Chapters 4, 7, 11, 15 Flashcards
Flow operations
Processes designed to handle high-volume, standard products.
Routing
Provides information about the operations to be performed, their sequence, the work centers, and the time standards.
Infinite loading
Scheduling that calculates the capacity needed at work centers in the time period needed without regard to the capacity available to do the work.
Finite loading
Scheduling that loads work centers up to a predetermined amount of capacity.
Forward scheduling
Schedule that determines the earliest possible completion date for a job. Due date Time when the job is supposed to be finished.
Backward scheduling
Starts with the due date for an order and works backward to determine the start date for each activity.
Slack
The amount of time a job can be delayed and still be finished by its due date.
Input/output control
A technique for monitoring the flow of jobs between work centers.
Job flow time
Measurement of the time a job spends in the shop before it is finished
Job lateness
Measures whether the job is done ahead of, on, or behind schedule.
Job tardiness
Measures how long after the due date the job is completed.
Optimized production technology (OPT)
A technique used to schedule bottleneck systems.
Theory of constraints (TOC)
A management philosophy that extends the concepts of OPT.
Internal resource constraint
A regular bottleneck.
Market constraint
The condition that results when market demand is less than production capacity.
Policy constraint
The condition that results when a specific policy dictates the rate of production.
Just-in-time (JIT) philosophy
Getting the right quantity of goods at the right place at the right time.
Waste
Anything that does not add value.
A broad view of JIT
A philosophy that encompasses the entire organization.
Defining beliefs of JIT
Broad view of operations, simplicity, continuous improvement, visibility, and flexibility.
Types of waste
Material, energy, time, and space.
Broad view of the organization
Tasks and procedures are important only if they meet the company’s overall goals.
Simplicity
The simpler a solution, the better it is.
Visibility
Problems must be visible to be identified and solved.
Flexibility
An organizational strategy in which the company attempts to offer a greater variety of product choices to its customers.
JIT system
The three elements are just-in-time manufacturing, total quality management, and respect for people.
Just-in-time manufacturing
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.
Total quality management (TQM)
Philosophy that seeks to improve quality by eliminating causes of product defects and by making quality the responsibility of everyone in the organization.
Quality at the source
The belief that it is best to uncover the source of quality problems and eliminate it.
Respect for people
An element of JIT that considers human resources as an essential part of the JIT philosophy.
Pull system
JIT is based on a “pull” system rather than a “push” system.
Kanban card
A card that specifies the exact quantity of product that needs to be produced
Production card
A kanban card that authorizes production of material.
Withdrawal card
A kanban card that authorizes withdrawal of material.
Small-lot production
The ability to produce small quantities of products.
Internal setup
Requires the machine to be stopped in order to be performed.
External setup
Can be performed while the machine is still running.
Uniform plant loading
A constant production plan for a facility with a given planning horizon.
Multifunction workers
Capable of performing more than one job
Supply chain management (SCM)
Management of the flow of materials from suppliers to customers in order to reduce overall cost and increase responsiveness to customers.
External suppliers
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.
External distributors
Transport product or service to appropriate locations for eventual sale to customers.
Tier one supplier
Supplies materials or services directly to the processing facility.
Tier two supplier
Directly supplies materials or services to a tier one supplier in the supply chain.
Tier three supplier
Directly supplies materials or services to a tier two supplier in the supply chain.
Logistics
Activities involved in obtaining, producing, and distributing materials and products in the proper place and in proper quantities.
Traffic management
Responsible for arranging the method of shipment for both incoming and outgoing products or materials.
Distribution management
Responsible for movement of material from the manufacturer to the customer.
Bullwhip effect
Inaccurate or distorted demand information created in the supply chain.
Supply chain velocity
The speed at which product moves through a pipeline from the manufacturer to the customer.
Green supply chain management
Green supply chain management
Requisition request
Request indicating the need for an item
Price and availability
The current price of the item and whether the quantity is available when needed.
Purchase order
A legal document committing the company to buy the goods and providing details of the purchase.
Sourcing strategy
A plan indicating suppliers to be used when making purchases.
Vertical integration
A measure of how much of the supply chain is actually owned or operated by the manufacturing company.
Insource
Processes or activities that are completed in-house.
Outsource
Processes or activities that are completed by suppliers.
Backward integration
Owning or controlling sources of raw materials and components.
Forward integration
Owning or controlling the channels of distribution.
Partnering
A process of developing a long-term relationship with a supplier based on mutual trust, shared vision, shared information, and shared risks.
Crossdocking
Eliminates the storage and order-picking functions of a distribution warehouse.
Manufacturing crossdocking
The receiving and consolidating of inbound supplies and materials to support just-in-time manufacturing.
Distributor crossdocking
The receiving and consolidating of inbound products from different vendors into a multi-SKU pallet.
Transportation crossdocking
Consolidation of LTL shipments to gain economies of scale.
Retail crossdocking
Sorting product from multiple vendors onto outbound trucks headed for specific stores.
The Supply Chain Operations Reference (SCOR) model
is an effort to standardize measurement of supply chain performance. The SCOR model examines four different operational perspectives: reliability, flexibility, expenses, and assets/utilization.
