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C215 > Chapters 4, 7, 11, 15 > Flashcards

Chapters 4, 7, 11, 15 Flashcards

1
Q

Flow operations

A

Processes designed to handle high-volume, standard products.

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2
Q

Routing

A

Provides information about the operations to be performed, their sequence, the work centers, and the time standards.

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3
Q

Infinite loading

A

Scheduling that calculates the capacity needed at work centers in the time period needed without regard to the capacity available to do the work.

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4
Q

Finite loading

A

Scheduling that loads work centers up to a predetermined amount of capacity.

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5
Q

Forward scheduling

A

Schedule that determines the earliest possible completion date for a job. Due date Time when the job is supposed to be finished.

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6
Q

Backward scheduling

A

Starts with the due date for an order and works backward to determine the start date for each activity.

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7
Q

Slack

A

The amount of time a job can be delayed and still be finished by its due date.

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8
Q

Input/output control

A

A technique for monitoring the flow of jobs between work centers.

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9
Q

Job flow time

A

Measurement of the time a job spends in the shop before it is finished

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10
Q

Job lateness

A

Measures whether the job is done ahead of, on, or behind schedule.

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11
Q

Job tardiness

A

Measures how long after the due date the job is completed.

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12
Q

Optimized production technology (OPT)

A

A technique used to schedule bottleneck systems.

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13
Q

Theory of constraints (TOC)

A

A management philosophy that extends the concepts of OPT.

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14
Q

Internal resource constraint

A

A regular bottleneck.

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15
Q

Market constraint

A

The condition that results when market demand is less than production capacity.

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16
Q

Policy constraint

A

The condition that results when a specific policy dictates the rate of production.

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17
Q

Just-in-time (JIT) philosophy

A

Getting the right quantity of goods at the right place at the right time.

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18
Q

Waste

A

Anything that does not add value.

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19
Q

A broad view of JIT

A

A philosophy that encompasses the entire organization.

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20
Q

Defining beliefs of JIT

A

Broad view of operations, simplicity, continuous improvement, visibility, and flexibility.

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21
Q

Types of waste

A

Material, energy, time, and space.

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22
Q

Broad view of the organization

A

Tasks and procedures are important only if they meet the company’s overall goals.

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23
Q

Simplicity

A

The simpler a solution, the better it is.

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24
Q

Visibility

A

Problems must be visible to be identified and solved.

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25
Q

Flexibility

A

An organizational strategy in which the company attempts to offer a greater variety of product choices to its customers.

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26
Q

JIT system

A

The three elements are just-in-time manufacturing, total quality management, and respect for people.

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27
Q

Just-in-time manufacturing

A

The element of JIT that focuses on the production system to achieve value added manufacturing. Setup cost Cost incurred when setting up equipment for a production run.

28
Q

Total quality management (TQM)

A

Philosophy that seeks to improve quality by eliminating causes of product defects and by making quality the responsibility of everyone in the organization.

29
Q

Quality at the source

A

The belief that it is best to uncover the source of quality problems and eliminate it.

30
Q

Respect for people

A

An element of JIT that considers human resources as an essential part of the JIT philosophy.

31
Q

Pull system

A

JIT is based on a “pull” system rather than a “push” system.

32
Q

Kanban card

A

A card that specifies the exact quantity of product that needs to be produced

33
Q

Production card

A

A kanban card that authorizes production of material.

34
Q

Withdrawal card

A

A kanban card that authorizes withdrawal of material.

35
Q

Small-lot production

A

The ability to produce small quantities of products.

36
Q

Internal setup

A

Requires the machine to be stopped in order to be performed.

37
Q

External setup

A

Can be performed while the machine is still running.

38
Q

Uniform plant loading

A

A constant production plan for a facility with a given planning horizon.

39
Q

Multifunction workers

A

Capable of performing more than one job

40
Q

Supply chain management (SCM)

A

Management of the flow of materials from suppliers to customers in order to reduce overall cost and increase responsiveness to customers.

41
Q

External suppliers

A

All suppliers providing materials or services to manufacturing or service organizations, including the suppliers’ suppliers. Internal functions Activities performed by the final product company, such as processing, purchasing, production planning and control, quality assurance, and shipping.

42
Q

External distributors

A

Transport product or service to appropriate locations for eventual sale to customers.

43
Q

Tier one supplier

A

Supplies materials or services directly to the processing facility.

44
Q

Tier two supplier

A

Directly supplies materials or services to a tier one supplier in the supply chain.

45
Q

Tier three supplier

A

Directly supplies materials or services to a tier two supplier in the supply chain.

46
Q

Logistics

A

Activities involved in obtaining, producing, and distributing materials and products in the proper place and in proper quantities.

47
Q

Traffic management

A

Responsible for arranging the method of shipment for both incoming and outgoing products or materials.

48
Q

Distribution management

A

Responsible for movement of material from the manufacturer to the customer.

49
Q

Bullwhip effect

A

Inaccurate or distorted demand information created in the supply chain.

50
Q

Supply chain velocity

A

The speed at which product moves through a pipeline from the manufacturer to the customer.

51
Q

Green supply chain management

A

Green supply chain management

52
Q

Requisition request

A

Request indicating the need for an item

53
Q

Price and availability

A

The current price of the item and whether the quantity is available when needed.

54
Q

Purchase order

A

A legal document committing the company to buy the goods and providing details of the purchase.

55
Q

Sourcing strategy

A

A plan indicating suppliers to be used when making purchases.

56
Q

Vertical integration

A

A measure of how much of the supply chain is actually owned or operated by the manufacturing company.

57
Q

Insource

A

Processes or activities that are completed in-house.

58
Q

Outsource

A

Processes or activities that are completed by suppliers.

59
Q

Backward integration

A

Owning or controlling sources of raw materials and components.

60
Q

Forward integration

A

Owning or controlling the channels of distribution.

61
Q

Partnering

A

A process of developing a long-term relationship with a supplier based on mutual trust, shared vision, shared information, and shared risks.

62
Q

Crossdocking

A

Eliminates the storage and order-picking functions of a distribution warehouse.

63
Q

Manufacturing crossdocking

A

The receiving and consolidating of inbound supplies and materials to support just-in-time manufacturing.

64
Q

Distributor crossdocking

A

The receiving and consolidating of inbound products from different vendors into a multi-SKU pallet.

65
Q

Transportation crossdocking

A

Consolidation of LTL shipments to gain economies of scale.

66
Q

Retail crossdocking

A

Sorting product from multiple vendors onto outbound trucks headed for specific stores.

67
Q

The Supply Chain Operations Reference (SCOR) model

A

is an effort to standardize measurement of supply chain performance. The SCOR model examines four different operational perspectives: reliability, flexibility, expenses, and assets/utilization.

C215 (3 decks)

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