Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

OpMan & TQM > Module 01 > Flashcards

Module 01 Flashcards

1
Q

The part of a business organization that is responsible for producing goods and services.

A

Operations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

The management of systems or processes that create goods and/or provide services.

A

Operations Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Anything that is tangible and can be bought.

Physical items that include raw materials, parts, subassemblies, and final products.

A

Goods

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Intangible products

Activities that provide some combination of time, location, form, or psychological value.

A

Services

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

The ideal situation for a business organization.

A

Achieve an economic match or supply and demand.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Responsible for securing financial resources at favorable prices and allocating those resources throughout the organization.

A

Finance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Responsible for assessing consumer wants and needs and selling and promoting the organization’s goods and services.

A

Marketing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Responsible for producing the goods or providing the services offered by the organization.

A

Operations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

A sequence of activities and organizations involved in producing and delivering a good or service.

A

Supply Chain

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Supply Chains and Operations are _

A

Intrinsically linked

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

T/F

Supply chains are both external and internal to the organization.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Part of a supply chain that provides raw materials, parts, equipment, supplies, and/or other inputs to the organization, and they deliver outputs that are goods to the organization’s customers.

A

External Part

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

The part of a supply chain that us part of the operations function itself, supplying operations with parts and materials, performing work on products, and/or performing services.

A

Internal Part

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

The creation of goods or services involves transforming or converting inputs into outputs.

A

Transformation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Measures taken at various points in the transformation process.

A

Feedback

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

The comparison of feedback against previously established standards to determine if corrective action is needed.

A

Control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

The difference between the cost of inputs and the value price of outputs.

A

Value-added

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

T/F

In nonprofit organizations, the value of outputs is their value to society; the greater the value added, the greater the effectiveness of their operations.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

T/F

In for-profit organizations, the value of outputs is measured by the prices the customers are willing to pay for those goods or services.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

A combination of goods and services that can make a company more competitive.

A

Product packages

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

T/F

Manufacturing and service are not different in terms of what is done but are quite similar in how it is done.

A

False

Answer: Manufacturing and service are often different in terms of what is done but quite similar in how it is done.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Many services involve this. Where there is a high -, the interaction between the server and customer becomes a “moment of truth” that will be judged by the customer every time the service occurs.

A

Degree of Customer Contact

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Services often have a higher degree of - than manufacturing jobs do, although automated services are an exception.

A

Labor Content of Jobs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

This can be difficult for service jobs due largely to the high variations of inputs.

A

Measurement of Productivity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

This is usually more challenging for services due to the higher variation in input, and because delivery and consumption occur at the same time. Unlike manufacturing, which typically occurs away from the customer and allows mistakes that are identified to be corrected, services have less opportunity to avoid exposing the customers to mistakes.

A

Quality Assurance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Many services tend to involve less use of inventory than manufacturing operations, so the costs of having inventory on hand are lower than they are for manufacturing. However, unlike manufactured goods, services cannot be stored. Instead, they must be provided “on demand.”

A

Amount of Inventory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

It is easier to evaluate a manufacturing business since there is a standard to be followed.

A

Evaluation of Work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Product designs are often easier to patent than service designs, and some services cannot be patented, making them easier for competitors to copy.

A

Ability to Patent Design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Procurement of materials, supplies, and equipment.

A

Purchasing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Scheduling, performance standards, work methods, and material hunting.

A

Industrial Engineering

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Shipment of goods to warehouses, retail outlets, or final customers.

A

Distribution

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

General upkeep and repairs of equipment, building; removal of toxic wastes, parking; security.

A

Maintenance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

One or more actions that transforms inputs into outputs.

A

Process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

These govern the operation of the entire organization.

A

Upper-Management Processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

These are core processes that make up the value stream.

A

Operational Processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

These support the core processes.

A

Supporting Processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Having the right capacity requires accurate forecasts of demand, the ability to translate forecasts into capacity requirements, and a process capable of meeting expected demand.

A

Process Variation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

T/F

Process variation and demand variability can make matching process output and demand difficult. Hence, managers must be able to deal with variation by knowing its different sources.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

The greater the variety of goods and services offered, the greater the variation in production or service requirements.

A

Variety of Goods or Services being Offered

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

These are generally predictable. They are important for capacity planning.

A

Structural Variation in Demand

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Natural variation that is present in all processes. Generally, it cannot be influenced by managers.

A

Random Variation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Variation that has identifiable sources. This type of variation can be reduced, or eliminated, by analysis and corrective action.

A

Assignable Variation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Consists of all activities directly related to producing goods or providing services.

