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Operations Management > Final > Flashcards

Final Flashcards

1
Q

What are the five dimensions of quality?

A

Conformance to specifications, fitness for use, value for the price paid, support services, and psychological criteria.

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2
Q

A dimension of quality that measures how well a product or service meets target and tolerances allowed by its designers.

A

Conformance to Specifications

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3
Q

A dimension of quality that focuses on how well a product performs its intended function or use.

A

Fitness for Use

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4
Q

A quality dimension that defines in terms of product or service usefulness for the price paid.

A

Value for the Price Paid

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5
Q

A dimension of quality that focuses on judgmental evaluations of what constitutes product or service excellence.

A

Psychological Criteria

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6
Q

What are the four costs of quality?

A

Prevention costs, appraisal costs, internal failure costs, and external failure costs.

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7
Q

The costs associated with achieving high quality.

A

Quality Control Costs

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8
Q

The costs incurred in the process of preventing poor quality.

A

Prevention Costs

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9
Q

The costs of testing, evaluating, and inspecting quality to uncover defects.

A

Appraisal Costs

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10
Q

The costs associated with the consquences of poor quality.

A

Quality Failure Costs

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11
Q

The costs associated with poor workmanship, including scrap, rework, and material losses.

A

Internal Failure Costs

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12
Q

The cost associated with product failure at the customer’s site, including returns, repairs, and recalls.

A

External Failure Costs

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13
Q

Name the seven quality gurus.

A

Walter Shewhart, W. Edwards Deming, Joseph Juran, Armand Feigenbaum, Philip Crosby, Kaoru Ishikawa, and Genichi Taguchi.

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14
Q

The quality guru that contributed to the understanding of process variability and who developed the concept of statistical control charts.

A

Walter Shewhart

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15
Q

The quality guru that stressed management’s responsibility for quality and developed the “14 Points” to guide a company’s quality improvement.

A

W. Edwards Deming

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16
Q

The quality guru that defined quality as a “fitness for use” and developed the concept of cost of quality.

A

Joseph Juran

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17
Q

The quality guru that introduced the concept of total quality control.

A

Armand Feigenbaum

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18
Q

The quality guru that coined the phrase “quality is free” and introduced the concept of zero defects.

A

Philip Crosby

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19
Q

The quality guru that developed cause-and-effect diagrams and identified the concept of the internal customer.

A

Kaoru Ishikawa

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20
Q

The quality guru that focused on product design quality and developed the Taguchi loss function.

A

Genichi Taguchi

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21
Q

A philosophy that seeks to improve quality by eliminating causes of product defects and by making quality the responsibilty of everyone in the organization.

A

Total Quality Management

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22
Q

The meaning of quality as defined by the customer.

A

Customer-Defined Quality

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23
Q

A philosophy of never-ending improvement.

A

Continuous Improvement

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24
Q

A Japanese term that describes the notion of a company continually striving to be better through learning and problem solving.

A

Kaizen

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25
Q

A process/diagram that describes the activities that need to be performed to incorporate continuous improvement into an organization.

A

Plan-Do-Study-Act Cycle

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26
Q

The PDSA cycle step that involves evaluating current processes and developing a plan.

A

Plan

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27
Q

The PDSA cycle step that involves implementing the plan.

A

Do

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28
Q

The PDSA cycle step that involves studying the data collected during implementation.

A

Study

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29
Q

The PDSA cycle step that involves acting upon the basis of the study results.

A

Act

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30
Q

The process of studying the practices of companies considered “best-in-class” and comparing your company’s performance against theirs.

A

Benchmarking

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31
Q

A team of volunteer production employees and their supervisors who meet regularly to solve quality problems.

A

Quality Circle

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32
Q

What are the seven quality control tools?

A

Cause-and-Effect Diagrams, Flowcharts, Checklists, Control Charts, Scatter Diagrams, Pareto Analysis, and Histograms.

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33
Q

A chart that identifies potential causes of particular quality problems.

A

Cause-and-Effect Diagrams

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34
Q

A schematic of the sequence of steps involved in an operation or process.

A

Flowchart

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35
Q

A list of common defects and the number of observed occurrences of these defects.

A

Checklists

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36
Q

Charts used to evaluate whether a process is operating within set expectations.

A

Control Chart

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37
Q

Graphs that show how two variables are related to one another.

A

Scatter Diagrams

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38
Q

A technique used to identify quality problems based on their degree of importance.

A

Pareto Analysis

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39
Q

A chart that shows the frequency distribution of observed values of a variable.

A

Histogram

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40
Q

A set of international quality standards and a certification demonstrating that companies have met all the standards specified. It is the starting point for understanding the system of standards.

A

ISO 9000

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41
Q

An international standard for the certification of a firm’s quality management system and how the firm conforms to meet customer requirements.

A

ISO 9001

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42
Q

An international standard that provides guidelines for establishing a quality management system; focuses on improving performance.

A

ISO 9004

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43
Q

A set of international standards developed to help organizations evaluate and address their social responsibility.

A

ISO 26000

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44
Q

A set of international standards and a certification focusing on a firm’s environmental responsibility.

A

ISO 14000

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45
Q

The general category of statistical tools used to evaluate organizational quality.

A

Statistical Quality Control

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46
Q

What are the three categories of statistical quality control?

A

Descriptive statistics, statistical process control (SPC), and acceptance sampling.

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47
Q

Statistics used to describe quality characteristics and relationships

A

Descriptive Statistics

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48
Q

A statistical tool that involves inspecting a random sample of the output from a process and deciding whether the process is producing products with characteristics that fall within a predetermined range.

A

Statistical Process Control (SPC)

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49
Q

The process of randomly inspecting a sample of goods and deciding whether to accept the entire lot based on the results.

A

Acceptance Sampling

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50
Q

A plan for acceptance sampling that specifies the parameters of the sampling process and the acceptance/rejection criteria.

A

Sampling Plan

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51
Q

Random causes of variation that cannot be identified and are typically attributed to variations in materials, workers, machines, and tools used in the production process.

A

Common Causes of Variation

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52
Q

Causes of variation that can be identified and are caused by poor material quality, poor employee workmanship, or machines in need of repair.

A

Assignable Causes of Variation

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53
Q

The ability of a production process to meet or exceed preset specifications.

A

Process Capability

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54
Q

Preset ranges of acceptable quality characteristics.

A

Product Specifications

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55
Q

An index of the inherent process variability of a given characteristic.

A

Process Capability Index

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56
Q

A high level of quality associated with approximately 3.4 defective parts per million.

A

Six Sigma Quality

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57
Q

What are the five steps of six sigma?

A

Define, Measure, Analyze, Improve, and Contol (DMAIC)

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58
Q

The six sigma step where you would define the quality problem of the process

A

Step One: Define

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59
Q

The six sigma step where you would measure the current performance of the process.

A

Step Two: Measure

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60
Q

The six sigma step where you would analyze the process to identify the root causes of the quality problem.

A

Step Three: Analyze

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61
Q

The six sigma step where you would improve the process by eliminating the root causes of the quality problem.

A

Step Four: Improve

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62
Q

The six sigma step where you would control the process to ensure the improvements continue.

A

Step Five: Control

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63
Q

The chance of accepting a lot that contains a greater number of defects than the limit.

A

Consumer’s Risk

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64
Q

The chance that a lot containing an acceptable quality level will be rejected.

A

Producer’s Risk

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65
Q

The expected proportion of defective items that will be passed to the customer under the sampling plan.

A

Average Outgoing Quality (AOQ)

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66
Q

The maximum output rate that can be achieved by a facility.

A

Capacity

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67
Q

The process of establishing the output rate that can be achieved by a facility.

A

Capacity Planning

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68
Q

The maximum output rate that can be achieved by a facility by ideal conditions.

A

Design Capacity

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69
Q

The maximum output rate that can be sustained under normal conditions.

