CHAPTER 10 Flashcards
1
Q
designed mainly to produce products or services
A
ORGANIZATIONS
2
Q
refers to “any process that accepts inputs and uses resources to change those inputs in useful ways”
A
OPERATION
3
Q
INPUTS
A
land
labor
capital
entrepreneurship
4
Q
converts the inputs into final goods or services
A
TRANSFORMATION PROCESS
5
Q
EXAMPLES OF FINAL GOODS AND SERVICES
A
- industrial chemicals
- services
- electrical products
- electronic products
- mechanical devices
6
Q
INDUSTRIAL CHEMICALS
A
methylene chloride
borax powder
phosphoric acid
7
Q
which are produced by chemical manufacturing firms
A
INDUSTRIAL CHEMICALS
8
Q
those for the construction of ports, high-rise buildings, roads, bridges, etc.
A
SERVICES
9
Q
ELECTRICAL PRODUCTS
A
transformers, circuit breakers, switch gears, power capacitor, etc.
10
Q
which are produced by electrical manufacturing firms
A
ELECTRICAL PRODUCTS
11
Q
ELECTRONIC PRODUCTS
A
oscilloscope, microwave test system, transistors, cable testers, etc
12
Q
which are produced by electronics manufacturing firms
A
ELECTRONIC PRODUCTS
13
Q
MECHANICAL DEVICES
A
forklifts, trucks, loaders, etc.
14
Q
which are produced by manufacturing firms
A
MECHANICAL DEVICES
15
Q
PRODUCTION PROCESS
A
inputs
transformation process
outputs
16
Q
INPUTS
A
land
labor
capital
entrepreneurship
17
Q
transformation process
A
equipment
procedures
technology
18
Q
OUTPUTS
A
products
services
19
Q
those for construction management and supervision, project management services, etc. which are produced by engineering consultancy firms
A
ENGINEEERING CONSULTANCY SERVICES
20
Q
is an activity that needs to be managed by competent persons
A
OPERATIONS
21
Q
” the process of planning, organizing, and controlling operations to reach objectives efficiently and effectively “
A
OPERATION MANAGEMENT
22
Q
is related to “ the cost of doing something or the resource utilization evolved”
A
EFFICIENCY
23
Q
refers to goal accomplishment
A
EFFECTIVENESS
24
Q
when one is able to reach his objectives
A
EFFECTIVENESS
25
must be performed in coordination with the other functions like those for marketing and finance
OPERATIONS MANAGEMENT
26
BASIC FUNCTION
to produce products or services
27
expected to produce some output at whatever management level he is
ENGINEER MANAGER
28
his function is " to determine and define the equipment, tools, and process required too convert the design of the designed product into reality in an efficient manner
MANUFACTURING ENGINEER
29
is responsible for the actual construction of whatever bridge or road his company has agreed to put up
ENGINEER IN CHARGE
30
he is required to do it using the least-expensive and the easiest method
ENGINEER IN CHARGE
31
must find ways to contribute to the production of quality goods or services and the reduction of costs in his department
OPERATIONS MANAGER
32
is one with several years of experience in the operation divisions and possesses an academic background in engineering
TYPICAL OPERATION MANAGER
33
PRODUCTION OPERATION
-Facilities
-Production and Inventory Control
-Quality Assurance and Control
-Procurement
-Manufacturing
-Engineering/ Design
-Industrial engineering
-Process Engineering
34
FACILITIES
Construction
Maintenance
35
PRODUCTION AND INVENTORY CONTROL
Scheduling
Material Control
36
MANUFACTURING
Tooling
Fabrication
Assembly
37
ENGINEERING/ DESIGN
Product development and design
Detail product specifications
38
INDUSTRIAL ENGINEERING
Efficient use of machines, space, and personnel
39
PROCESS ENGINEERING
Development and installation of production tools, equipment, and processes
40
FINANCE/ ACCOUNTING
Disbursement/Credit
Funds Management
Capital Requirements
41
Disbursement/Credit
Accounts Receivable
Accounts Payable
General Ledger
42
FUND MANAGEMENT
Money Market
International Exchange
43
CAPITAL REQUIREMENTS
Stock Issue
Bond Issue and Recall
44
TYPES OF TRANSFORMATION PROCESSES
1. MANUFACTURING PROCESSES
a) job shop
b) batch flow
c) worker-paced line flow
d) machine-paced line flow
e)batch/ continuous flow hybrid
2. SERVICE PROCESSES
a) service factory
b) service shop
c) mass service
d) professional service
45
are those that refer to the making of products by hand or with machinery
MANUFACTURING PROCESSES
46
is one whose production is based on sales orders for variety of small lots
JOB SHOP
47
are very useful components of the entire production effort, since they manufacture products in small lots that are needed by, but cannot be produced economically by many companies
JOB SHOP
48
produce custom products, in general
JOB SHOP
49
may be manufactured within a short notice
PRODUCTS
50
the type of layout used by job shops where similar machines are grouped together
