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Supply Chain Mgt > Exam 2 - Manufacturing and Service Processes > Flashcards

Exam 2 - Manufacturing and Service Processes Flashcards

1
Q

Process

A

Any activity or group of activities that takes one or more inputs, transforms them, and provides one or more outputs for its customers

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2
Q

Elements of a process

A

Inputs
Outputs
Internal & external customers
Processes and operations
Info on performance

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3
Q

Inputs

A

Workers, managers, equipments, facilities, materials, land, etc.

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4
Q

Outputs

A

Goods, services, combo

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5
Q

Product-Process Matrix

A

Categorized products based on:
- Output volume
- Variety

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6
Q

Most important concern for developing manufacturing strategy is _____

A

Volume

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7
Q

In service processes, _____ ______ is generally a major concern

A

Customer contact

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8
Q

_____ levels of product customization lead to ____ levels of volume in many steps of the process

A

High ; Low

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9
Q

Project

A

A one-time or infrequently occurring set of activities that create outputs w/in pre-specified time and cost schedules

Flexible outputs = high levels of customer involvement

Ex. Canvas stadium

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10
Q

Job-Shop

A

A flexible process structure for products that require different inputs and have different flows through processes

Custom-but not one of a kind- low volume

Ex. Paint shop

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11
Q

Batch

A

A process in which goods or services are produced in groups (or a batch) and not a continuous stream

Moderate volume/variety

Ex. Mystery Flavor of Dum Sums

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12
Q

Repetitive Process

A

Process in which discreet (different) products flow through the same sequence of activities

Standardized products w/ limited range of options

Ex. Car assembly line

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13
Q

Continuous Process

A

Single-flow process for high-volume, non-discrete, standardized products

Made-to-stock w/ little (or no) variety

Products follow a sequence

Ex. Oil refining

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14
Q

Mass customization

A

Uses advanced tech to mass produce customized products quickly and at low cost

3D printing
Automation

Ex. Invisalign

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15
Q

Engineer to Order (ETO)

A
  • Unique, customized products
  • Designed for specific customers
  • Longer lead times
  • Order placed before work can begin

Ex. Disney cruise

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16
Q

Make to Order (MTO)

A
  • Products with similar designs that allow for some customization
  • Order place before work begins
  • Lower lead time (not re-designed every time)

Ex. Converse customization

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17
Q

Assemble to Order (ATO)

A
  • Produced from standard components & modules
  • Can be assembled in multiple ways
  • Assembled after customer order

Ex. Paint

18
Q

Make to Stock (MTS)

A
  • Finished goods that are held in inventory in advance of customer orders
  • Required more careful forecasting
  • Standardized, mature products

Ex. iPhones

19
Q

Service Process Matrix

A

Categorizes services based on degree of both customization/customer interaction and labor intensity

20
Q

Labor intensity

A

Ratio of labor spend to capital/equipment spend

Not how hard someone is working

21
Q

Service Process Matrix order

A

Professional Service –> Mass Services –> Service Factory –> Service Shop

22
Q

Mass Service

A
  • Low customization/customer contact & high labor intensity
  • Meet standard needs of large volume of customers
  • Do the same few things repeatedly

Ex. Gas

23
Q

Service factory

A
  • Low customization/customer contact & low labor intensity
  • Range of standard services offered to customers who prioritize low prices
  • All about getting max utilization out of expensive capital equipment/buildings

Ex. Flights

24
Q

Service Shop

A
  • High customization/customer contact and low labor intensity
  • Premium on cutting-edge tech
  • Very high capital expenditures

Ex. UCHealth

25
Q

Professional Service

A
  • High customization/customer contact and high labor intensity
  • Work closely with customer to provide customized services

Ex. Lawyer

26
Q

Service Blueprinting

A

A “process mapping” approach - analyzing interface between customers and service processes

27
Q

Customer Actions

A

All actions done by customers during service delivery

28
Q

Front office

A

Employee actions in the face-to-face encounter

29
Q

Back office

A

Behind the scenes activities

30
Q

Support processes

A

Activities necessary for the service, don’t by employees without direct customer contact

31
Q

Physical evidence

A

Tangibles the customers see or collect from the organization

32
Q

Service blueprinting example

A

Customer Action: Arrive at hotel, give bags to bell person
Onstage contact person: Greet and take bags
Backstage contact person: Take bags to room
Support Processes: Registration system

33
Q

Fixed Position

A

Product cannot be moved during production

34
Q

Functional Layout

A

Groups together similar resources (departments)

35
Q

Product Layout

A

Resources arranged by regularly occurring sequence of activities

36
Q

Cellular Layout

A

Arrange workstations to form a # of small assembly lines called work cells

  • Combines flexibility of job shop w/ efficiency of repetitive line
  • Divided by product families (similar processing requirements)
37
Q

Line Balancing

A

Used to assign individuals tasks to work areas for a desired output rate

Goal: Smooth, continuous flow

38
Q

Steps to line balancing

A
  1. Determine order of events and time that it will take to complete each event
  2. Calculate takt time
  3. Determine the theoretical minimum number of work stations
  4. Determine efficiency
39
Q

Takt time

A

The max amount of time at each work station based on customer demand

40
Q

Cycle time

A

Bottleneck (longest workstation time)

Supply Chain Mgt (7 decks)

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