Exam 1 Flashcards
A supply chain view
Each activity in a process should add value to the preceding activities. Waste and unnessary cost should be eliminated
Support process
A process that provides vital resources and inputs to the core processes and therefore is essential to the management of the business
Supplier relationship process
Selects the suppliers of services materials and information and facilitates the timely and effient flow of these items into the firm
New service/product development process
Designs and develops new services or products from inputs recieved from external customer specifications or from the market in general through the customer relationship process
Order fulfillment process
Includes the activites required to produce and deliever the service or product to the external customer
Customer relationship process
Identifies attracts and builds relationships with external customers and facilitates the placement of orders by customers
Competitive priorities
The critical dimensions that a process or supply chain must posses to satisfy its internal or external customers both now and in the future
Competitive capabilites
The cost quality time and flexibility dimensions that a process or supplu chain actually posseses and is able to deliever
Order winners
A criterion customers use to differentiate the services or products of one firm from those of another
Order qualifiers
Min level required from a ser of criteria for a firm to do business in a particular market segment
Front office
High interaction with customers/highly customized service and flexible flows with individualized processes
Hybrid office
Some interaction with customers, standard services with some options and flexible flows with some dominate paths with some exceptions as to how work performed
Back office
Low interaction with customers, standard services and line flows, routine work performed the same for all customers
Job process
Low volume products made to order and customized process with flexible and unique sequence of tasks
Batch processes
Multiple products with low to moderate volume and disconneted line flows moderately repetitive work
Line processe
Few major products higher volume and connected line highly repetitive work
Continuous flow process
High volume high standarization commodity products and continuous flow
Design to order
Designing new products that do not currently exist and then manufacturing them to meet unique customer specifications
Make to order
Make products to customer specifications in low volumes
Assemble to order
Producing a wide varity of products from relatively few subassemblies and components after the customer orders are recieved
Postponement
The final activitss in the provision of a product is delayed until the order is recieved
Mass customization
Highly divergent processes generate a wide varitey of customized products at reasonably low costs
Make to stock
Holding items in stock for immediate delievery thereby min customer delivery times
Mass production
Combining a line process with the make to stock strategy
Checklist
A form used to record the frequency of occurance of certain process failures
Pareto chart
A bar chart on which factors are plotted along the horizontal axis in decreasing frequency
Cause and effect diagram
Related a key performance problem to its protential causes
Break even analysis
Technique for evaluating processes and equipment alternatives
Break even analysis objective
To find the point in dollars and units at which cost equals revenue
Break even analysis requires
Estimation of fixed costs variable costs and revenue
Design capacity
The max theoretical output of a system. Normally expressed as a rate
Effective capacity
The capacity a firm expects to achieve given current operating constaints
Utilization
The percent of design capacity actually achieved
Efficency
The percent of effective capacity actually achieved
Step one in managing constraints
Identify the constraint
Step two in managing constraints
Develope a plan for overcoming the constraint
Step three in managing constraints
Focus resources on accomplishing step 2
Step for in managing constraints
Reduce the effects of constraints by offloading work or expanding capacity
Step five in managing constraints
Find a new constraint
Drum
The beat of the system
Buffer
The resource which may be helpful to keep the bottleneck operating at the pace of the drum
Rope
Provides synchronization of comminication necessary to pull units through the system
