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Operations Management > Sprint 4 > Flashcards

Sprint 4 Flashcards

1
Q

Economies of scale

A

Increasing production volume leads to falling manufacturing costs per unit

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2
Q

Economies of scope

A

Utilization of existing production factors for upstream/downstream activities or additional products

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3
Q

Continuous material flow

A

Is reached when there‘s a high degree of standardization

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4
Q

Irregular material flow

A

When there’s a high waiting time

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5
Q

Difference between assemble to order and make to order is

A

That make to order includes manufacturing while assemble to order does not

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6
Q

Organizational principle can be divided into ___ and ___ principles

A

Functional and flow-oriented principles

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7
Q

Functional principle

A

Shop fabrication the machines are grouped by machines /technology

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8
Q

Flow oriented principles

A

Defined by sequence of operations , the flow of materials is constant

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9
Q

Flow production

A

Discontinuous

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10
Q

Transfer line

A

Continuous

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11
Q

Group fabrication

A

Combines both flow production and shop fabrication

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12
Q

Chaku-Chaku (machine based manufacturing)

A

The operator continuously goes around to the different stations and when they restart their round all machines are ready to be filled again. It is used for high quantities

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13
Q

MURA

A

Unevenness

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14
Q

MUDA

A

Waste by underperformance

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15
Q

MURI

A

Overburdened

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16
Q

Customer Takt

A

Net working time/necessary production amount per day

17
Q

Net working time

A

Gross working time-breaks-planning losses

18
Q

Necessary production amount per day

A

Expected production amount / production days per year

19
Q

Number of theoretically required workstations

A

Sum of cycle times of all work stations / customer Takt

20
Q

Parts manufacturing

A

Everything to manufacture a single item

21
Q

Phases of the product life cycle are

A

Market launch, growth, maturity, saturation and regression

22
Q

Time based competition

A

Achieve a competitive advantage through faster production development, shorter product life cycles, reduction of the run up phase, reduction of the order throughput times

23
Q

Internal variants

A

Process variant, supply variant (not important to the customer)

24
Q

External variants

A

Variant through features/ functions lead to customer segmentation

25
Q

Routing

A

Structures the production sequence of an article regarding its process steeps and standard times per item

26
Q

Postponement

A

Shifting creation of internal variants into later production seps with a constant number of external variants in order to reduce the total number of internal variants

27
Q

Production planning (starts before order is placed)

A

Planning of production processes according to the tapes, quantities, dates and necessary capacities

28
Q

Production control

A

Starts with production order and creates sequences, monitoring of progress, and if it deviates from plan introduces counter active measures

29
Q

4 goals of production planning (aren’t achievable at the same time)

A

Utilization (there should be an even and high utilization)
Throughput time (short throughput time)
Capital (low capital lockup)
Delivery reliability (delivers performance)

30
Q

Production program planning

A

Translates the sales plan into primary demand

31
Q

Rolling planning

A

Multiple Update planning of the same period

32
Q

Primary tasks during in/plant production planning:

A 
Lot size calculation
Detailed scheduling
Detailed resource planning
Sequencing
Release of orders
33
Q

Control concepts

A

Central concepts (manufacturing resource planning, back-flush scheduling), hybrid concepts (bottleneck control, load oriented order release), decentralized concepts (KANBAN, CONWIP)

34
Q

Priority rules

A

Sequence of orders before work steps

35
Q

KANBAN

A

Makes sure there is no overproduction and that consumed components are replenished as quickly as possible which leads to high availability

36
Q

KANBAN stock per item nr.

A

Internal lead time*hourly production * quantity per FG/ quantity in container * 3+1

37
Q

Number of KANBANS

A

Replenishment lead time/ container capacity * average demand per time unit+ safety stock / container capacity

Operations Management (4 decks)

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