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Supply Chain > Final > Flashcards

Final Flashcards

1
Q

Project Management

A

Application of knowledge, skills, tools and techniques to project activities to meet project requirements

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2
Q

Project

A

o A temporary endeavor undertaken to create a unique product, service or result
o Have start and ending point where people and resource to the project are assigned
o Non-routine work that can be large or small and hard to manage
o Require significant levels of cross-functional and interorganizational coordination

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3
Q

Day to day Task

A

Does not end

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4
Q

Project Phases

A
  1. ) Concept phase
  2. ) Project definition phase
  3. ) Planning phase
  4. ) Performance Phase
  5. ) Postcompletion phase
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5
Q

Concept phase

A

 Develop a broad definition of what the project is and what the scope will be
 Not many resources/people

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6
Q

Project definition phase

A
  • Identify how to accomplish the work
  • How to organize the project
  • Key resources and personnel required (moderate level)
  • Tentative schedule and budget requirements
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7
Q

Planning phase

A
  • Preparing detailed plans that identify activities, time, and budget targets, and the resources needed to complete each task while also putting into place the organization that will carry out the project.
  • Lots of people and resources
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8
Q

Performance phase

A
  • Organization starts to execute the project plan

- Lots of resources and people

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9
Q

Postcompletion phase

A
  • Project manager or team confirms the final outcomes, conducts a postimple mentation meeting to critique the project and personnel and resigns project personnel
  • Little resources and people
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10
Q

Milestone

A
  • A performance or time target of each major group of activities in a project
  • The project will not happen if this major thing does not happen
  • Ex: planning a wedding- dress is purchased
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11
Q

Gnatt Chart

A

Graphical tool used to show expected start and end times for project activities and to track actual progress against these time targets (typically bars)

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12
Q

Network Diagrams

A
  • Graphical tool that shows the logical linkages between activities in a project
  • Circles with lines
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13
Q

Critical Path

A
  • A network based technique in which there is a single time estimate for each activity
  • It is the longest path from the beginning to the end
  • The tasks on the project plan that when strung together are the longest
  • All activities on the path are necessary
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14
Q

Critical Activity

A
  • Project activity when the earliest start time and last start time are equal
  • No wiggle room
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15
Q

Fastest Completion

A

In a path, there are multiple paths, one is faster

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16
Q

Crashing a project

A
  • Used when wanting to shorten a project by reducing the time it takes to perform certain activities
  • Some tasks cannot be crashed (like time for paint to dry)
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17
Q

Master Schedule

A
  • A detailed planning process that tracks production output and matches this output to actual customer orders
  • Determines when products will be made and orders will be filled
  • Comes from a high level
  • More broad than MPR
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18
Q

Master Schedule Records

A
  • Forecasted Demand (FD)
  • Booked Orders (BO)
  • Projected Inventory Lines (PEI)
  • Production Quantities
  • Availibility to Promise
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19
Q

Avilability to Promise (ATP)

A

Units still available to meet customer needs

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20
Q

MPR (Material Requirements Planning)

A
  • A planning process that translates the master production schedule into planned orders for the actual parts and components needed to produce the master scheduled items
  • More detailed than master schedule
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21
Q

MPR Records

A
  • Gross Requirments (GR)
  • Scheduled Recipts (SR)
  • Projected Ending Inventory (PEI)
  • Net Requirments (NR)
  • Planned Receipts (PR)
  • Planned Orders (PO)
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22
Q

Gross Requirements

A

Amount of stuff you must purchase to produce demand

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23
Q

Dependent Demand Inventory

A
  • Inventory items whose demand levels are tied directly to the production of another item
  • Knowing you need two wheels per bike, once you know how many bikes you need then you know how many wheels you will need to purchase
24
Q

Independent Demand Inventory

A

There is no mystery about how many dependent demand items a firm will need

25
Q

Product Structure Tree

A
  • Record or graphical rendering that shows how the components in the Bill of Materials are put together to make level 0 item
  • Ex: how components of a chair come together to make the chair
26
Q

Critical Ratio

A
  • Time that it will take me to produce my tasks under the total time frame until due
  • If you have multiple tasks to get done you do the jobs with the lowest because you have more time in other categories
  • It helps when looking at what you need to schedule first
27
Q

Distribution Requirements Planning (DRP)

A

Records are almost identical to MRP records with one exception

  • They show forecasted demand instead of gross requirements
  • Activities are synchronized when their total weekly planned orders become forecasted demand in the factory’s master schedule
28
Q

