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Course > OM Finals > Flashcards

OM Finals Flashcards

1
Q

function that typically manages more employees and physical assets than does any other function in a business organization

A

Operations

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2
Q

The system that converts inputs into
outputs.

A

Process

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3
Q

4 major OM decisions

A

QPIC
1. process
2. quality
3. capacity
4. Inventory

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4
Q

are decisions that decide the physical facility used to produce and deliver the
products and/or services and the associated workforce policies and practices.

A

Process Decisions

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5
Q

are decisions that include criteria, measurement, and process for achieving quality. Includes inspection and performance training

A

Quality Decisions

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6
Q

the size of physical facilities & labor

A

Capacity

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7
Q

Business strategy alternative for mature and price-sensitive, standardized
products. e.g. Softbank phone

A

Product Imitator

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8
Q

Business strategy alternative for emerging and growing products. e.g. iPhone

A

Product Innovator

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9
Q

Something you can do, others cannot.

A

Distinctive Competence

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10
Q

4 Common Operations Objectives

A

Cost, Quality, Delivery, and Flexibility. +sustainability

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11
Q

the restatement of the mission in quantitative and measurable terms.

A

Operations Objectives

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12
Q

objectives that should
maintain at acceptable level

A

Order Qualifier

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13
Q

objectives that wins
orders from customers.

A

Order Winner

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14
Q

5 Process Types

A

Continuous
Assembly Line
Batch
Job shop
Project

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15
Q

2 Flow Layout Characteristics

A

Product Layout
Process Layout

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16
Q

Approach to fulfill customer order where forecasting is done first, produce finished goods then customers buy.

A

MTS (Make to Stock)

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17
Q

the percentage of orders filled from inventory

A

fill rate

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18
Q

the difference between recorded and actual inventory because of theft, damage etc.

A

shrinkage rate

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19
Q

=sales/average inventory

A

Inventory turnover

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20
Q

Approach to fulfill customer order where production begins with customer orders.

A

MTO (Made to Order)

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21
Q

How does a company typically grow in the product-process life cycle matrix?

A

Typically diagonal downward. Horizontal or diagonal leads to higher cost or higher risk

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22
Q

What is mass customization strategy based on?

A

Economies of scope (not economies of scale)

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23
Q

How can modularity help in mass customization?

A

Assembling standard modules allows to rapidly produce a variety of products

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24
Q

How can fast changeover help in mass customization?

A

Being able to switch to the next product quickly will allow for production of large variety of products (eg 3d printing, changeover using robots)

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25
Q

How can postponement help in mass customization?

A

Delaying operation activities purposefully until the customer order is received, reduces costs and improves logistics efficiency

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26
Q

what is T in I=TxR?

A

Flow time, throughput time, lead time (average amount of time production takes)

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27
Q

what is R in I=TxR?

A

Rate, flow rate, throughput rate

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28
Q

the maximum throughput rate of a process

A

capacity

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29
Q

what is a good inventory turnover ratio?

A

5-10

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30
Q

The resource with the smallest capacity in a process.

A

bottleneck

31
Q

Actual Flow Rate /Capacity

A

Utilization

32
Q

average number of times inventory is replenished in a time period

A

turnover

33
Q

How to analyze process flow?

A

Type 1 questions involve overall systems perspective (5WH questions), while type 2 questions are more detailed analysis (flow, quantity, cost, etc.)

34
Q

BPR principle

A

business process reengineering- organizing by outcomes instead of tasks. reduce bureaucracy. elliminate unnecessary steps.

35
Q

pillars of TPS

A

Jidouka and JIT

36
Q

production system where each workstation can acquire the required materials from upstream workstations precisely as needed,

A

JIT

37
Q

Providing machines and operators the ability todetect when an abnormal situation has occurred and immediately stop work to institute countermeasures.

A

Jidouka or Autonomation

38
Q

JIT Goals

A

7 0s (DOWNTIME)
0 defects
0 setups
0 handling
0 lead time
0 breakdown
0 surging
0 lot size

39
Q

naze naze analysis

A

asking 5 whys, to know the root cause of an observed problem

40
Q

the foundation of Kaizen, deceptively simple system which includes various housekeeping activities

A

5S

41
Q

5S

A

Sort
Set in Order
Shine
Standardize
Sustain

42
Q

a proactive approach that prevents mistakes from happening

A

Pokayoke

43
Q

average time between the start of production of one unit and the start of production of the next unit.

