Introduction to production and operations management Flashcards

1
Q

the process, which combined and transforms various resources used in the production/operations subsystem of the organization into value added products/services in a controlled manner as per the policies of the organization.

A

Production/Operations management

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2
Q

the set of interrelated management activities, which are involved in manufacturing certain products

A

production management

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3
Q

If the same concept is extended to services management, then the corresponding set of management activities

A

operations management

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4
Q

It is part of an organization, which is concerned with the transformation of a range of inputs into the required (products/services) having the requisite quality level.

A

Production/Operations management

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5
Q

the management of an organization’s production system

A

production and operation management

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6
Q

takes inputs and converts them into outputs

A

production system

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7
Q

the predominant activity of production system

A

conversion process

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8
Q

The primary concern of an ______ is activities of the conversion

A

operations manager

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9
Q

the traditional view of manufacturing began in ____ century when _____ recognized the economic benefits of specialization of labor.

A

Eighteenth century and Adam Smith

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10
Q

He recommend breaking of jobs down into subtasks and recognizes workers to specialized tasks in which they would become highly skilled and efficient.

A

Adam Smith

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11
Q

In the early _____, ______ implemented Smith’s theories and developed scientific management.

A

Twentieth century and F.W. Taylor

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12
Q

Then till _____, many techniques were developed prevailing the traditional view.

A

1930

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13
Q

the step by step conversion of one form of material onto another from through chemical or mechanical process to create or enhance the utility of the product to the user.

A

production

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14
Q

Who defines production as a process by which goods and services are created.

A

Edwood Buffa

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15
Q

it is the part which produces products of an organization.

A

Production system

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16
Q

It is that activity whereby resources, flowing within a defined system, are combined and transformed in a controlled manner to add value in accordance with the policies communicated by management

A

Production system

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17
Q

who defines production management that deals with decision making related to production processes so that the resulting goods or services are produced according to specifications, in the amount and by the schedule demanded and cut of minimum cost

A

E.S. Buffa

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18
Q

the objective of production management

A

right quality, right quantity, right time, and right manufacturing cost

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19
Q

product established based upon the customer’s needs.

A

right quality

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20
Q

manufacturing organization should produce the product in the right number.

A

right quantity

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21
Q

timeliness of delivery is one of the important parameter

A

right time

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22
Q

established before the product is actually manufactured.

A

right manufacturing cost

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23
Q

converts inputs in order to provide outputs which are required by a customer. It converts physical resources into outputs, the function of which is to satisfy customer wants. To provide some utility for the customer.

A

Operating system

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24
Q

who define operating system as “an operating system of an organization is the part of an organization that produces the organization’s physical goods and services.

A

Everret E. Adam & Ronald J. Ebert

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25
Q

who define operating system as “an operating system is a configuration of resources combined for the provision of goods or services.

A

Ray wild

26
Q

in terms of mission it serves for the organization, technology. It employs and the human and managerial processes it involves.

A

operation

27
Q

operations in an organization can be categorized into

A

manufacturing operations and service operations

28
Q

a conversion process that includes manufacturing yields a tangible output: a product whereas, a conversion process that includes service yields an intangible output: a deed, a performance, an effort.

A

manufacturing operations

29
Q

it is characterized by tangible outputs, outputs that customers consume overtime, jobs that use less labor and more equipment, little customer contact, no customer participation in the conversions process, and sophisticated methods for measuring production activities and resource consumption as product are made

A

manufacturing

30
Q

Operation manager are concerned in

A

planning, organizing, controlling, behavior, and model

31
Q

An activity that establishes a course of action and guide future decision- making. This stage includes clarifying the role and focus of operations in the
organizations overall strategy.

A

planning

32
Q

Activities that establishes a structure of tasks and authority

A

organizing

33
Q

Activities that assure the actual performance in accordance with planned
performance. To ensure that the plans for the operations subsystems are
accomplished.

A

Controlling

34
Q

Operation manager are concerned with how their efforts to plan, organize, and
control affect human behavior, they also want to know how the behavior of
subordinates can affect management planning, organizing, and controlling actions

A

Behavior

35
Q

In simplifying the problem by using ____

A

model

36
Q

Objectives of operations management can be categorized into

A

customer service

and resource utilization.

37
Q

the satisfaction of

customer wants

A

customer service

38
Q

concern with the conversion of inputs into
outputs, using physical resources, so as to provide the desired utilities to the
customer while meeting the other organizational objectives of effectiveness,
efficiency and adoptability.

A

Production and operations management

39
Q

long-term capacity decision which involves a
long term commitment about the geographically static factors that affect a business
organization. It is an important strategic level decision- making for an organization.

A

Location of facilities for operations

40
Q

refers to the physical arrangement of facilities. It is the configuration of
departments, work centers and equipment in the conversion process.

A

Plant layout

41
Q

According to him, “Plant layout is a plan of an optimum arrangement of
facilities including personnel, operating equipment, storage space, material handling
equipments and all other supporting services along with the design of best structure
to contain all these facilities”

A

James Moore

42
Q

refers to the „moving of materials from the store room to the
machine and from one machine to the next during the process of manufacture‟. It is
also defined as the „art and science of moving, packing and storing of products in
any form‟.

A

Material handling

43
Q

deals with conversion of ideas into reality.

A

Product design

44
Q

a macroscopic decision-making of an overall process route for
converting the raw material into finished goods.

A

Process design

45
Q

defined as the process of planning the
production in advance, setting the exact route of each item, fixing the starting and
finishing dates for each item, to give production orders to shops and to follow up the
progress of products according to orders.

A

Production planning and control

46
Q

deciding in advance what to do, how to do it, when to do it and who is to
do it. bridges the gap from where we are, to where we want to go

A

Planning

47
Q

defined as the selection of path which each part of the product will
follow, which being transformed from raw material to finished products.

A

Routing

48
Q

determines the programmed for the operations. It may be
defined as „the fixation of time and date for each operation‟ as well as it determines
the sequence of operations to be followed.

A

Scheduling

49
Q

concerned with the starting the processes. It gives necessary
authority so as to start a particular work, which has already been planned under
“Routing‟ and “Scheduling

A

Dispatching

50
Q

defined as „a system that is used to maintain a desired
level of quality in a product or service‟. It is a systematic control of various factors
that affect the quality of the product.

A

Quality Control

51
Q

can also be defined as „that industrial management technique by
means of which product of uniform acceptable quality is manufactured‟. It is the
entire collection of activities which ensures that the operation will produce the
optimum quality products at minimum cost.

A

Quality Control

52
Q

aspect of management function which is primarily
concerned with the acquisition, control and use of materials needed and flow of
goods and services connected with the production process having some
predetermined objectives in view.

A

Materials management

53
Q

associated w/ quality and human resources

A

Design of goods and services

54
Q

product quality must be maintained during construction process
products

A

Quality

55
Q

related to the quality, human resources,

inventory, scheduling and maintenance

A

Design Process and capacity

56
Q

choice of location associated w/ supply chain mgt

A

Site selection

57
Q

is done after design process and capacity.

A

Design layout

58
Q

HR factors include safety, health,

job description, work environment and wages

A

Human resource (HR) and design work

59
Q

is influenced by site selection and product quality

A

Supply chain mgt

60
Q

decision are influenced by design processes and capacity human
resources, and design layout.

A

Inventory

61
Q

decision are influenced by the design process and capacity,

layout and HR

A

Scheduling

62
Q

associated w/ maintaining the quality or qualities

A

Maintenance