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Operations Management > OM Test 2 > Flashcards

OM Test 2 Flashcards

1
Q

hard technology

A

hardware-equipment and devices

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2
Q

soft technology

A

software-application of internet, computer software and info systems

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3
Q

Computer-integrated manufacturing systems

A

automating and controlling production activities

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4
Q

numerical control

A

machine that controls the movements of a tool to make complex shapes

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5
Q

RFID

A

knowing where inventory is

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6
Q

lights out manufacturing

A

factories running overnight with no one there

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7
Q

CAD/CAE

A

enables engineers to simulate products before they exist

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8
Q

CAM

A

Computer control of the manufacturing process

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9
Q

Flexible manufacturing systems (FMS)

A

2+ computer computer-controlled machines linked

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10
Q

return facilitators

A

handle when a customer is not satisfied with a product

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11
Q

enterprise resource planning

A

systems that integrate a business into an info system (focus: POs, invoices)

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12
Q

business analytics

A

integrating and analyzing data throughout the value chain with an info system

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13
Q

Customer relationship management

A

info system that looks at the market and customers

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14
Q

sociotechnical system

A

synthesis of technology, people and processes

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15
Q

scalability

A

measure of the contribution margin required to deliver a good as the business grows and volumes increase

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16
Q

key info systems that drive value chain management

A
  • customer relationship management

- enterprise resource planning

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17
Q

Steps in designing goods and services

A

1) mission, vision
2) market analysis
3) CBP design
4) detailed design
5) market introduction
6) market evaluation

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18
Q

quality function deployment

A

putting the customer voice into errthing

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19
Q

nominal

A

a specified target dimension on a design blueprint

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20
Q

tolerance

A

range of permissible variation

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21
Q

taguchi loss function

A

l(x)=k(x-t)2

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22
Q

parts of taguchi loss funtion

A

l(x)= monetary loss
x+actual value of the dimension
k=constant that translates the deviation into dollars

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23
Q

reliability

A

probability that goods live up to promise (value between 0 and 1)

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24
Q

series system

A

if one component fails, the entire system fails

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25
Q

reliability of a series system

A

product of all the possibilities of each process in a system

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26
Q

parallel systems

A

functions are independent, system will only fail if all components fail

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27
Q

manufacturability

A

designing a product for efficient production at the highest level of quality

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28
Q

service delivery system design

A

facility location, layout, servicescape, process and job design, tech and info support systems

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29
Q

servicescape

A

physical evidence that customer can use to form an impression

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30
Q

service process design

A

activity of developing an efficient process to satisfy internal and external customer requirements

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31
Q

customer contact

A

physical or virtual presence of the customer in the service delivery system during a service experience (percentage compared to overall time)

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32
Q

steps to something being viable

A

1) scientific
2) mainstream
3) financially

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33
Q

types of processes

A

projects, job shop, flow shop, continuous flow

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34
Q

projects

A

large-scale, customized initiatives that consist of smaller tasks and activities that must be coordinated

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35
Q

job shop

A

organized around particular types of general purpose equipment that are flexible and capable of customization

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36
Q

flow shop

A

organized around a fixed sequence of activities, like an assembly line

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37
Q

continuous flow

A

creates highly standardized goods or services 24/7 in high volumes

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38
Q

product life cycle

A

introduction, growth, maturity, decline and turnaround

39
Q

the product-process matrix

A

alignment of process choice with the characteristics of the manufactured good

40
Q

pathway

A

unique route through a service system

41
Q

customer-routed services

A

offer customers freedom to select pathway

42
Q

provider-routed service

A

limited number of predefined pathways that customers can follow

43
Q

levels of process design

A

task-specific unit of work required to create an output
activity- group of tasks
processes- group of activities
value chain- network of processes

44
Q

process map (flowchart)

A

sequence of all process activities and tasks necessary to create and deliver a desired output or outcome

45
Q

value stream

A

value-added activities involved production

46
Q

flowtime

A

amt of time taken to produce the product or fulfill the order

47
Q

utilization=

A

resources used/resources available

demand rate/(service rate x numbers of servers)

48
Q

throughput

A

parts per day, transactions per minute, etc

49
Q

bottleneck

A

work activity that effectively limits throughput of the entire process

50
Q

theory of constraints

A

bottleneck- if a specific dept can’t handle the demand, they are the bottleneck.

51
Q

work in process=

A

throughput x flowtime

52
Q

layout studies

A

minimize delays in materials handling and customer movement

53
Q

types of layout patterns

A

product, process, cellular, fixed-position

54
Q

product layout

A

arrangement based on the sequence of operations that is performed during manufacturing of a good

55
Q

product layout advantages and disadvantages

A

adv: high output rates, lower WIP inventories, less material handling, simple
Dis: breakdown in one place can shut errthing down, lmtd flexibility

56
Q

product layout shape

A

u-shape and straight line is common

57
Q

process layout

A

functional grouping of equipment or activities that do similar work

  • provide flexibility
  • require lower investment in equipment
  • same equipment can produce different things
58
Q

cellular layout

A

self-contained groups of equipment needed for producing a particular set of goods or services
Advantages- quick quality response, efficient use of floor space, more worker responsibility

59
Q

fixed position layout

A

brings the stuff to the product (like a plane)

60
Q

flow-blocking

A

bottlenecking

61
Q

lack of work

A

when one stage completes work and there is nothing else for them to work on

62
Q

assembly line balancing

A

attempt to group tasks among workstations

63
Q

theory of constraints: what causes the slow down?

A

machine, man, method (layout), material

64
Q

buffer inventory

A

WIP inventory

65
Q

value added to WIP goods

A

labor and energy

66
Q

cycle time

A

the start of 1 product to the start of the next

67
Q

Cycle time=

A

CT=A/R

A=available time to produce the output
R=output (demand forecasts)

68
Q

If the required cycle time is smaller than the larger task time

A

the content must be split

69
Q

total time available

A

total time available=number of work stations x cycle time

70
Q

total idle time

A

total idle time=n x CT -ET

71
Q

minimum number of workstations required

A

min # of workstations required = sum of task times/CT

72
Q

assembly line effeciency

A

assembly line efficiency= ET/(N x CT)

73
Q

balance delay

A

balance delay= 1-assembly line effeciency

74
Q

what do all these letters mean?

A

N=number of workstations
CT=cycle time
ET=Sum of task times

75
Q

heuristics

A

decision rules

76
Q

job enlargement

A

horizontal expansion of the job to give the worker more variety

77
Q

job enrichment

A

vertical expansion of job duties to give the worker more responsibility
(using teams is ex.)

78
Q

supply chain

A

coordinates the flow of materials, services, and info among supply chain to maximize customer value

79
Q

supply chain management

A

management of all activities that facilitate the fulfillment of a customer order for manufactured goods

80
Q

Supply Chain Operations Reference Model (SCOR)

A

framework for understanding the scope of SCM

81
Q

contract manufacturer

A

outsourcing: firm that specializes in certain types of goods-producing activities

82
Q

third-party logistics (3PL) provider

A

provide integrated services to a company (in theory, they create efficiency)

83
Q

efficient supply chain

A

low-cost: minimizes inventory and maximizes efficiency

84
Q

responsive supply chain

A

high service: flexibility

85
Q

push system

A

runs in advance of demand, uses forecast sales and stores finish goods inventory

86
Q

pull system

A

low-cost, low-service, produces only what is needed in queues (ex, handmade stuff)

87
Q

postponement

A

process of delaying product customization until the end of the supply chain

88
Q

sustainable supply chains

A

reduce costs while helping the environment

89
Q

green sustainable supply chain

A

the process of using environmentally friendly inputs

90
Q

manufactured good recovery, reverse logistics

A

managing the flow of finished goods, materials or components that can be discarded

91
Q

location decisions in value chains

A

where is it cheaper? (also consider employee demands)

92
Q

what is important in managing supply chains

A

global sourcing, transportation services

93
Q

vendor managed inventory

A

all the inventory you keep that doesn’t directly go into the product you’re making (like office supplies)

Operations Management (4 decks)

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