cadena de suministro Flashcards
(116 cards)
1
Q
OSCM
A
Operations and supply chain management OSCM is defines as the management of the systems that create and deliver the firm’s primary products and services
2
Q
operations
A
Refers to manufacturing and service processes used to transform the resources employed by a firm into products desired by customers
3
Q
Supply chain
A
Refers to processes that move information and material to and from manufacturing and service process of the firm
4
Q
Categorization of supply chain process:
A
Planning, sourcing, making, delivering, returning
5
Q
Planning
A
Developing a set of metrics to monitor the supply chain so that is efficient
6
Q
Sourcing
A
Selection of suppliers that will deliver the good and services needed to create the firm’s product
7
Q
making
A
The major product is produced or the provided
8
Q
Delivering
A
carriers are picked to move products to warehouse and customers
9
Q
Returning
A
process for receiving products back from customers
10
Q
5 differences between services and goods
A
service is intangible
service requires interaction with customer
services vary as a function of the attitude of the costumer
services are perishable and time dependent
specifications are defined and evaluated as a package of features
11
Q
package of features
A
support facility, facilitating goods, explicit services, implicit services
12
Q
supporting facilities
A
the physical resources that must be in place before a service can be offered
13
Q
facilitating goods
A
the material purchased or consumed by the buyer
14
Q
explicit services
A
the benefits that are readily observable by the senses and that consists of the essential intrinsic features of the service
15
Q
implicit services
A
psychological benefits that the customer may sense only vaguely
16
Q
Goods-Services Continuum
A
captures the main focus of the business and spans from that just produce products to those who only provides services
17
Q
Product-service Bundling
A
Company building service activities into its product offering for its customers
18
Q
Efficiency
A
doing something at the lowest possible cost
19
Q
Effectiveness
A
doing the right things to create the most value for the company
20
Q
Value
A
quality divided by price
21
Q
strategy
A
describe how a firm intends to create and sustain value for its current shareholders
22
Q
Sustainability
A
the requirement to meet these current needs without compromising the ability of future generations to meet their own needs
23
Q
shareholders
A
individuals or companies that legally own one or more shares of stock in the company
24
Q
triple bottom line
A
economic prosperity, environmental stewardship, social responsibility
25
economic prosperity
firm is obligated to compensate shareholders who provide capital through stock purchase
26
environmental stewardship
the firms impact on the environment
27
social responsibility
pertains to fair and beneficial business practices toward labor, community and region in which a firm conducts its business
28
competitive dimensions
cost or price, quality, delivery speed, delivery speed, delivery reliability, coping with charges in demand, flexibility and new product introduction speed
29
cost of price
segment of the market that buys solely on the basis of low cost
30
quality
design quality refers to the set of features the product service contains
process quality relates directly to the reliability of the product or service
31
delivery speed
firms ability to deliver more quickly than its competitors
32
delivery reliability
firms ability to supply the product or service on or before a promise delivery due date
33
coping with changes in demand
company's ability to respond to increases and decreases in demand is important to its ability to compete
34
flexibility and new product introduction speed
ability of a company to offer a wide variety of products to its customers
35
why is necessary a well design interface between marketing and operations
to provide a business with an understanding of its markets from both perspective
36
straddling
occurs when a company seeks to match the benefits of a successful position while maintaining its existing position
37
productivity
measure of how well a business unit it using its resources
38
contract manufacturers
producing companies. organization that performs manufacturing needed to produce a product as a service to another firm
39
core competency characteristics
provides potential access to a wide variety of markets, increases perceived costumers benefit, hard for competitors to compete
40
6 phases of product development process
planning, concept development, system level design, detail design, testing and refinement, production ramp up
41
planning
assessment of technology developments and market objectives
42
concept development process
analysis of competitive products, and an economic justification of the project
43
system-level design
includes the definition of the product architecture and the decomposition of the product into subsystems and components
44
detail design
includes the complete specification of all the unique parts in the product and the identification of al the standard parts purchased from suppliers
45
testing and refinement
construction and evaluation of multiple pre production versions of the product
46
production ramp-up
train the workforce and to work out any remaining problem in the production process
47
CAD
computer-aided design
48
DFMA
design for manufacturing and assembly. orientated toward the engineering of the product with an emphasis on reducing production cost
49
complexity
is the number of steps involved in a service and the possible actions that can be taken at each step
50
divergence
number of ways a provider interaction can vary at each step according to the needs and abilities each
51
productivity
such measures as the number of engineering hours, cost of materials and tooling costs are used
52
capacity
ability to hold, receive, store or accommodate
53
objective of strategic capacity planning
provide and approach for determining the overall capacity level of capital etc that best supports the company's long term competitive strategy
54
capacity utilization rate
reveal how close a firm is its best operating level
capacity used/best operating level
55
economies of scale
as a plant gets larger, the volume increases and the average cost per unit of output drops
56
focused factory