PROCESS LAYOUT
51
are layer intensive and machines are frequently idle
JOB SHOP
52
is where lots of generally own designed products are manufactured
BATCH FLOW PROCESS
53
there is flexibility to produce either low or high volumes
BATCH FLOW PROCESS
54
not all procedures are performed on all products
BATCH FLOW PROCESS
55
the type of equipment used are mostly for general purpose
BATCH FLOW PROCESS
56
the process layout is used
BATCH FLOW PROCESS
57
the operation is labor intensive, although there is less machine idleness
BATCH FLOW PROCESS
58
the size of operation is generally medium-sized
BATCH FLOW PROCESS
59
PROCESS FLOW DIAGRAM FOR A JOB SHOP
1. Preparation and grouping materials
2. Lathe work
3. Milling
4. Grinding
5. Inspection and shipping
60
EXAMPLE OF FACTORIES USING THE LARGE BATCH FLOW
Wineries
Scrap-metal reduction plants
Road-repair contractors
61
refers to the production layout arranged in a sequence to accommodate processing of large volume of standardize products or services
ASSEMBLY LINE
62
an assembly line refers to the production layout arranged in a sequence to accommodate processing of large volume of standardize products or services
WORKER-PACED ASSEMBLY LINE
63
EXAMPLES OF WORKER PACED ASSEMBLY LINES
Food marts like McDonalds and Shakeys
64
WORKER-PACED ASSEMBLY LINE is characterized by
1. Products manufactured are mostly standardized
2. There is a clear process pattern
3. Specialized equipment is used
4. The size of operation is variable
5 The process is worker-paced
6. The type of layout used is the line flow
7. Labor is still big cost problem
65
this type of production process produces mostly standard products with machines playing a significant role
MACHINE-PACED ASSEMBLY LINE
66
OTHER FEATURE OF MACHINE-PACED ASSEMBLY LINE
1. The process is of clear, rigid pattern
2. Specialized type of equipment is used
3. The line flow layout is used
4. Capital equipment is a bigger cost item than labor
5. Operation is large
6. The process is machine-paced
67
EXAMPLE OF MACHINE PACED ASSEMBLY LINE
auto-mobile manufacturers like General motors and Ford motors
68
is characterized by " the rapid rate at which items move through the system"
CONTINUOUS FLOW PROCESSING
69
this processing method is very appropriate for producing highly standardized products like calculator, typewriters, automobiles, televisions, cellular phones, etc.
CONTINUOUS FLOW PROCESSING
70
OTHER CHARACTERISTICS OF CONTINUOUS FLOW PROCESSING
1. There is economy of scale in production, resulting to low per unit cost per production
2. The process is clear and very rigid
3. Specialized equipment are used
4. The line flow layout is used
5. Operations are highly capital intensive
6. The size of operation is very large
7. Processing is fast
71
BODY ASSEMBLY
-floor pan, body side, roof panel, positioning and welding
-door hanging
-engine enclosure positioning and welding
-front-end assembly
-metal finishing
72
HARD TRIM LINE
-bumpers and other chrome
-glass
-vinyl tops
-air-conditioning
-instrument panel
73
SOFT TRIM LINE
-seats
-floor and ceiling covers
74
FINAL CHASIS LINE
-fluid filling
-under-hood wiring and hose connections
-testing of car's computer diagnostic system
75
PAINT SHOP
-primer(ELPO BATH)
-finish coat
76
MISCELLANEOUS CHASSIS OPERATIONS
-gas tank and fuel line
-brake line assembled
-front-end alignment
-rear axle mounted
-wheel mounting
77
MOTOR CRADLE LINE
-dressing of basic motor with various parts, hoses, and harnesses
-transmission, fan
-front axle and brakes
-mating of motors with its cradle
-exhaust system, rear wheel brake lines
78
this method of processing is a combination of the batch and the continuous flow
BATCH/ CONTINUOUS FLOW HYBRID
79
DISTINCT LAYOUTS
-one for batch
-one for continuous flow
80
COMPANIES USING THE BATCH/ CONTINUOUS FLOW HYBRID
-breweries
-gelatin producers and
-tobacco manufacturers
81
are those that refer to the provision of services to persons by hand or by machinery
SERVICE PROCESSES
82
offers a limited mix of services which results to some economies of scale in operations
SERVICE FACTORY
83
this also affords the company to complete in terms of price and speed of producing the service
SERVICE FACTORY
84
preferred by the service factory that is rigid pattern of line flow processing
PROCESS LAYOUT
85
EXAMPLES OF SERVICE FACTORIES
McDonalds and Shakeys
86
provides a diverse mix of services
SERVICE SHOP
87
the layout used are those for job shops or fixed position and are adaptable to various requirements
SERVICE SHOP
88
abound throughout the Philippines
SERVICE SHOPs
89
SERVICES PROVIDED BY SERVICE SHOPS
- car engine tune-up
-wheel balancing
- wheel alignment
- change oil, etc.
