity produced or serviced
(material, labour)

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10
Q

how do we calculate Total Cost?

A
  • fixed cost+variable cost
  • TC=FC+VC*Quantity
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11
Q

list the tools for Process Design?

A
  • flow diagrams
  • process charts
  • time function/process mapping
  • work flow analysis
  • value stream mapping
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12
Q

why do we use certain tools for Process Design?

A

these ar4e all very similar tools and are used for different processes with different details and requirements

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13
Q

list some advantages to Machine Technology?

A
  • increased precision
  • increased productivity
  • increased flexibility
  • increased safety
  • decreased pollution
  • decreased size
  • decreased power requirements
  • decreased boredom
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14
Q

whats the use of Automatic Identification Systems (AIS)?

A
  • improved data acquisition
  • increased scope of process automation
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15
Q

whats the use of Vision Systems?

A
  • particular aid to inspection
  • consistently accurate
  • never bored
  • modest cost
  • superior to employees performing manually thr same tasks
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16
Q

what is the point of Robots?

A
  • perform monotonous, or dangerous tasks, or those requiring significant strength or endurance
  • ehhanced consistency, accuracy, speed strength, power when substituted for human effort
  • robots are suited to what is referred as the 3Ds- jobs that are Dull, Dirty, and Dangerous
17
Q

whats the point of Automated Storage and Retrival Systems(ASRS)?

A
  • automated placement and withdrawal of parts ad products
  • particularly useful in large warehouses or distribution centres of pharmaceutical companies
18
Q

what is RFID (radio Frequency Identification)?

A
  • RFID is a “smart tag” (label) that functions as a microchip and receiver
  • it is embedded with a unique electronic product code and a micro antenna. and is affixed to pallets or even to individual products
    -once assigned, the EPC becomes a DNA like marker for the item, identifying it from every other item in the world
  • when a tagged item passes within range of a reader, the reader retrieves thr EPC via radio waves, identifies the time and its exact location, and relays this real time information to a central computer
19
Q

what is Process Reengineering (Dramatic Redesign) ?

A

the fundamental rethinking and radical redesign of business processes to bring about dramatic improvements in perofmrnace

20
Q

what does Process Reengineerting rely on?

A

relies on revaluing the purpose of the process and questioning both the purpose and the underlying assumptions

21
Q

what does Procees Reenginerring require?

A

reexamination of the basic process and its objectives

22
Q

what does Process Reengineering focus on?

A

activities that cross boundaries

23
Q

what does Facility Planning deal with?

A
  • HOW MUCH long range capacity is needed
  • WHEN more capacity is needed
  • WHERE facilities should be located
  • HOW facilities should be arranged
24
Q

what is Capacity?

A

the “throughput”, or number of units a facility can hold, receive, store, or produce in a period of time

25
Q

what is Design Capacity?

A

capacity a firm is designed to have. also called Best Operating Level

26
Q

what is Utilization?

A

actual output as a percent of Design Capacity

27
Q

how do we calculate Utilization?

A

actual output * 100 / Design Capacity
=
actual demand / total hours available

28
Q

what are some implications in Capacity Changes?

A
  • sales
  • cash flow
  • quality
  • supply chain
  • Human Resources
  • maintenance
29
Q

what are the special requirements for Making Good Capacity Decisions?

A
  • forecast demand accurately
  • understanding the technology and capacity increments
  • finding the optimal operating level
  • build for change
30
Q

what are the strategies for Demand Management to match Capacity ?

A
  • vary prices
  • vary promotion
  • change lead times
  • offer complementary products
31
Q

what are the stretgeis for Cacpstiy Management to match Demand?

A
  • vary staffing (flexible workers)
  • change equipment and processes
  • flexible plants
  • change methods
  • redesign the product for faster processing
  • subcontract
32
Q

what is the difference between Bottleneck and Non-Bottleneck?

A
  • Bottleneck: is what happens if capacity is less than demand placed on resource
  • Non-Bottleneck: is what happens when capacity is greater than demand placed on resource
33
Q

what are the consequences of saving time at each process?

A
  • bottlenecks govern both throughput and inventory in the system
  • an hour lost at bottleneck is an hour lost for the entire system
  • an hour saved at a non bottleneck is a mirage
34
Q

what is the 5 step approach for Managing Constraints?

A
  1. identify the system constraint
  2. develop a plan to overcome the system constraint
  3. focus resources on accomplishing step 2
  4. reduce effects of constraint and try to increase its capacity. EG. subcontract, re-route processes
  5. if, in the previous steps, the constraint has been overcome, go back to step 1 and identify new constraint
35
Q

what does the concept Capacity Focus mean?

A

the concept of the Focused Factory holds that proaction facilities work bets when they focus on a fairly limited set of production objectives

operations management (10 decks)

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