focuses on a fairly limited set of production
57
arrival rate
the average number of customers that comes to a facility during a specific period of time
58
service rate
average number of customers that can be processed over the same period of time when the facility is operating at maximum capacity
59
learning curve
a line displaying the relationship between unit production time and cumulative number of units produced
60
individual learning
improvement that results when people repeat a process and gain skill or efficiency from their own experience
61
organizational learning
results from changes in administration, equipment and product design
62
learning curve theory is based on 3 assumptions
the amount of time required to complete a given task will be less each time the task is undertaken
the unit time will decrease at a decreasing rate
the reduction of time will follow a predictable pattern
63
learning curve equation
Y=Kx^logb/log2
64
lead time
the time needed to respond to a customer order
65
customer order decoupling point
where the inventory is positioned in the supply chain
66
make to stock
a production environment where the customers in served on demand from finished goods inventory
67
assembly to order
combine a number of preassembled modules to meet customers specifications
68
make to order
make the customers product from raw materials
69
engineer to order
work with the customer to design the product and make it from purchased materials
70
process selection
refers to strategic decision of selecting which kind of production processes to use to produce a product or provide a service
71
project
the product remains in a fixed location. manufacturing equipment is moved to the product
72
work center
similar equipment or functions are grouped together
73
manufacturing cell
where products that are similar in processing requirements are produced
74
assembly line
is where work processes are arranged according to the progressive steps by which the product is made
75
continuous process
follows a predetermined sequence of steps but the flow is continuous weather than discrete
76
break even analysis
the choice of which specific equipment to use in process often can be based on a analysis of cost trade off
77
assembly drawing
is simply an exploded view of the product showing its component parts
78
assembly chart
uses the information presented in the assembly drawing and defines how parts go together
79
operation route sheet
specifies operations and process routing for a particular part
80
process flowchart
denotes what happens to the product as it progresses through the productive facility
81
service package
bundle of goods and services that is provided in some environment, consists of 5 features: supporting facilities, facilitating goods, information, explicit services, implicit services
82
supporting facilities
the physical resources that must be in place before a service can be offered
83
information
operations data of information that is provided to the customers, to enable efficient and a customized services
84
customer contact
the physical presence of the customer in the system
85
creation of the service
the work process involved in providing the service itself
86
extent of contact
the percentage on time the customer must be in the system relative to the total time needed to perform the customer service
87
5 types of variability
arrival variability, request variability, capacity variability, effort variability, subjective preference variability
88
4 basic accommodation strategies
classic accommodation, low cost accommodation, classic reduction, uncompromised reduction
89
classic accommodation
extra skills to compensate for variations among customers
90
low cost accommodation
uses low cost labor, outsourcing, and self service to cut the cost of accommodation
91
classic reduction
requires customers to engage in more self service
92
uncompromised reduction
uses knowledge of the customers to develop procedures that enable good service while minimizing impact on the service delivery system
93
effective management requires
that managers understand customers perceptions
94
service blueprint
flowchart that emphasize the importance of process design
95
finite population
the limited size customer pool that will use the service and at times form a line
96
infinite population
population size caused by subtractions or additions to the population to the population does not significantly affect the system probabilities
97
process
any part of an organization that takes inputs and transforms them into outputs that are of greater value to the organization
98
cycle time
average time of a repetitive process between completion of successive units
99
utilization
is the ratio of the time a recourse is actually activated relative to the time is available for use
100
buffer
a storage area between stages where the output of a stage is placed prior to being used in a downstream stage
101
starving
activities in a stage must stop because there is no work
102
blocking
activities in the stage must stop because there is no place to deposit the item just completed
103
bottleneck
a resource that limits the capacity of maximum output of the process
104
Productivity
Is the ratio of output to input.
105
Efficiency
Is a ratio of the actual output of a process relative to some standard. Also means doing something at the lowest possible cost.
106
Run time
Is the time required to produce a batch of parts.
107
Setup time
Is the time required to prepare a machine to make a particular item.
108
Operation time
Is the sum of the setup time and run time for a batch of parts that are run on a machine.
109
Flow time
is the average time it takes a unit to move through an entire process.
110
Throughput rate
Is the output rate that the process is expected to produce over a period of time.
111
Process velocity
Is the ratio of the value-Added time to the flow time.
112
Value-Added time
Is the time in which useful work is actually being done on the unit.
113
Total average value of inventory
The total average investment in raw material, work-in-process, and finished good inventory.
114
Inventory turn
A measure of the expected number of times inventory is replaced over a year.
115
Days-of-supply
The number of days of inventory of an item.
116
Little's Law
A mathematical relationship between throughput rate, flow time, and the amount of work-in-process inventory
