Theory Flashcards

1
Q

Flexibility of Manufacturing Systems I

A
Machine flexibility
Material handling flexibility
Operation Flexibility
Process Flexibility
Product Flexibility
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2
Q

Machine flexibility

A

Various operations performed without set-up change

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3
Q

Material handling flexibility

A

Number of used paths / total number of possible paths between
all machines

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4
Q

Operation Flexibility

A

Number of different processing plans available for part fabrication

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5
Q

Process Flexibility

A

Set of part types that can be produced without major set-up

changes, i.e. part-mix flexibility

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6
Q

Product Flexibility

A

Ease (time and cost) of introducing products into an

existingproduct mix. It contributes to agility

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7
Q

Types of changeability

A
Changeover
Reconfigurability
Flexibility
Transformability
Agility
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8
Q

Changeover ability

A

is the operative ability of a single machine or work station to perform particular operations on a known workpiece or subassembly at any desired time with minimal effort and delay.

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9
Q

Reconfigurability

A

is the operative ability of a manufacturing or assembly system to switch with minimal effort and delay to a particular family of workpieces or subassemblies through the addition or removal of functional elements.

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10
Q

Flexibility

A

refers to the tactical ability of an entire production and logistics area to switch within reasonably little time and effort to new, albeit similar, families of components by changing manufacturing processes, material flows, and logistical functions.

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11
Q

Transformability

A

indicates the tactical ability of an entire factory structure to switch to another product family. This calls for structural intervention in the production and logistics systems, the structure and facilities of the buildings, the organization structure and process, as well as in personnel.

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12
Q

Agility

A

means the strategic ability of an entire company to open up new markets, to develop the requisite products and services, and to build up necessary manufacturing capacity.
In the context of this definition, the changeover ability needs no special attention for changeable manufacturing since this aspect is an ongoing concern of machine tool and assembly systems design. Agility is beyond the factory level and is treated as a strategic setting for the design of a changeable factory. Different types of flexibility have been defined and are relevant to the various levels in the changeability in Fig.

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13
Q

Transformation enablers

A
Universality
Mobility
Scalability
Modularity
Compatibility
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14
Q

Modularity

A

workable functions and methods or clearly defined objects, e.g., “plug and produce” modules, exist.

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15
Q

Scalability

A

applicability is independent of product, process, and customer and supplier relationship complexity.

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16
Q

Adjustability

A

design for different demands of the functional logic of order processing, e.g., order generation or release algorithm, and/or weight of the PPC targets.

17
Q

Compatibility

A

networkability regarding object, method, and process, e.g., different IT tools use the same object “resource” to plan maintenance and production.

18
Q

Neutrality

A

design of the workflow of order processing for different requirements making the definition of the process status independent of the structural and process organization and the enterprise size.

19
Q

Network Types

A

virtual enterprise
Strategic network
operational network
regional network

20
Q

virtual enterprise

A

A virtual enterprise (VE) is a temporary alliance of businesses that come together to share skills or core competencies and resources in order to better respond to business opportunities, and whose cooperation is supported by computer networks.

21
Q

Site Relations in Internal Production

Networks

A
Vertical production related
Vertical technoloy related
Horizontal quantity related
Horizontal system related
Horizontal technoloy related
22
Q

Interdependencies Horizontal Quantity Related

A

MPP Master Production Plan
PRP Production Requirements Planning
PCOP Planning and Control of own Production
PCPP Planning and Control of outsourced Production

23
Q

Interdependecies Horizontal System Related

A

OM Order Management

24
Q

Interdependencies Horizontal Technology Related

A

PRP Production Requirements Planning

25
Q

Interdependencies Vertical Production Step Related

A

MPP Master Production Plan only in one direction
PRP Production Requirements Planning
PCOP Planning and Control of own Production
PCPP Planning and Control of outsourced Production
OM Order Management

26
Q

Interdependencies Vertical Technoloy Related

A

PRP Production Requirements Planning
PCOP Planning and Control of own Production
PCPP Planning and Control of outsourced Production
OM Order Management

27
Q

Coordination of Selling

A

MPP Master Production Plan

28
Q

Coordination of Demand

A

MPP Master Production Plan

PRP Production Requirements Planning

29
Q

Coordination or Purchasing

A

PCPP Planning and Control of outsourced Production

IM Inventory Management

30
Q

Coordination of Production

A

PRP Production Requirements Planning

PCOP Planning and Control of own Production

31
Q

Coordination of Distribution

A

MPP Master Production Plan

32
Q

Order Coordination

A

OM Order Management

33
Q

Forecast Collaboration

A

Pursues the goal of aligning the sales forecast
for the medium-term planning horizon between
companies in the supply chain

34
Q

Capacity Collaboration

A

The goal is to match demand and supply at the

level of capacity units

35
Q

Inventory Collaboration

A

Pursues the goal of aligning inventory levels in

the logistics chain in a medium-term time horizon

36
Q

Order Collaboration

A

The goal is to synchronize order placement and

management between supply chain partners

37
Q

Inventory Collaboration

A

pursues the goal of aligning stock information in
the short-term with distributed storage locations
in the logistics chain

38
Q

Transportation Collaboration

A

Pursues the goal of improving transport

performance while reducing transport costs