A

Effective Capacity

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70
Q

A measure of how well available capacity is being used in percentage terms.

A

Capacity Utilization

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71
Q

The volume of output that results in the lowest average unit cost.

A

Best Operating Level

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72
Q

A condition in which the cost of each additonal unit produced is reduced as the amount of output is increased.

A

Economies of Scale

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73
Q

A condition in which the cost of each additional unit made increases as output increases.

A

Diseconomies of Scale

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74
Q

Facilities that are small, specialized, and focused on a narrow set of objectives.

A

Focused Factories

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75
Q

What are the three steps of capacity planning decisions?

A

Identify capacity requirements
Develop capacity alternatives
Evaluate capacity alternatives

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76
Q

The additional capacity added to regular capacity requirements to provide greater flexibility.

A

Capacity Cushion

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77
Q

A process for determining location decisions.

A

Location Analysis

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78
Q

What are the seven factors to consider when making a location decision?

A 
Proximity to sources of supply
Proximity to customers
Proximity to sources of labor 
Community considerations
Site considerations
Quality-of-life considerations
Other considerations, such as room for expansion
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79
Q

What are the three steps to making a location decision?

A

Identify dominant location factors
Develop location alternatives
Evaluate location alternatives

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80
Q

A procedure that can be used to evaluate multiple alternative locations based on a number of selected factors.

A

Factor Rating

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81
Q

A procedure for evaluating location alternatives based on distance.

A

Load-Distance Model

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82
Q

The process of defining all of a product’s characteristics.

A

Product Design

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83
Q

The process of establishing all of the characteristics of a service, including physical, sensual, and psychological benefits.

A

Service Design

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84
Q

What is the primary difference between products and services?

A

Products are tangible, services are intangible.

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85
Q

What are the four steps of the product design process?

A
  1. Idea Development
  2. Product Screening
  3. Preliminary Design & Testing
  4. Final Design
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86
Q

The process of disassembling a product to analyze its design features.

A

Reverse Engineering

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87
Q

A technique used to compute the amount of goods a company would need to sell to cover its costs.

A

Break-Even Analysis

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88
Q

The costs a company incurs regardless of how much it produces.

A

Fixed Costs

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89
Q

The costs that vary directly with the amount of units produced.

A

Variable Costs

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90
Q

A series of guidelines to follow in order to produce a product easily and profitably.

A

Design for Manufacture

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91
Q

A series of stages that products must pass through in their lifetime, characterized by changing product demands over time.

A

Product Life Cycle

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92
Q

An approach that brings together multifunction teams in the early phase of product design in order to simultaneously design the product and the process.

A

Concurrent Engineering

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93
Q

The concept of using components of old products in the production of new ones.

A

Remanufacturing

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94
Q

What are the two types of manufacturing process selections?

A

Intermittent and Repetitive

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95
Q

Process selection that is used to produce a variety of products with different processing requirements in lower volumes.

A

Intermittent Operations

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96
Q

Process selection type that is used to produce one or a few standardized products in high volume.

A

Repetitive Operations

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97
Q

What are the two process within Intermittent operations?

A

Project Processes and Batch Processes

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98
Q

A process type that is used to make one-of-a-kind products exactly to customer specifications.

A

Project Process

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99
Q

A process type that is used to produce small quantites of products in groups or batches based on customer orders or product specifications.

A

Batch Process

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100
Q

What are the two types of processes within repetitive operations?

A

Line Processes and Continuous Processes

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101
Q

A process type that produces a large volume of standardized product for mass production.

A

Line Process

102
Q

A process type that operates continuously to produce a very high volume of a fully standardized product.

A

Continuous Process

103
Q

What are the two types of process design?

A

Process Flow Analysis and Process Flowcharts

104
Q

A design process technique used for evaluating a process in terms of the sequence of steps from inputs to outputs with the goal of improving its design.

A

Process Flow Analysis

105
Q

A design process chart that shows the sequence of steps in producing a product or service.

A

Process Flowchart

106
Q

A design process that produces standard products and services for immediate sale or delivery.

