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BCOR 360 > Exam 1 (ch 1, 2, 15) > Flashcards

Exam 1 (ch 1, 2, 15) Flashcards

1
Q

Operations Function

A

the collection of people, technology, and systems within an organization that has primary responsibility for providing products or services

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2
Q

supply chain

A

a network of manufacturers and service providers that work together to create products or services needed by end users. these manufacturers and service providers are linked together through physical flows, information flows, and monetary flows

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3
Q

operations management

A

the planning, scheduling, and control of activities that transform inputs into finished goods and services

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4
Q

upstream

A

a term used to describe activities or firms that are positioned earlier in the supply chain relative to some other activity or firm of interest.
ex. corn harvesting takes place upstream of cereal processing which is upstream of cereal packaging

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5
Q

downstream

A

a term used to describe activities or firms that are positioned later in the supply chain relative to some other activity or firm of interest.
ex. sewing a shirt takes place downstream of harvesting the coton

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6
Q

first tier supplier

A

a supplier that provides products or services directly to a firm

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7
Q

second tier supplier

A

a supplier that provides products or services to a firms first tier supplier

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8
Q

supply chain management

A

the active management of supply chain activities and relationships in order to maximize customer value and achieve a sustainable competitive advantage. it represents a conscious effort by a firm or group of firms to develop and run supply chains in the most effective and efficient ways possible

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9
Q

supply chain operations reference (SCOR) model

A

a framework developed and supported by the supply chain council that seeks to provide standard descriptions of the processes, relationships, and metrics that define supply chain management

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10
Q

electronic commerce

A

the use of computer and telecommunications technologies to conduct business via electronic transfer of data and documents

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11
Q

structural element

A

one of two major decision categories addressed by a strategy. includes tangible resources, such as buildings, equipment, and computer systems

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12
Q

infrastructural element

A

one of two major decision categories addressed by a strategy. includes the policies, people, decision rules, and organizational structure choices made by a firm

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13
Q

strategy

A

a mechanism by which a business coordinates its decisions regarding structural and infrastructural elements

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14
Q

mission statement

A

a statement that explains why an organization exists. it describes what is important to the organization, called its core values, and identifies the organizations domain

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15
Q

business strategy

A

the strategy that identifies a firms targeted customers and sets time frames and performance objectives for the business

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16
Q

core competency

A

an organizational strength or ability, developed over a long period, that customers find valuable and competitors find difficult or even impossible to copy

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17
Q

functional strategy

A

a strategy that translates a business strategy into specific actions for functional areas such as marketing, human resources, and finance. functional strategies should align with the overall business strategy and with each other

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18
Q

operations and supply chain strategy

A

a functional strategy that indicates how structural and infrastructural elements within the operations and supply chain areas will be acquired and developed to support the overall business strategy

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19
Q

value index

A

a measure that used the performance and importance sources for various dimensions of performance for an item or a service to calculate a score that indicates the overall value of an item or a service to a customer

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20
Q

quality

A

the characteristics of a product or service that bear on its ability to satisfy stated or implied needs

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21
Q

performance quality

A

a subdimension of quality that addresses the basic operating characteristics of a product or service

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22
Q

conformance quality

A

a subdimension of quality that addresses whether a product was made or service performed to specifications

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23
Q

reliability quality

A

a subdimension of quality that addresses whether a product will work for a long time without failing or requiring maintenance

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24
Q

delivery speed

A

a performance dimension that refers to how quickly the operations or supply chain function can fulfil a need once it has been identified

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25
Q

delivery reliability

A

a performance dimension that refers to the ability to deliver products or services when promised

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26
Q

delivery window

A

the acceptable time range in which deliveries can be made

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27
Q

flexibility

A

a performance dimension that considers how quickly operations and supply chains can respond to the unique needs of customers

28
Q

mix flexibility

A

the ability to produce a wide range of products or services

29
Q

changeover flexability

A

the ability to provide a new product with minimal delay

30
Q

volume flexability

A

the ability to produce whatever volume the customer needs

31
Q

trade off

A

a decision by a firm to emphasize one performance dimension over another, based on the recognition that excellence on some dimensions may conflict with excellence on others

32
Q

order winner

A

a performance dimension that differentiates a company’s products and services from its competitors. firms win a customers business by providing superior levels of performance on order winners

33
Q

order qualifer

A

a performance dimension on which customers expect a minimum level of performance. superior performance on an order qualifier will not, by itself, give a company a competitive advantage

