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Operations Management > Gen Approaches to Decision Making > Flashcards

Gen Approaches to Decision Making Flashcards

1
Q

used to control inventory

A

Inventory Models

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2
Q

The number of customer’s order is the basis of the acquisition of materials

A

Economic Order Quantity

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3
Q

Two Project Models; Approaches in DM for long-termed projects

A

PERT(Program Evaluation and Review technique)

CPM(Critical Path Method)

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4
Q

widely used in planning and scheduling

A

Forecasting Technique

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5
Q

currently used in many areas of decision making

A

Statistical Models

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6
Q

optimum allocation of scarce resources; how to utilize and allocate limited resources of the company

A

Linear programming

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7
Q

useful for analyzing situations in which waiting lines form.

A

Queuing Techniqueso

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8
Q

Developed in WW2 to handle complex military logistics problems

A

Quantitative Approaches

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9
Q

Six Quantitative Approahes

A 
Linear Programming
Queuing Techniques
Inventory Models
Project Models
Forecasting Techniques
Statistical Models
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10
Q

pros and cons

A

Analysis of trade-offs

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11
Q

When you decide, you must anticipate its effect on the while organization

A

System Approach

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12
Q

Set of interrelated parts that must work together

A

System

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13
Q

Emphasizes interrelationships among subsystems, but its main theme is that the whole is greater that the sum of individual parts.

A

System Approach

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14
Q

enables the managers to direct their efforts to where they will do the most good to avoid wasting time and energy on inisignificant elements.

A

Establishing priorities

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16
Q

Means devoting more attention to whats important

A

Recognition of priorities

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17
Q

It means that all things are not equal; some things will be very important for achieving an objective and other things will not.

A

Pareto Phenomenon

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18
Q

Have the responsibilty to make ethical decisions

A

Operations Manager

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19
Q

Ethical Issues in Operations Management: (8)

A 
Worker Safety
Product Safety 
Quality
The environment
The community
Hiring and Firing Workers
Closing Facilities
Worker's Right
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20
Q

•provides adequate training

A

Worker safety

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21
Q

dealing with worker’s problems quickly and fairly

A

Worker’s Rights

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22
Q

Taking into account the impact on community

A

Closing facilities

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23
Q

Promising a long-term job when that is not what is intended

A

Hiring and Firing of workers

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24
Q

Honoring commitments that have been made

A

Closing Facilities

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25
Q

maintaining equipment in good working condition

A

worker safety

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26
Q

honoring warranties

A

Quality

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27
Q

providing products that minimize the risk of injury to users or damage to property or the environment

A

Product safety

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28
Q

Being a good neighbor

A

The community

29
Q

Obeying government regulations

A

The environment

30
Q

maintaining a safe working environment

A

Worker safety

31
Q

they currently command considerable attention in business, as they heavily influence planning and dm.

A

Recent Trends

32
Q

12 Recent Trends

A 
Global Marketplace
Operations Strategy
TQM
Flexibility
Time Reduction
Technology
Worker Involvement
Reengineering
Environmental Issues
Downsizing
Supply-chain Management
Lean Production
33
Q

Theyve agrees to open their economies, reduce tariffs and expand protection of intellectual property.

A

North Amrican Free trade Agreement(NAFTA)

General Agreement on Tariffs and Trade (GATT)

34
Q

Its importance is recognized on the overall success of business; overall business strategy

A

Operations Strategy

35
Q

Never ending wuestbto improve the quality of goods and services

A

TQM

36
Q

Key Features of TQM (4)

A

Team Approach
Finding and eliminating problems
Emphasizes on serving the customer
And Continuously working to improve the system

37
Q

Neglected to include in the corporate strategy

A

Operations Startegy

38
Q

Ability to adapt quickly to change

A

Flexibility

39
Q

Flexibility means changes in: (3)

A
  • Volume of demand
  • Mix of products demanded
  • Product design
40
Q

In manufacturing, it is used to connote flexibility.

A

Agile manufacturing

41
Q

Reducing time needed to accomplish various tasks to gain a competitive edge.

A

Time reduction

42
Q

In what aspect do time reductions are achieved? (4)

A
  • processing
  • information retrieval
  • product design
  • response to customer complaints
43
Q

have led to a cast array of new products and processes

A

Technological advances

44
Q

Has had and will continue to have the greatest impact on bus. organizations

A

Computer

45
Q

Best motivation

A

Economic

46
Q

Pushing the responsibility for DM and problem solving to lower levels in the organization

A

Worker Involvement

47
Q

The use of teams and make decisions on a consensus basis

A

Worker Involvement

48
Q

Recognition of the knowledge workers possess about production process and the contribution they can make in improving the prod system

A

Worker Involvment

49
Q

You are copying the greatness of other company’s product

A

Benchmarking

50
Q

Starting over, asking why a company does things the way it does, and questioning basic rules and assumptions

A

Reengineering

51
Q

Pollution Control and waste disposal

A

Environmental Issues

52
Q

Managers must contend with Environmental Issues inreasing emphasis on: (5) (social responsibility)

A
  • reducing waste
  • using less toxic chemicals
  • recycling
  • making it easier for consumers to recycle products
  • designing products and parts that can be reused
53
Q

Regulations are increasing in number and complexity and penalties

A

Environmentally Responsible Manufacturing

54
Q

People will be replaced by technology

A

Redunduncy

55
Q

Reducing labor forces; flat organization; miltitasking

A

Downsizing

56
Q

how to respond with squeexing competition, lagging productivity and stockholders calling for improved profits and share prices?

A

Reducing the labor forces (downsizing)

57
Q

Operations managers find eays to produce more with fewer workers

A

Downsizing

58
Q

You buy the company that supplies you

A

Backward integration

59
Q

Buy other parts if your product to another company to complete your product; contracting other individual/company

A

Make or buy decisions

60
Q

Managing the supply chain from suppliers and buyers of raw materials all the way to final customers

A

Supply-chain management

61
Q

System that uses minimal amounts of resources to produce a high volume of high quality goods with some variety

A

Lean production

62
Q

Minimizing resources while producing the same great product

A

Lean production

63
Q

5 Design Decisions

A
  • Capacity Planning
  • Product Design
  • Process design
  • Layout of facilities
  • Selecting and locations for facilities
64
Q

4 Operating Decisions

A
  • Quality assurance
  • Scheduling
  • Inventory Management
  • Project Management
65
Q

Trends that heavily affect planning and DM (7)

A
  • Global Competition
  • Increasing Emphasis on quality
  • Integrating Technology into production systems
  • Increasing worker involvement in problem solving and dm
  • Increasing emphasis in flexibility and time reduction
  • Increasing attention to environmental issues
  • Supply chain management and lean production
66
Q

The output and objectives of the organization as a whole take precedence over those of any subsystem. It is important if something is being: (5)

A 
Designed
Redesigned
Implemented
Improved
Changed

Operations Management (6 decks)

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