A

Make-to-Stock Strategy

107
Q

A process design that produces standard components that can be combined to customer specifications.

A

Assemble-to-Order Strategy

108
Q

A design process that produces products to customer specifications after an order has been received.

A

Make-to-Order Strategy

109
Q

The measurements of different process characteristics that tell how a process is performing.

A

Process Performance Metrics

110
Q

The average amount of time a product takes to move through a system.

A

Throughput Time

111
Q

A measure of wasted time in the system.

A

Process Velocity

112
Q

F: throughput time / value-added time

A

Process Velocity Formula

113
Q

A measure of how well a company uses its resources.

A

Productivity

114
Q

F: output / input

A

Productivity Formula

115
Q

The proportion of time a resource is actually used.

A

Utilization

116
Q

F: the time a resource is used / the time a resource is available

A

Utilization Formula

117
Q

Measures performance relative to a standard.

A

Efficiency

118
Q

F: actual output / standard output

A

Efficiency Formula

119
Q

Technology that enables storage, processing, and communication od information within and between firms.

A

Information Technology

120
Q

Using machinery to perform work without human operators.

A

Automation

121
Q

A type of automated system that combines the flexibility of intermittent operations with the efficiency of repetitve operations.

A

Flexible Manufacturing System (FMS)

122
Q

A machine controlled by a computer that can perform a variety of tasks.

A

Numerically Controlled Machine

123
Q

A system that uses computer graphics to design new products.

A

Computer-Aided Design (CAD)

124
Q

A term used to describe the integration of product design, process planning, and manufacturing using an integrated computer system.

A

Computer-Integrated Manufacturing (CIM)

125
Q

A grouping of physical, sensual, and psychological benefits that are purchased together as part of a service.

A

Service Package

126
Q

The process of deciding on the best physical arrangement of all resources that consume space within a facility.

A

Layout Planning

127
Q

What are the four types of layouts?

A

Process, Product, Hybrid, and Fixed-Position

128
Q

Layouts that group resources based on similar processes or functions.

A

Process Layouts

129
Q

Layouts that arrange resources in sequence to allow for an efficient build-up of product.

A

Product Layouts

130
Q

Layouts that combine the characteristics of process and product layouts.

A

Hybrid Layouts

131
Q

Layouts in which the product cannot be moved due to its size and all resources must come to the production site.

A

Fixed-Position Layouts

132
Q

What are the three steps in designing a process layout?

A
  1. Gather Information
  2. Develop a block plan or schematic
  3. Develop a detailed layout
133
Q

A schematic showing the placement of resources in a facility.

A

Block Plan

134
Q

A table that gives the number of trips or units of product moved between any pair of departments.

A

From-to-Matrix

135
Q

A table that reflects opinions of managers with regard to the importance of having any two departments close together.

A

REL Chart

136
Q

The process of assigning tasks to workstations in a product layout in order to achieve a desired output and balance the work load among stations.

A

Line Balancing

137
Q

What are the six steps of designing a product layout?

A
  1. Indentify tasks and their immediate predecessors.
  2. Determine output rate.
  3. Determine cycle time.
  4. Compute theoretical minimum number of workstations.
  5. Assign tasks to workstations.
  6. Compute efficiency, idle time, and balance delay.
138
Q

A task that must be performed immediately before another task.

A

Immediate Predecessor

139
Q

A visual representation of the precedence relationships between tasks.

A

Precedence Diagram

140
Q

The number of units we wish to produce over a specific period of time.

A

Output Rate

141
Q

The maximum amount of time each workstation has to complete its assigned tasks.

A

Cycle Time

142
Q

The number of workstations needed on a line to achieve 100 percent efficiency.

A

Theoretical Minimum Number of Stations

143
Q

The ratio of total productive time divided by total time, given as a percentage.

A

Efficiency

144
Q

The amount of time by which the line efficiency falls short of 100 percent.

A

Balance Delay

145
Q

A system in which the product being worked on is physically attached to the line and automatically moved to the next station when the cycle time has elapsed.