A

Takt time

44
Q

stabilizing the production schedule

A

Heijunka

45
Q

system where a work station is allowed to produce only when conditions are satisfied to prevent build up of inventory

A

kanban system

46
Q

The time needed to convert a line or machine from running one product to another.

A

Changeover time, setup time

47
Q

Pros and cons of cellular layout

A

Cells take less space.
Enables fast feedback.
Visual control is maintained.

Less flexibility to demand changes.

48
Q

Effect of Lean on workers

A

total involvement encourage workers problem solving and improvement suggestion

49
Q

Features of integrated supplier program

A

Allows to take advantage of group technology
Long term relationships
Paper reduction

50
Q

Elements of lean system

A

Small lot sizes
Kanban
Level master schedule
Quick changeover
Multifunctional workers

51
Q

BPR vs Kaizen

A

BPR is for bigger challenges. Takes 1~2 years. When new tech appears.

Kaizen is for enhancing existing systems. Conducted all the time.

52
Q

the time dimension of quality

A

abilities

availability
reliability
maintainability

53
Q

conducting survey to customers to measure RATER

A

Servqual

54
Q

Deming’s approach to improve quality

A

PDCA
Plan Do Check Act

55
Q

Balridge Criteria

A

Leadership
Strategic Planning
Customer focus
Measurement Analysis
Workforce Focus
Process Mgt
Results

56
Q

Importance of prevention

A

Incurring prevention costs can lead to avoiding or reducing the other three
costs

57
Q

Reasons for failure in quality improvement program

A

Focus on short term gains
Blame the employees
Belief in tradeoffs in quality
Lack of top mgt support

58
Q

Deming’s 2 stages in quality improvement

A

1: keep within given range
2: continuously improve, stabilize/center results and additional improvements

59
Q

special causes vs common causes in random effect

A

special causes can be precisely identified. assignable causes

common causes are random causes that are unavoidable

60
Q

process width vs specification width

A

1 is determined by us and 2 is determined by the customers

61
Q

ability of a process to meet or exceed the technical specifications

A

process capability

62
Q

Cp <1
Cp =1
Cp >1

A

Cp <1 the process is not capable and must be improved
Cp =1 the process variability just meets specifications
Cp >1 the process exceeds requirements

63
Q

an evolution of the TQM approach which integrated other tools and methodologies such as the seven quality tools, Poka-Yoke, Kaizen etc.

A

6 sigma

64
Q

6 sigma systematic method

A

DMAIC
Define
Measure
Analyze
Improve
Control

65
Q

6 / 3 sigma quality equation

A

USL-mean = 6σ, mean-LSL = 6σ (Cp = 2)
USL-mean = 3σ, mean-LSL = 3σ (Cp = 1)

66
Q

why we need inventory? not 0?

A

to protect against uncertainties (demand, schedule changes)
to allow economic production
to cover anticipated changes (before promotion/peak season)

67
Q

dependent vs independent demand

A

1 is demand that depends on other items inside a firm
2 is market-based demand outside the firm

68
Q

objective of EOQ

A

finding the order quantity (Q) that minimizes total cost (TC)

69
Q

EOQ Formula Values
D =
S =
C =
i =
Q =

H = iC =

A

D = demand rate (units per year)
S = setup cost/cost per order ($ per order)
C = unit cost ($ per unit)
i = carrying rate (% per year)
Q = lot size (units)
H = iC = unit holding cost ($ per unit per year)

70
Q

Q vs P system

A

Q = continuous review system = fixed order quantity. placing an order for EOQ

P = periodic review system = fixed order interval. Periodically raising inventory

71
Q

when to use Q vs P system

A

O:
P: for inexpensive items, orders at specific intervals at same supplier

72
Q

ABC inventory mgt principles

A

A items should be reduced as possible (use P system)
B intermediate level of control
C looser control, less record accuracy (use Q system and EOQR)

73
Q

Replenishment philosophy

A

Mfg must forecast independent demand for FGI that will drive requirements for RM and WIP

74
Q

Kanban Formula Values
N =
D =
T =
C =

nC =

A

N = # of kanbans or # of containers
D = demand rate (# of parts per time)
T = lead time
C = container capacity (# of parts per kanban)

nC = maximum inventory

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