90
provides services to a large number of people simultaneously
MASS SERVICE COMPANY
91
a unique processing method is therefore, necessary to satisfy this requirement. to be able to serve many people, mass service companies offer limited mix of services
MASS SERVICE
92
the process layout used is typically fixed position where customers move through the layout
MASS SERVICE
93
these are companies that provide specialized services to other firms or individuals
PROFESSIONAL SERVICES
94
EXAMPLE OF PROFESSIONAL SERVICES
1. engineering or management consulting services which help in improving the plant layout or the efficiency of a company
2. design services which supply designs for a physical plant, products, and promotion materials
3. advertising agencies which help promote a firm's products
4. Accounting services
5. Legal services
6. Data processing services
7. health services
95
offer a diverse mix of services. there is a lower utilization of capital equipment compared to the services factory and the service shop
PROFESSIONAL SERVICE FIRMS
96
the process pattern used is very loose. the process layout used is identical to the job shop
PROFESSIONAL SERVICE FIRMS
97
are oftentimes , faced with delivery problems brought about by nonuniform demand
PROFESSIONAL SERVICE FIRMS
98
STRATEGIES THAT MAY BE USED IN PROFESSIONAL SERVICE FIRMS
1. the use of staggered work-shift schedules
2. the hiring of part -time staff
3. providing the customers with opportunity to select the level of service
4. installing auxiliary capacity or hiring subcontractors
5. using multiskilled floating staff
6. installing customers self-service
99
IMPORTANT PARTS OF PRODUCTIVE SYSTEMS
1. design product
2. production planning and scheduling
3. purchasing and materials management
4. inventory control
5. work flow layout
6. quality control
100
expect the products the buy would perform according to assigned functions.
CUSTOMERS
101
refers to " the process of creating a set of product specifications appropriate to the demands of the situations "
PRODUCT DESIGN
102
PRODUCT DESIGN TEAM
composed of
engineers,
manufacturing,
marketing specialists
103
may be defined as " forecasting the future sales of a given product, translating this forecast into the demand it generates for various production facilities, and arranging for the procurement of these facilities"
PRODUCTION PLANNING
104
is a very important activity because it helps management to make decisions regarding capacity. when the right decisions are made, there will be less opportunities for wastages
PRODUCTION PLANNING
105
is the "phase of production control involved in developing time tables that specifies how long each operation in the production process takes "
SCHEDULING
106
assures the optimization of the use of human and nonhuman resources
EFFICIENT SCHEDULING
107
refers to " the approach that seeks efficiency of operation through integration of all material acquisition, movement, and storage activities in the firm"
MATERIALS MANAGEMENT
108
is the process of establishing and maintaining appropriate levels of reserve stocks of goods
INVENTORY CONTROL
109
WAYS OF ACHIEVING PROPER INVENTORY CONTROL
1. determining reorder point and reorder quantity
2. determining economic order quantity
3. the use of just-in-time (JIT) method of inventory control
4. the use of material requirement planning (MRP)method of planning and controlling inventories
110
is the process of determining the physical arrangement of the production system. in the transformation process, the flow of work may be done either haphazardly or orderly.
WORK-FLOW LAYOUT
111
his job is to assure that a cost-effective work-flow layout is installed
OPERATION MANAGER
112
BENEFITS OF A GOOD WORK FLOW LAYOUT
1. minimize investment in equipment
2. minimize overall production time
3. use existing space most effectively
4. provide for employee convenience, safety, and comfort
5. maintain flexibility of arrangement and operation
6. minimize material handling cost
7. minimize variation in types of material-handling equipment
8. facilitate the manufacturing (or service) process
9. facilitate the organizational structure
113
refers to the measurement of products or services against standard set by the company
QUALITY CONTROL
114
are maintained by the the management to facilitate production and to keep customers satisfied
STANDARD REQUIREMENTS
115
breeds customer complaints, returned merchandise , expensive lawsuits, and huge promotional expenditures
POOR QUALITY CONTROL