A

Paced Line

146
Q

A production line designed to produce only one version of a product.

A

Single-Model Line

147
Q

A production line designed to produce many versions of a product.

A

Mixed-Model Line

148
Q

The degree to which a job is physically and mentally doable.

A

Technical Feasibility

149
Q

The degree to which the cost of the job is less than the value it adds.

A

Economic Feasibility

150
Q

The degree to which the job is intrinsically satisfying to the employee.

A

Behavioral Feasibility

151
Q

The breadth of the job design.

A

Specialization

152
Q

A horizontal expansion of the job through increasing the scope of the work assigned.

A

Job Enlargement

153
Q

A vertcal expansion of the job through increased worker responsibility.

A

Job Enrichment

154
Q

Small groups of employees and supervisors trained in problem-solving techniques.

A

Problem-Solving Teams

155
Q

Highly-focused, short-term teams addressing issues important to management and labor.

A

Special-Purpose Teams

156
Q

Integrated teams empowered to control their process.

A

Self-Directed Teams

157
Q

A anaylsis concerned with the detailed process for doing a particular job.

A

Methods Analysis

158
Q

What are the seven steps of methods analysis?

A
  1. Identify
  2. Gather information
  3. Gather employee input
  4. Chart the operation
  5. Evaluate the proposed changes
  6. Revise as needed
  7. Put the operation into effect
159
Q

Determines how long it should take to complete a job.

A

Work Measurement

160
Q

The length of time it should take a qualified worked using appropriate tools and processes to complete a specific job, allowing for personal fatique and unavoidable delays.

A

Standard Time

161
Q

A technique for developing a standard time based on actual observations of the operator.

A

Time Study

162
Q

A subjective estimate of a worker’s pace relative to a normal work pace.

A

Performance Rating Factor

163
Q

How often a work element must be done each cycle.

A

Frequence of Occurrence

164
Q

The mean observed time multiplied by the performance rating factor by the frequency of occurrence.

A

Normal Time

165
Q

The amount of time the analyst allows for personal time, fatigue, and unavoidable delays.

A

Allowance Factor

166
Q

Established standards based on previously completed time studies, stored in an organization’s database.

A

Elemental Time Data

167
Q

A technique for estimating the proportion of time a worker spends on a particular activity.

A

Work Sampling

168
Q

Pay based on the number of hours worked.

A

Time-Based Compensation Systems

169
Q

Pay based on the number of units completed.

A

Output-Based (Incentive) System

170
Q

Scheduling that calculates the capacity needed at work centers in the time period needed without regard to the capacity available to do the work.

A

Infinite Loading

171
Q

Scheduling that loads work centers up to a predetermined amount of capacity.

A

Finite Loading

172
Q

A schedule that determines the earliest possible completion date for a job.

A

Forward Scheduling

173
Q

Schedule that starts with the due date for an order and works backward to determine the start date for each activity.

A

Backward Scheduling

174
Q

The amount of time a job can be delayed and still be finished by its due date.

A

Slack

175
Q

A management philosophy in which a system’s output is determined by three kinds of constraints: internal, market, and policy.

A

Theory of Constraints (TOC)

176
Q

A type of constraint a regular process bottleneck represents.

A

Internal Resource Constraint

177
Q

A constraint that results when market demand is less than production capacity.

A

Market Constraint

178
Q

A condition that results when a specifc policy dictates the rate of production.

A

Policy Constraint

179
Q

What are the six aspects of JIT Philosophy?

A
  1. Elimination of waste
  2. Broad view of operations
  3. Simplicity
  4. Continuous improvement
  5. Visibility
  6. Flexibility
180
Q

Getting the right quantity of goods at the right place at the right time.

A

Just-In-Time (JIT) Philosophy

181
Q

A JIT philosophy that ecompasses the entire organization.

A

The Broad View of JIT

182
Q

What are the four types of waste under JIT?

A

Material, energy, time, and space

183
Q

Organizational problems must be visible to be identified and solved.

A

Visibility of JIT

184
Q

What are the three elements of JIT philosophy?

A
  1. Just-In-Time Manufacturing
  2. Total Quality Management
  3. Respect for People
185
Q

The element of JIT that focuses on the production system to achieve value-added manufacturing.

A

JIT Manufacturing

186
Q

A philosophy that seeks to improve quality by eliminating causes of product defects and by making quality the responsibility of everyone in the organization.

A

Total Quality Management (TQM)

187
Q

An element of JIT that considers human resources as an essential part of the JIT philosophy.

A

Respect for People

188
Q

The belief that it is best to uncover the source of quality problems and eliminate it.

A

Quality at the Source

189
Q

Why is the kanban card significant to JIT’s “pull” system of manufacturing?

A

It specifies the exact quantity of a product that needs to be produced.

190
Q

What is primary purpose of a “push” manufacturing process?

A

The “push” moves the product foward in anticipation for demand.

191
Q

What is the primary objective of a “pull” manufacturing process?

A

To eliminate excessive inventory; product is made on demand.

192
Q

Which function does marketing play in a JIT organization?

A

JIT marketing focuses on customer-driven quality.

193
Q

A network of all the activities involved in delivering a finished product or service to a customer.

A

Supply Chain

194
Q

What are the three components of the supply chain?

A

External suppliers, internal functions of the company, and external distributors.

195
Q

Mamagement of the flow of materials from suppliers to customers in order to reduce overall cost and increase responsiveness to customers.

A

Supply Chain Management

196
Q

All suppliers providing materials or services to manufacturing or service organizations, including the suppliers’ suppliers.

A

External Suppliers

197
Q

Supply activities performed by the final product company, such as processing, purchasing, production planning and control, quality assurance, and shipping.

A

Internal Functions

198
Q

Transport product or service to appropriate locations for eventual sale to customers.

A

External Distributors

199
Q

A supplier that supplies materials or services directly to the processing facility.

A

Tier One Supplier

200
Q

A supplier that directly supplies materials or services to a tier one supplier in the suplly chain.

A

Tier Two Supplier

201
Q

Activities involved in obtaining, producing, and distributing materials and products in the proper place and in proper quantities.

A

Logistics

202
Q

A measure of how much of tye supply chain is actually owned or operated by the manufacturing company.

A

Vertical Integration

203
Q

Owning or controlling sources of raw materials and components.

A

Backward Integration

204
Q

Owning or controlling the channels of distribution.

A

Forward Integration

205
Q

Purchased items or extracted materials transformed into components or products.

A

Raw Materials

206
Q

Parts or subassemblies used in the final product.

A

Components

207
Q

Items in process of production throughout the plant.

A

Work-in-Process

208
Q

Products sold to customers.

A

Finished Goods

209
Q

Finished goods in the distibution system.

A

Distribution Inventory

210
Q

The ability to satisfy customer requirements.

A

Customer Service

211
Q

An inventory system that updates inventory balances after each inventory transaction.

A

Continuous Review System

212
Q

An inventory system that requires periodic reviews of the on-hand quantity to determine the size of the replenishment order.

A

Periodic Review System

213
Q

An inventory system with one bin that has enough stock to satisfy demand during replenishment time on the floor, with another bin placed in the storage room.

A

Two-Bin System

214
Q

A physical counting of inventory that is taken periodically, usually annually.

A

Periodic Counting

215
Q

Prespecified items that are counted on a regular basis, usually daily.

A

Cycle Counting

216
Q

An inventory system in which a vendor maintains an inventory at the customer’s facility.

A

Vendor-Managed Inventory (VMI)

217
Q

An inventory optimizing method used for determining order quantity and reorder points where the demand for the product is known and constant.

A

Economic Order Quantity (EOQ)

218
Q

An inventory model designed for use with highly perishable products.

A

Single-Period Model

219
Q

A statement of long-range strategy and revenue, cost, and profit objectives.

A

Strategic Business Plan

220
Q

The process that brings together all the functional business plans (marketing, operations, engineering, and finance) into one integrated plan.

A

Sales and Operations Planning

221
Q

Identifies the markets to be served, desired levels of customer service, product competitive advantage, profit margins, and the market share needed to achieve the objectives of the strategic business plan.

A

Marketing Plan

222
Q

Includes the budgeted levels of finished products, inventory, backlogs, workforce size, and the aggregate production rate needed to support the marketing plan.

A

Aggregate Plan

223
Q

Identifies the sources and uses of funds; projects cash flows, profits, return on investment, and provides budgets in support of the strategic business plan.

A

Financial Plan

224
Q

Identifies new products or modifications to existing products that are needed to support the marketing plan.

A

Engineering Plan

225
Q

The anticipated production schedule for the company expressed in specific configurations, quantities, and dates.

A

Master Production Schedule

226
Q

A group of options that repsond to demand fluctuations through the use of inventory or back orders, or by shifting the demand pattern.

A

Demand-Based Options

227
Q

A group of options that allow a firm to change its current operating capacity.

A

Capacity-Based Options

228
Q

A marketing strategy that attempts to shift demand from peak periods to non-peak periods to smooth out the demand pattern.

A

Shifting Demand

229
Q

The percentage of normal capacity the company is currently using.

A

Point of Departure

230
Q

The relative size of the (capacity) change needed.

A

Magnitude of the Change

231
Q

The expected length of time the different capacity level is needed.

A

Duration of the Change.

232
Q

A planning approach that produces the same quantity each time period. Inventory and back orders are used to absorb demand fluctuations.

A

Level Aggregate Demand

233
Q

A planning approach that varies production to meet demand each period.

A

Chase Aggregate Plan

234
Q

A planning approach that uses a combination of level and chase approaches while developing the aggregate plan.

A

Hybrid Aggregate Plan

235
Q

Large, sophisticated software systems used for identifying and planning the enterprise-wide resources needed to coordinate all activites involved in producing and delivering products.

A

Enterprise Resource Planning (ERP)

236
Q

What are two common challenges of implementing an ERP planning solution?

A
  1. It takes a long time to implement and see any benefits.

2. It requires extensive and complex training

237
Q

A planning system that uses the master production schedule (MPS), inventory record data, and bill of materials (BOM) to calculate material requirements.

A

Materials Requirement Planning (MRP)

238
Q

A planning system that determines the labor and machine resources needed to fill the open and planned orders generated by the MRP.

A

Capacity Requirements Planning (CRP)

239
Q

Lists all the subassemblies, component parts, and raw materials that go into an end item and shows the usage quantity of each required.

A

Bill of Material (BOM)

240
Q

The demand for an item that is unrelated to the demand for other items.

A

Independent Demand

241
Q

The demand for component parts that is based on the number of end items being produced.

A

Dependent Demand

242
Q

An endeavor with a specific objective, multiple activities, and defined precendence relationships, to be completed in a specific time period.

A

Project

243
Q

The longest sequential path through the network diagram (for job planning).

A

Critical Path

244
Q

A network planning technique used to determine a project’s planned completion date and identify the project’s critical path.

A

Program Evaluation and Review Technique (PERT)

245
Q

A network planning technique, with deterministic times, used to determine a project’s planned completion date and identify the project’s critical path.

A

Critical Path Method (CPM)

246
Q

Reducing the completion time of a job or project.

A

Crashing

247
Q

What are the five PROJECT life-cycle phases?

A

Concept, Feasibility Analysis, Planning, Execution, and Termination.

248
Q

The project life-cycle phase in which the need for the project is identified.

A

Concept

249
Q

The project life-cycle phase where the costs, benefits, and risks are evaluated.

A

Feasibility Study/Analysis

250
Q

The project life-cycle phase where it is decided who does what, how long the project should take, and what will be needed in order to complete it.

A

Planning

251
Q

The project life-cycle phase in which the project is carried out.

A

Execution

252
Q

The project life-cycle phase in which the project is terminated.

A

Termination

Operations Management (1 decks)

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