Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Operations Management > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

technology we use to make a product/services, it is evaluated on cost, and must be implemented very carefully

A

Process Technology

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

name 4 examples of Process technology

A

computer numerical control CNC
Industrial Robot
Automated Guided Vehicle
Computer integrated manufacturing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Explain how customer interaction and high technology use relates to lower cost

A

if you have high customer interaction like branch banking this is more expensive because you have to hire people to be there. Whereas if you have internet banking this is more expensive on the front end but you can process significantly more transactions which means you get more done and unit cost goes down.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

type of customer processing technology where the customer has control over the technology Examples include email cash machines, internet based ordering

A

Active customer interaction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

type of customer processing technology where the technology has control over the customer examples would include transportation systems, theme park rides, automatic car washes

A

passive interaction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

type of customer processing technology where the technology monitors the customer and the customer may not know what is going on Examples would include security cameras retail scanners credit card tracking and the government

A

Hidden interaction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What are the three dimensions in which we can categorize process technologies

A
  • Extent to which they vary in their degree of automation
  • extent to which they vary in their scale
  • extent to which they vary in their degree of integration
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Anything that could go wrong will

A

Murphy’s Law

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

formalization of what you intend in the future

A

Planning (long term)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

coping with changes that affect the plan

  • understand what is actually happening
  • Evaluate what is actually happening
A

Control (short term)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Planning is

A
  • What activities should take place in the operation
  • When they should take place
  • What resources should be allocated to them
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Control is

A

understanding what is actually happening in the operation
Deciding whether their is a significant deviation from what should be happening
Changing resources in order to affect the operations activities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Demand that is governed by some other known factor
based on known factors
Ex demand for tires is dependent on number of cars planned to be made

A

Dependent demand

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

No idea when it will have demand for a product

Based on random factors

A

independent demand

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

get demand then buy materials examples would include wedding flowers or construction of a house

A

Resource to order

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

have all the materials but don’t put together until demand is there
Examples would be a wedding cake, Taylor made dress, subway sandwich

A

Create to order

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

produce the product prior to the demand

A

Ex. bottled coke or comic con

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

activities of planning and control include in what order should things happen ex. customer priority, due date, LIFO, FIFO, Longest operation time LOT or shortest operatin time

A

Sequencing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

activities of planning and control include when we should do things ex. time tables of when things should be done, when and where should it be done

A

scheduling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

activities of planning and control include loading work onto centers a s soon as it is practical

A

Forward

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

activities of planning and control include starting jobs at a time when they should be finished exactly when they’re due

A

backward

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

most common method of scheduling represented as a bar on a chart and is a visual representation of a schedule

A

Gantt Charts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

how much should we do and the reduction of time a available for the valuable operating time used productively

A

loading

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

are the activities going to plan

A

monitoring and control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

demand on a control system instructs when work is started one stage pushes to the next which builds up of inventories and moves to the next stage as soon as it has been processed

A

push control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

based on real time demand or request reduces inventory and material is moved only when the next stage wants it

A

Pull control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

scale of a operation incorporated with a time dimension

A

capacity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

appropriateness of capacity planning is judged by its effect on

A

costs revenue working capital service level

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

What happens if you have excess capacity

A

costs go up revenue has potential to go up working capital goes up service level goes up

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

What are causes of seasonality

A

climatic, festive, behavioral, political, financial, social

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Why are good forecast essential for effective capacity planning

A

understanding of demand uncertainty because it allows you to judge the risks to service level

32
Q

Percent of the time using machine for productive work

A

overall equipment effectiveness OEE

33
Q

what is the formula for OEE

A

APQ

34
Q

What is the formula for available losses

A

setup + breakdowns

35
Q

what is the formula for speed losses

A

idling +((total op.time-idle time)*1-rate speed

36
Q

What is the formula for net operating time

A

total operating time - speed loss

37
Q

formula for total operating time

A

loading-available losses

38
Q

Formula for quality losses

A

net operating time * defective rate

39
Q

valuable operating time

A

net operating time - quality losses

40
Q

Availibility rate

A

total operating time/loading time

41
Q

Performance rate

A

net operating time/total operating time

42
Q

Quality ration

A

valuable operating time/ net operating time

43
Q

The capacit of a process or facility as it was designed to be often greater than effective capacity

A

design capacity

44
Q

the usefule capacity of a process/operation after maintenance changeover and other stoppages and loading averages have been accounted for

A

Effective Capacity

45
Q

the ration of the actual output form a process or facility to its design capacity

A

utilization

46
Q

alternative capacity plans keep capacity level no matter what demand is absorb demand (make a customer wait, keep output level

A

level capacity demand

47
Q

alternative capacity plans change capacity to match demand and cope with fluctuations in demand by adjusting output to match demand (more hiring and firing)

A

Chase demand plan

48
Q

change demand to match capacity by developing alternitive products and services ie happy hour or ski and dirt bike resort

A

Demand management

49
Q

the stored accumulation of transformed resources from a process

A

inventory

50
Q

Why do we have inventory

A

compensate for differences in time between supply and demand ex. gas blood water tower

51
Q

Why should we avoid inventory in regards to cost

A

ties up working capital wastes customers time cost or set up

52
Q

Why should we avoid inventory in regards to space

A

requires storage space waiting rooms memory capacity

53
Q

Why should we avoid inventory in regards to quality

A

deteriorate over time damages opsolete long lines data may become corrupted or lost

54
Q

Why should we avoid inventory in regards to operations/organizational

A

may hide problems pressure on staff database management

55
Q

How can you reduce inventory due to insurance against uncertainty

A

unpredictable demand, reduce by improving demand forecasting

56
Q

How can you reduce inventory due to counter act lack of flexibility

A

cycle stock to maintain supply reduce by lowering changeover time

57
Q

How can you reduce inventory due to take advantage of short term opportunities

A

discounts/sales reduce by persuading suppliers to offer every day low prices

58
Q

How can you reduce inventory due to anticipate future demands

A

build up stock for future high demand reduce by using chase demand strategy

59
Q

How can you reduce inventory due to reduce overall costs

A

purchasing batch can be cheaper reduce by looking at alternative methods

60
Q

How can you reduce inventory due to fill the processing pipeline

A

items being delivered to customers reduce by lowering process time

61
Q

inventory that compensates for unexpected fluctuations in supply and demand

A

buffer inventory

62
Q

inventory that occurs when one stage in a process can’t supply all the items simultaneously so has to build up inventory of one item while it processes the other s

A

cycle inventory

63
Q

inventory that is used to allow work centers to operate relatively independently

A

decoupling

64
Q

inventory that is accumulated to cope with expected future demand

A

anticipation inventory

65
Q

inventory that exists because material cannot be transported simultaneously Chinese shipping

A

pipeline inventory

66
Q

What are the 4 positions of inventory

A

raw materials, component inventories, work in progress inventories finished goods

67
Q

how does inventory affect ROA

A

inventory goes up so do costs

68
Q

what is the formula for EOQ

A

square root of 2order costsdemand/holding costs

69
Q

what is the formula for total cost

A

holding costs times EOQ/2 +Ordering costs times demand/ EOQ

70
Q

What is the formula for order frequency

A

EOQ/D then take 365/Number you got

71
Q

an approach to inventory control that classes inventory by its usage value and varies the approach to managing it accordingly

A

ABC inventory control

72
Q

20% of something causes 80% of something else

20% of products produced cause 80% of the problems

A

Pareto law

73
Q

the 20% of high value items which account for 80% of total stock

A

Class A items

74
Q

30% of medium value itmes which account for 10% of inventory

A

Class B items

75
Q

50% or so of low value items which account for around the last 10% of inventory

A

Class C items

76
Q

bins of items being used and reorder level + safety inventory

A

Two bin system

77
Q

bins of items being used, reorder level, and safety stock

A

3 bin system

Operations Management (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions