Theory Flashcards

1
Q

Flexibility of Manufacturing Systems I

A
Machine flexibility
Material handling flexibility
Operation Flexibility
Process Flexibility
Product Flexibility
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Machine flexibility

A

Various operations performed without set-up change

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

Material handling flexibility

A

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

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

Operation Flexibility

A

Number of different processing plans available for part fabrication

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

Process Flexibility

A

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

changes, i.e. part-mix flexibility

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

Product Flexibility

A

Ease (time and cost) of introducing products into an

existingproduct mix. It contributes to agility

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

Types of changeability

A
Changeover
Reconfigurability
Flexibility
Transformability
Agility
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

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

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

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

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

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

Transformation enablers

A
Universality
Mobility
Scalability
Modularity
Compatibility
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Modularity

A

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

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

Scalability

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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
Interdependencies Vertical Production Step Related
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
Interdependencies Vertical Technoloy Related
PRP Production Requirements Planning PCOP Planning and Control of own Production PCPP Planning and Control of outsourced Production OM Order Management
27
Coordination of Selling
MPP Master Production Plan
28
Coordination of Demand
MPP Master Production Plan | PRP Production Requirements Planning
29
Coordination or Purchasing
PCPP Planning and Control of outsourced Production | IM Inventory Management
30
Coordination of Production
PRP Production Requirements Planning | PCOP Planning and Control of own Production
31
Coordination of Distribution
MPP Master Production Plan
32
Order Coordination
OM Order Management
33
Forecast Collaboration
Pursues the goal of aligning the sales forecast for the medium-term planning horizon between companies in the supply chain
34
Capacity Collaboration
The goal is to match demand and supply at the | level of capacity units
35
Inventory Collaboration
Pursues the goal of aligning inventory levels in | the logistics chain in a medium-term time horizon
36
Order Collaboration
The goal is to synchronize order placement and | management between supply chain partners
37
Inventory Collaboration
pursues the goal of aligning stock information in the short-term with distributed storage locations in the logistics chain
38
Transportation Collaboration
Pursues the goal of improving transport | performance while reducing transport costs