Inventory Cycle

A
  • Cycle Stock
  • Safety Stock
  • Transportatino Inventory
29
Q

Cycle Stock

A
  • Components or products that are received in bulk by a downstream partner, gradually used up, and then replenished again in bulk by the upstream partner
  • Stuff that you use over and over
  • Used in everyday cycle of what you are using
30
Q

Safety Stock

A
  • Extra inventory that a company holds to protect itself against uncertainties in either demand or replenishment time
  • Company has no intentions of using it and it is not backup
31
Q

Transportation Inventory

A

Items that are in the pipeline

32
Q

Independent Demand Inventory

A
  • Inventory items whose demand levels are beyond a company’s complete control
  • Demand levels are unknown
  • Ex: a kitchentable
33
Q

Dependent Demand Inventory

A
  • Inventory items whose demand levels are tied directly to a company’s planned production of another item
  • Demand levels are known
  • Ex: knowing how many legs you need based on how many kitchen tables you need to make
34
Q

Periodic Review System

A
  • Inventory system that is used to management independent demand inventory where the inventory level for an item is checked at regular intervals and restocked to some predetermined level
  • A person comes and counts then refills the shelves
  • Manual
35
Q

Continuous Review

A
  • Inventory system used to manage independent demand inventory where the inventory level is constantly monitored and when the reorder point is reached, an order is released
  • Has technology behind it (Wal-Mart)
  • The bar codes are being across the scanner and are a constant state of what needs to be shipped
36
Q

Economic Order Quantity (EOQ)

A

The order quantity that minimizes annual holds and ordering costs for a firm

37
Q

Quantity Discount

A

Price reductions for ordering larger quantities

38
Q

Target Service Level

A
  • Service level at which the expected cost of a shortage equals the expected cost of having excess units
  • Where expected shortage = expected excess cost
39
Q

Just-In-Time (JIT)

A
  • Philosophy of manufacturing based on planned elimination of all waste and on continuous improvement of productivity
  • Applies to all forms of manufacturing and to many service industries
  • Sonomyous with lean
40
Q

Lean

A
  • Philosophy of production that emphasizes the minimization of all the resources (including time) used in various activities of an enterprise
  • Involves identifying and eliminating non-value added activities in design, production, supply chain management and dealing with customers
  • Extends beyond manufacturing to include services and all aspect of supply chain management
41
Q

Characteristics of Lean Management

A 
o Waste reduction
o Continuous improvement
o Use of teams
o Visual controls
o High quality
o Minimal inventory
o Quick changeovers
o Small lot-size (low space requirement)
o Lean culture
42
Q

Both Just-In-Time and Lean

A
  • Are highly focused on eliminating waste
  • Typically used together
  • Focused on inventory levels and when you have items available for use compared to not having items available to you.
43
Q

Waste

A
  • Any activity that does not add value to the good or service in the eye of the consumer
  • Goal in Lean is to eliminate as much as possible of this
44
Q

Muda

A
  • Waste in Japanese

- Started with Taiichi Ohno in Japan

45
Q

Sources of Waste

A
  1. ) Overproduction
  2. ) Waiting
  3. ) Unnessary Transportation
  4. ) Innapropriate process
  5. ) Unnescessary inventory
  6. ) Unnessary/excess motion
  7. ) Defects
  8. ) Underutalization of employees
46
Q

Overproduction

A

Made to many, need a fire sale

47
Q

WaitingWaiting

A

Unable to meet demand with outupts

48
Q

Unnecessary transportation

A

Unneeded movement of materials within the business

49
Q

Unnecessary/excess motion

A

Movement of a person (person in a workstation has to get up to grab things, instead of being in one central location)

50
Q

Defects

A

Scrap or reqoek

51
Q

Kanban System

A
  • A production control approach that uses containers, cards or visual cues to control the production and movement of goods through the supply chain
  • Ex: Setting up a production line for a bakery to frost cupcakes, visual cue of the cupcake box showing no more cupcakes says that you need to fill it
52
Q

Keban System Characteristics

A
  • Signaling mechanism to show when specific items should be produced or moved
  • Used to synchronize activities either within a plant or between different supply chain partners
  • Not considered planning tools- but are control mechanisms that are designed to pull parts or goods through the supply chain based on downstream demand
53
Q

Two-Card Kanban System

A
  • Special form of Kanban system
  • Uses on card to control production and another card to control the movement of materials
  • Cards are move card and production card
54
Q

Move Card

A

Kanban card that is used to indicate when a container of parts should be moved to the next process step

55
Q

Production Card

A

Kanban card that is used to indicate when another container of parts should be produced.

Supply Chain (2 decks)

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