OPM FINALS Flashcards

1
Q

refers to the arrangement of departments, work centres, equipment, and resources within a facility to ensure an efficient flow of materials, workers, or customers through the system.

A

Layout

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2
Q

aims for a smooth flow of work, material, and information, with supporting objectives such as product/service quality, efficient use of space and workers, avoiding bottlenecks,
minimising material handling costs, reducing unnecessary movement, minimising production or service time,
and safety considerations.

A

Layout Planning

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3
Q

This is used for repetitive processing and achieves a smooth, rapid, high-volume flow using standardised operations. Equipment and workers are placed in the order of the* production sequence*, like
in an assembly line.

A

Product layout

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4
Q

A process where the product remains stationary, and workers, materials, and equipment are
moved as needed.

A

Fixed Position Layout

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5
Q

This is a blend of process, product, and fixed-position layouts, also called
“hybrid layouts”

A

Combinations Layout

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6
Q

A group of machines designed to handle intermittent processing requirements and produce a variety of similar products, offering routing and machine flexibility

A

Flexible Manufacutring System

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7
Q

This involves using computer, controlled machinery and automation systems in manufacturing products. It combines technologies like
computer-aided design (CAD) and computer-aided manufacturing (CAM).

A

Computer Integrated Manufacturing

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8
Q

Involves organising the
service environment to meet customer needs and
ensure smooth operations

A

Service layout

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9
Q

This refers to the unique qualities of employees that set them
apart from a company’s systems and procedures

A

Competitive Advantage in HR

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10
Q

involves determining staffing policies that deal with employment stability, work
schedules and work rules.

A

Labour Planning

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11
Q

the process of organising responsibilities and duties to help the company reach its objectives while enhancing employee satisfaction and motivation.

A

Job Design

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12
Q

The study of how people interact with other components of systems. It is derived from the
Greek words “ergo” (work) and “nomos” (law), thus meaning “The Laws of Work”

A

Ergonomics

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13
Q

A _________uses technologies to share information about organisational processes visually,
making human and machine performance safer, more precise, and reliable

A

Visual Workplace

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14
Q

The sets rules for hiring and firing, working hours, employee benefits, and labour union
membership. It includes regulations that protect workers and set the conditions of their employment, or measurements of how long it takes a worker to complete a task

A

Labour Standards

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15
Q

The process of* estimating the time needed to complete a task* at a defined level of proficiency.

A

Work Measurements

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16
Q

a network of organisations involved in producing and delivering a product or service, sometimes called a value chain. It includes facilities like warehouses, factories, processing and distribution
centres, retail outlets and office

A

Supply Chain

17
Q

purchasing department obtains materials, supplies, and services.

A

Procurement

18
Q

plans, implements, and controls the efficient flow and storage of goods.

A

Logistics Management

19
Q

designs and analyses a supply chain to identify potential improvements

A

Supply Chain Modeling

20
Q

means keeping the right amount of goods to meet demand. Inventory location
(centralized vs. decentralized) affects costs and efficiency. Inventory velocity refers to how fast goods move
through the supply chain

A

Inventory Management

21
Q

Described as the effect is when small changes in customer demand cause bigger changes in inventory levels further up the supply chain.

A

The Bullwhip Effect

22
Q

involves defining criteria, assessing suppliers, building relationships, diversifying the supplier
base
, negotiating contracts, monitoring performance, and establishing feedback mechanisms

A

Supplier Selection

23
Q

the stock of goods a business holds to meet future demand

24
Q

The ideal order quantity to minimise inventory costs. It aims to prevent financial obstruction and excessive storage costs

A

Economic Order Quantity

25
A method for*** creating a production schedule that matches supply and demand.*** It is concerned with matching supply and demand over a medium time range, up to approximately 12 months into the future.
Aggregate Planning
26
**Adjusting capacities to match demand requirements**
Chase Approach
27
A **pricing strategy** used by businesses, especially in hotels and airlines, to maximise revenue. Involves selling the right product to the right customer at the right time for the right price.
Yield Management
28
A **detailed plan that guides day-to-day operations** and specifies what needs to be produced each day, what materials need to be ordered, how many workers are needed each day, and how machinery will be used to meet targets.
Master Schedule Master production schedule
29
A **computer system for managing production** by translating the master schedule into time-phased requirements for materials. It answers: what is needed, how much, and when.
Material Requirements Planning (MRP)
30
Used to manage resources like materials, equipment, and staff. For example, a dental clinic can manage supplies based on scheduled procedures.
MRP in Services
31
Guidelines to manage changes in production plans, **dividing the planning horizon into zones.**
Time Fences
32
A tool for comparing department or **work center capacity with workload**, to identify bottlenecks
Load Reports
33
**A software system to manage core operations, integrating processes and data.** Includes finance, manufacturing, HR, sales, and supply chain
Enterprise Resource Planning (ERP)
34
involves planning, organising, and allocating resources to tasks to meet customer demands while minimising costs and delays.
scheduling
35
a long-term approach focused on continuous improvement to **achieve small changes regularly.** * It aims to provide greater customer satisfaction while using as few resources as possible
Lean Operations