34
Q

internally neutral

A

stage 1. management seeks only to minimize any negative potential in the operations and supply chain areas. There is no effort made to link these areas with the business strategy

35
Q

externally neutral

A

stage 2. here industry practice is followed, based on the assumption that what works for competitors will work for the company. still, there is no effort made to link the operations and supply chain areas. There is no effort made to link these areas with the business strategy

36
Q

internally supportive

A

stage 3. the operations and supply chain areas participate in the strategic debate. management recognizes that the operations and supply chain structural and infrastructural elements must be aligned with the business strategy

37
Q

externally supportive

A

stage 4. the operations and supply areas do more than just support the business strategy. the business strategy actively seeks to exploit the core competencies found within these areas

38
Q

product design

A

the characteristics or features of a product or service that determine its ability to meet the needs of the user

39
Q

product development process

A

the overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product

40
Q

robust design

A

the design of products to be less sensitive to varations, including manufacturing variation and misuse, increasing the probability that they will perform as intended

41
Q

testability

A

the ease with which critical components or functions can be tested during production

42
Q

servicability

A

the ease with which parts can be replaced, serviced, or evaluated

43
Q

engineering change

A

a revision to a drawing or design released by engineering to modify or correct a part

44
Q

concept development phase

A

the first phase of a product development effort. here a company identifies ideas for new or revised products and services

45
Q

planning phase

A

the second phase of a product development effort . here the company begins to address the feasibility of a product or service

46
Q

design and development phase

A

the third phase of a product development effort. here the company starts to invest heavily in the development effort and builds and evaluates prototypes

47
Q

commercial preparation phase

A

the fourth phase of a product development effort. at this stage, firms start to invest heavily in the operations and supply chain resources needed to support the new product or service

48
Q

launch phase

A

the final phase of a product development effort. for physical products, this usually means “filling up” the supply chain with products. for services, it can mean making the service broadly available to the target marketplace

49
Q

sequential development process

A

a process in which a product or service idea must clear specific hurdles before it can go on to the next development phase

50
Q

concurrent engineering

A

an alternative to sequential development in which activities in different development stages are allowed to overlap with one another, thereby shortening the total development time

51
Q

presourcing

A

the process of preapproving suppliers for specific commodities or parts

52
Q

gray box design

A

a situation in which a supplier works with a customer to jointly design the product

53
Q

black box design

A

a situation in which suppliers are provided with general requirements and are asked to fill in the technical specifications

54
Q

DMADV

A

(define measure, analyze, design, verify)

a six sigma process that outlines the steps needed to create completely new business processes or products

55
Q

quality function deployment (QFD)

A

a graphical tool used to help organizations move from vague notions of what customers want to specific engineering and operational requirements. also called the house of quality

56
Q

computer aided design (CAC) system

A

an information system that allows engineers to develop, modify, share, and even test designs in a virtual world. CAD systems help organizations avoid the time and expense of paper-based drawings and physical prototypes

57
Q

computer aided design / computer aided manufacturing (CAD/CAM) system

A

an extension of CAD. here CAD-based designs are translated into machine instructions, which are then fed automatically into computer-controlled manufacturing equipment

58
Q

design for manufacturability (DFM)

A

the systematic consideration of manufacturing issues in the design and development process, facilitating the fabrication of the products components and their assembly into the overall product

59
Q

parts standardization

A

the planned elimination of superficial, accidental, and deliberate differences between similar parts in the interest of reducing part and supplier proliferation

60
Q

modular architecture

A

a product architecture in which each functional element maps into its own physical chunk. different chunks perform different functions; the interactions between the chunks are minimal, and they are generally well defined

61
Q

design for maintainability (DFMt)

A

the systematic consideration of maintainability issues over a products projected life cycle in the design and development process

62
Q

design for six sigma (DFSS)

A

an approach to product and process design which seeks to ensure that the organization is capable of providing products or services that meet six sigma quality levels - in general, no more than 3.4 defects per million opportunities

63
Q

design for the environment (DFE)

A

an approach to new product design that addresses environmental, safety, and health issues over the products projected life cycle in the design and development process

64
Q

target costing (or design to cost)

A

the process of designing a product to meet a specific cost objective. target costing involves setting the planned selling price and subtracting the desired profit, as well as marketing and distribution costs, thus leaving the required target cost.

65
Q

value analysis (VA)

A

a process that involves examining all elements of a component, an assembly, an end product, or a service to make sure it fulfills its intended function at the lowest total cost

BCOR 360 (2 decks)

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