A

Operations Function

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

T/F

A primary function of operations management is to guide the system by decision-making.

A

False.

Answer: A primary function of the operations manager is to guide the system by decision-making.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

These are typically strategic decisions that usually require long-term commitment of resources and determine parameters of system operation.

A

System Design Decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

These are generally tactical and operational decisions.

A

System Operation Decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

A key tool used by all decision-makers.

A

Modeling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

An abstraction of reality; a simplification of something.

A

Model

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

Look like their real-life counterparts. The advantage of these models is their visual correspondence with reality.

A

Physical Models

50
Q

More abstract than their physical counterparts; that is, they have less resemblance to the physical reality. The advantage of schematic models is that they are often relatively simple to construct and change. Moreover, they have some degree of visual correspondence.

A

Schematic Models

51
Q

They are the most abstract. They do not look at all like their real-life counterparts. These models are usually the easiest to manipulate, and they are important forms of inputs for computers and calculators.

A

Mathematical Models

52
Q

These are decision-making approaches that frequently seek to obtain a mathematically optimal solution.

A

Quantitative Approaches

53
Q

All managers use metrics to manage and control operations.

A

Performance Metrics

54
Q

Giving up one thing in return for something else.

A

Trade-off

55
Q

Providing highly customized products or services such as home remodeling, plastic surgery, and legal counseling.

A

Degree of Customization

56
Q

What are the subsystems of a system?

A

Marketing, Operations, and Finance

56
Q

Set of interrelated parts that must work together.

A

System

57
Q

In nearly all cases, certain issues or items are more important than others.

A

Establishing Priorities

58
Q

A few factors account for a high percentage of occurrence of some event(s).

A

Pareto Phenomenon

59
Q

Began in the England in 1770s in which management theory and practice did not advance appreciably during this period.

A

Industrial Revolution

60
Q

Division of Labor (1776)

A

Adam Smith

61
Q

Cotton gin and interchangeable parts (1792)

A

Eli Whitney

62
Q

A machine that quickly and easily separates cotton fibers from their seeds.

A

Cotton Gin or Cotton Engine

63
Q

A movement that was led by an efficiency engineer, Frederick Winslow Taylor.

A

Scientific Management

64
Q

Father of motion study

A

Frank Gilbreth

65
Q

Nonmonetary rewards to workers; scheduling

A

Henry Gantt

66
Q

Organization structure; use of experts

A

Harrington Emerson

67
Q

Employed scientific management techniques in factories.

A

Henry Ford

68
Q

Applications of psychology (focused on human factor - an application of psychology to work)

A

Lillian Gilbreth

69
Q

Hawthorne studies on worker motivation, 1930

A

Elton Mayo

70
Q

Motivation theory, 1940s; Hierarchy of Needs, 1954

A

Abraham Maslow

71
Q

Two factor theory, 1959

A

Frederick Hertzberg

72
Q

Theory X and Theory Y, 1960s

A

Douglas McGregor

73
Q

Theory Z, 1981

A

William Ouchi

74
Q

Mathematical model of inventory management, 1915

A

F.W. Harris

75
Q

Statistical procedures for sampling and quality control, 1930s

A

Dodge, Romig, and Shewart

76
Q

Statistical Sampling Theory, 1935

A

Tippett

77
Q

OR application in warfare

A

Operations Research (OR) Groups

78
Q

Linear programming, 1947

Mathematician who worked with the US Military during the World War II.

A

George Dantzig

79
Q

Refined and developed management practices that increase productivity.

Credited with fueling the “quality revolution.”

A

Influence of Japanese Manufacturers

80
Q

Use of the internet to transact business.

A

E-Business

81
Q

Consumer-to-business transactions

A

E-Commerce

82
Q

The application of scientific discoveries to the development and improvement of goods and services.

A

Technology

83
Q

The discovery and development of new products and services.

A

Product and Service Technology

84
Q

Refers to methods, procedures, and equipment used to produce goods.

A

Process Technology

85
Q

Refers to the science and use of computers and other electronic equipment to store, process, and send information.

A

Information Technology (IT)

86
Q

High on the list of major trends, and it promises to be high well into the future. Advances in materials, methods, and equipment also have had an impact on competition and productivity.

A

Management of Technology

87
Q

The need for global supply chains have broadened the scope of supply chain management. However, tightened border security in certain instances has slowed some movement of goods and people. Moreover, in some cases, organizations are reassessing their use of offshore outsourcing.

A

Globalization

88
Q

Importance of operations strategy on the overall success of their business.

A

Operations Strategy

89
Q

Due to layoffs, corporate downsizing, and general cost-cutting.

A

Working with Fewer Resources

90
Q

To maximize the revenue they receive from fixed operating capacity by influencing demand through price manipulation

A

Revenue Management

91
Q

Six sigma process

A

Process Analysis and Improvement, and Quality Improvement

92
Q

The ability of an organization to respond quickly to demands or opportunities.

A

Agility

93
Q

Minimal amounts of resources to produce a high volume of high-quality goods with some variety.

A

Lean Production

94
Q

Trade disputes and tariffs have created uncertainties for decision-makers.

A

Economic Conditions

95
Q

Finding new or improved products or services are only two of the many possibilities that can provide value to an organization. Innovations can be made in processes, the use of the internet, or the supply chain that reduce costs, increase productivity, expand markets, or improve customer service.

A

Innovating

96
Q

The numerous operations failures underscore the need to improve the way operations are managed. That relates to product design and testing, oversight of suppliers, risk assessment, and timely response to potential problems.

A

Quality Problems

97
Q

The need for managing risk is underscored by recent events that include financial crises, product recalls, accidents, natural and man-made disasters, and economic ups and downs. Managing risks starts with identifying risks, assessing vulnerability and potential damage (liability costs, reputation, demand), and taking steps to reduce or share risks.

A

Risk Management

98
Q

Low labor costs in third-world countries have increased pressure to reduce labor costs. Companies must carefully weigh their options, which include outsourcing some or all of their operations to low-wage areas, reducing costs internally, changing designs, and working to improve productivity.

A

Competing in a Global Economy

99
Q

Many organizations have developed code of ethics to guide employees’ or members’ conduct.

A

Ethical Issues in Operations

100
Q

A standard of behavior that guides how one should act in various situations.

A

Ethics

101
Q

Accurately representing the organization’s financial condition.

A

Financial Statements

102
Q

Providing adequate training, maintaining equipment in good working conditions, and maintaining a safe working environment.

A

Worker Safety

103
Q

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

A

Product Safety

104
Q

Honoring warranties and avoiding hidden defects.

A

Quality

105
Q

Not doing things that will harm the environment.

A

Environment

106
Q

Being a good neighbor

A

Community

107
Q

Avoiding false pretenses

A

Hiring and firing workers

108
Q

Taking into account the impact on a community and honoring commitments that have been made.

A

Closing Facilities

109
Q

Respecting workers’ rights and dealing with workers’ problems quickly and fairly.

A

Workers’ Rights

110
Q

Efforts on cost and time reduction, and productivity and quality improvement, have expanded in recent years to include the supply chain. Opportunity now lies largely with procurement, distribution, and logistics – the supply chain.

A

The Need to Improve Operations

111
Q

Organizations are increasing their levels of outsourcing, buying goods or services instead of producing or providing them themselves. As outsourcing increases, some organizations are spending increasing amounts on supply-related activities. Issues with imported products have led to questions of liability and the need for companies to take responsibility for monitoring the safety of outsourced goods.

A

Increasing Levels of Outsourcing

112
Q

Transportation costs are increasing and they need to be more carefully managed.

A

Increasing Transportation Costs

113
Q

Competitive pressures have led to an increasing number of new products, shorter product development cycles, and increased demand for customization.

A

Competitive Pressures

114
Q

Increasing globalization has expanded the physical length of supply chains. A global supply chain increases the challenges of managing a supply chain.

A

Increasing Globalization

115
Q

The increasing importance of e-business has added new dimensions to business buying and selling and has presented new challenges.

A

Increasing Importance of E-Business

116
Q

Supply chains are complex; they are dynamic, and they have many inherent uncertainties that can adversely affect them, such as inaccurate forecasts, late deliveries, substandard quality, equipment breakdowns, and canceled or changed orders.

A

The Complexity of Supply Chains

117
Q

Inventories play a major role in the success or failure of a supply chain, so it is important to coordinate inventory levels throughout a supply chain. Shortages can severely disrupt the timely flow of work and have far-reaching impacts, while excess inventories add unnecessary costs.

A

The Need to Manage Inventories

118
Q

Trade wars can occur if a country objects to its trade imbalance with another country. This can result in tariffs and retaliatory tariffs, causing changes in cost structures. Uncertainty about how long and to what degree tariffs will be in place can greatly increase pressure on companies that have global supply chains.

A

The Need to Deal with Trade Wars

119
Q

T/F

Models may be incorrectly applied, and the results misinterpreted.

A

True

OpMan & TQM (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions