Module 1 - A

Question 1

advanced planning and

scheduling (APS)

Answer 1

Techniques that deal with analysis and planning of logistics and manufacturing
during short, intermediate, and long-term time periods. This describes any
computer program that uses advanced mathematical algorithms or logic to
perform optimization or simulation on finite capacity scheduling, sourcing,
capital planning, resource planning, forecasting, demand management, and
others. These techniques simultaneously consider a range of constraints and
business rules to provide real-time planning and scheduling, decision support,
available-to-promise, and capable-to-promise capabilities. It often generates
and evaluates multiple scenarios. Management then selects one scenario to
use as the “official plan.” The five main components of these systems are (1)
demand planning, (2) production planning, (3) production scheduling, (4)
distribution planning, and (5) transportation planning.

Question 2

andon

Answer 2

A sign board with signal lights used to make workers and
management aware of a quality, quantity, or process
problem.

Question 3

assembly line

Answer 3

An assembly process in which equipment and work centers are laid out to follow the sequence in which raw materials and parts are assembled.

Question 4

balanced scorecard

Answer 4

A list of financial and operational measurements used to evaluate organizational or supply chain performance. The dimensions might include customer perspective, business process perspective, financial perspective, and innovation and learning perspectives. It formally connects overall objectives, strategies, and measurements. Each dimension has goals and measurements.

Question 5

bullwhip effect

Answer 5

An extreme change in the supply position upstream in a supply chain generated by a small change in demand downstream in the supply chain. Inventory can quickly move from being backordered to being excess. This is caused by the serial nature of communicating orders up the chain with the inherent transportation delays of moving product down the chain. This can be eliminated by synchronizing the supply chain.

Question 6

business plan

Answer 6

1) A statement of long-range strategy and revenue, cost, and profit objectives usually accompanied by budgets, a projected balance sheet, and a cash flow (source and application of funds) statement. This is usually stated in terms of dollars and grouped by product family. It is then translated into synchronized tactical functional plans through the production planning process (or the sales and operations planning process). Although frequently stated in different terms (dollars versus units), these tactical plans should agree with each other and with this. 2) A document consisting of the business details (organization, strategy, and financing tactics) prepared by an entrepreneur to plan for a new business

Question 7

cellular manufacturing

Answer 7

A manufacturing process that produces families of parts within a single line or cell of machines controlled by operators who work only within the line or cell.

Question 8

closed-loop MRP

Answer 8

A system built around material requirements planning that includes the additional planning processes of production planning (sales and operations planning), master production scheduling, and capacity requirements planning. Once this planning phase is complete and the plans have been accepted as realistic and attainable, the execution processes come into play. These processes include the manufacturing control processes of input-output (capacity) measurement and detailed scheduling and dispatching, as well as anticipated delay reports from both the plant and suppliers, supplier scheduling, and so on. Each of these processes is included in the overall system, but also that feedback is provided by the execution processes so the planning can be kept valid at all times.

Question 9

component

Answer 9

The raw material, part, or subassembly that goes into a higher-level assembly, compound, or other item. This term may also include packaging materials for finished items.

Question 10

continuous production

Answer 10

A production system in which the productive equipment is organized and sequenced according to the steps involved to produce the product. This term denotes that material flow is continuous during the production process. The routing of the jobs is fixed and setups are seldom changed.

Question 11

customer service

Answer 11

1) The ability of a company to address the needs, inquiries, and requests of customers. 2) A measure of the delivery of a product to the customer at the time the customer specified.

Question 12

data governance

Answer 12

The overall management of data’s accessibility, usability, reliability, and security. Used to ensure data record accuracy.

Question 13

delivery lead time

Answer 13

The time from the receipt of a customer order to the delivery of the product.

Question 14

demand lead time

Answer 14

The amount of time potential customers are willing to wait for the delivery of a good or a service.

Question 15

discrete manufacturing

Answer 15

The production of distinct items such as automobiles, appliances, or computers.

Question 16

downstream

Answer 16

Used as a relative reference within a firm or supply chain to indicate moving in the direction of the end customer.

Question 17

electronic data interchange (EDI)

Answer 17

The paperless (electronic) exchange of trading documents, such as purchase orders, shipment authorizations, advanced shipment notices, and invoices, using standardized document formats.

Question 18

engineer-to-order

Answer 18

Products whose customer specifications require unique engineering design, significant customization, or new purchased materials. Each customer order results in a unique set of part numbers, bills of material, and routings.

Question 19

enterprise resources planning (ERP)

Answer 19

Framework for organizing, defining, and standardizing the business processes necessary to effectively plan and control an organization so the organization can use its internal knowledge to seek external advantage. An ERP system provides extensive databanks of information including master file records, repositories of cost and sales, financial detail, analysis of product and customer hierarchies, and historic and current transactional data.

Question 20

fixed cost

Answer 20

An expenditure that does not vary with the production volume; for example, rent, property tax, and salaries of certain personnel.

Question 21

flow processing

Answer 21

In process systems development, work flows from one workstation to another at a nearly constant rate and with no delays. When producing discrete (geometric) units, the process is called repetitive manufacturing; when producing non-geometric units over time, the process is called continuous manufacturing. A physical-chemical reaction takes place in the continuous flow process.

Question 22

flow shop

Answer 22

A form of manufacturing organization in which machines and operators handle a standard, usually uninterrupted, material flow. The operators generally perform the same operations for each production run. A flow shop is often referred to as a mass production shop or is said to have a continuous manufacturing layout. The plant layout (arrangement of machines, benches, assembly lines, etc.) is designed to facilitate a product “flow.” Some process industries (chemicals, oil, paint, etc.) are extreme examples of flow shops. Each product, though variable in material specifications, uses the same flow pattern through the shop. Production is set at a given rate, and the products are generally manufactured in bulk.

Question 23

functional layout

Answer 23

A facility configuration in which operations of a similar nature or function are grouped together; an organizational structure based on departmental specialty (e.g., saw, lathe, mill, heat treat, press).

Question 24

Gantt chart

Answer 24

The earliest and best-known type of planning and control chart, especially designed to show graphically the relationship between planned performance and actual performance over time. Named after its originator, Henry L. Gantt, the chart is used for (1) machine loading, in which one horizontal line is used to represent capacity and another to represent load against that capacity; or (2) monitoring job progress, in which one horizontal line represents the production schedule and another parallel line represents the actual progress of the job against the schedule in time.

Question 25

gemba

Answer 25

The place where humans create value; the real workplace. Also a philosophy: “Go to the actual place, see the actual work

Question 26

genchi genbutsu

Answer 26

A Japanese phrase meaning to visit the shop floor to observe what is occurring.

Question 27

heijunka

Answer 27

In just-in-time philosophy, an approach to level production throughout the supply chain to match the planned rate of end product sales.

Question 28

intermittent production

Answer 28

A form of manufacturing in which the jobs pass through the functional departments in lots, and each lot may have a different routing.

Question 29

jidoka

Answer 29

The Japanese term for the practice of stopping the production line when a defect occurs.

Question 30

job shop

Answer 30

1) An organization in which similar equipment is organized by function. Each job follows a distinct routing through the shop. 2) A type of manufacturing process used to produce items to each customer’s specifications. Production operations are designed to handle a wide range of product designs and are performed at fixed plant locations using general-purpose equipment.

Question 31

just in time (JIT)

Answer 31

A philosophy of manufacturing based on planned elimination of all waste and on continuous improvement of productivity. It encompasses the successful execution of all manufacturing activities required to produce a final product, from design engineering to delivery, and includes all stages of conversion from raw material onward. The primary elements of just in time are to have only the required inventory when needed; to improve quality to zero defects; to reduce lead times by reducing setup times, queue lengths, and lot sizes; to incrementally revise the operations themselves; and to accomplish these activities at minimum cost. In the broad sense, it applies to all forms of manufacturing—job shop, process, and repetitive—and to many service industries as well

Question 32

kanban

Answer 32

A method of just-in-time production that uses standard containers or lot sizes with a single card attached to each. It is a pull system in which work centers signal with a card that they wish to withdraw parts from feeding operations or suppliers. The Japanese word kanban, loosely translated, means card, billboard, or sign, but other signaling devices such as colored golf balls have also been used. The term is often used synonymously for the specific scheduling system developed and used by the Toyota Corporation in Japan

Question 33

key performance indicator (KPI)

Answer 33

A financial or nonfinancial measure that is used to define and assess progress toward specific organizational goals and typically is tied to an organization’s strategy and business stakeholders. A KPI should not be contradictory to other departmental or strategic business unit performance measures. A metric used to measure the overall performance or state of affairs. SCOR level 1 metrics are considered KPIs.

Question 34

lean production

Answer 34

A philosophy of production that emphasizes the minimization of the amount of all the resources (including time) used in the various activities of the enterprise. It involves identifying and eliminating non-value-adding activities in design, production, supply chain management, and dealing with customers. Lean producers employ teams of multiskilled workers at all levels of the organization and use highly flexible, increasingly automated machines to produce volumes of products in potentially enormous variety. Lean production contains a set of principles and practices to reduce cost through the relentless removal of waste and through the simplification of all manufacturing and support processes

Question 35

logistics

Answer 35

1) In a supply chain management context, it is the subset of supply chain management that controls the forward and reverse movement, handling, and storage of goods between origin and distribution points. 2) In an industrial context, the art and science of obtaining, producing, and distributing material and product in the proper place and in proper quantities. 3) In a military sense (where it has greater usage), its meaning can also include the movement of personnel.

Question 36

make-or-buy decision

Answer 36

The act of deciding whether to produce an item internally or buy it from an outside supplier. Factors to consider in the decision include costs, capacity availability, proprietary and/or specialized knowledge, quality considerations, skill requirements, volume, and timing.

Question 37

make-to-order

Answer 37

A production environment where a good or service can be made after receipt of a customer’s order. The final product is usually a combination of standard items and items custom-designed to meet the special needs of the customer. Where options or accessories are stocked before customer orders arrive, the term assemble-to-order is frequently used.

Question 38

make-to-stock

Answer 38

A production environment where products can be and usually are finished before receipt of a customer order. Customer orders are typically filled from existing stocks, and production orders are used to replenish those stocks

Question 39

manufacturing lead time

Answer 39

The total time required to manufacture an item, exclusive of lower-level purchasing lead time. For make-to-order products, it is the length of time between the release of an order to the production process and shipment to the final customer. For make-to-stock products, it is the length of time between the release of an order to the production process and receipt into inventory. Included are order preparation time, queue time, setup time, run time, move time, inspection time, and put-away time.

Question 40

manufacturing philosophy

Answer 40

The set of guiding principles, driving forces, and ingrained attitudes that helps communicate goals, plans, and policies to all employees and that is reinforced through conscious and subconscious behavior within the manufacturing organization.

Question 41

manufacturing planning and control system (MPC)

Answer 41

A closed-loop information system that includes the planning functions of production planning (sales and operations planning), master production scheduling, material requirements planning, and capacity requirements planning. Once the plan has been accepted as realistic, execution begins. The execution functions include input-output control, detailed scheduling, dispatching, anticipated delay reports (department and supplier), and supplier scheduling. A closed-loop MRP system is one example of a manufacturing planning and control system

Question 42

manufacturing process

Answer 42

The series of operations performed upon material to convert it from the raw material or a semifinished state to a state of further completion. Manufacturing processes can be arranged in a process layout, product layout, cellular layout, or fixed-position layout. Manufacturing processes can be planned to support make-to-stock, make-to-order, assemble-to-order, and so forth, based on the strategic use and placement of inventories

Question 43

manufacturing resource planning (MRP II)

Answer 43

A method for the effective planning of all resources of a manufacturing company. Ideally, it addresses operational planning in units and financial planning in dollars, and has a simulation capability to answer what-if questions. It is made up of a variety of processes, each linked together: business planning, production planning (sales and operations planning), master production scheduling, material requirements planning, capacity requirements planning, and the execution support systems for capacity and material. Output from these systems is integrated with financial reports such as the business plan, purchase commitment report, shipping budget, and inventory projections in dollars. Manufacturing resource planning is a direct outgrowth and extension of closed-loop MRP.

Question 44

mass customization

Answer 44

The creation of a high-volume product with large variety whose manufacturing cost is low due to the large volume, allowing customers to specify an exact model out of a large volume of possible end items. An example is a personal computer order in which the customer specifies processor speed, memory size, hard disk size and speed, removable storage device characteristics, and many other options when PCs are assembled on one line and at low cost.

Question 45

master planning

Answer 45

A group of business processes that includes the following activities: demand management (which includes forecasting and order servicing); production and resource planning; and master scheduling (which includes the master schedule and the rough-cut capacity plan).

Question 46

materials management

Answer 46

The grouping of management functions supporting the complete cycle of material flow, from the purchase and internal control of production materials to the planning and control of work in process to the warehousing, shipping, and distribution of the finished product.

Question 47

modularization

Answer 47

In product development, the use of standardized parts for flexibility and variety. Permits product development cost reductions by using the same item(s) to build a variety of finished goods. This is the first step in developing a planning bill of material process.

Question 48

muda (waste)

Answer 48

In lean manufacturing, costs are reduced by reducing waste within a system. There are seven categories of waste: (1) overproduction—excess or too early; (2) waiting—queuing delays; (3) transportation—unneeded movements; (4) processing—poor process design; (5) motion—activities that do not add value; (6) inventory—stock that is sitting and is accumulating cost without necessarily providing value; (7) defective units—scrap or rework.

Question 49

mura

Answer 49

A Japanese word meaning unevenness or variability.

Question 50

muri

Answer 50

A Japanese word meaning strain or overburden

Question 51

nesting

Answer 51

The act of combining several small processes to form one larger process.

Question 52

one-card kanban system

Answer 52

kanban system where only a move card is employed. Typically, the work centers are adjacent; therefore, no production card is required. In many cases, squares located between work centers are used as the kanban system. An empty square signals the supplying work center to produce a standard container of the item.

Question 53

operations management

Answer 53

1) The planning, scheduling, and control of the activities that transform inputs into finished goods and services. 2) A field of study that focuses on the effective planning, scheduling, use, and control of a manufacturing or service organization through the study of concepts from design engineering, industrial engineering, management information systems, quality management, production management, inventory management, accounting, and other functions as they affect the operation.

Question 54

operator flexibility

Answer 54

Training machine workers to perform tasks outside their immediate jobs and in problem-solving techniques to improve process flexibility. This is a necessary process in developing a fully cross-trained workforce.

Question 55

order qualifiers

Answer 55

Those competitive characteristics that a firm must exhibit to be a viable competitor in the marketplace. For example, a firm may seek to compete on characteristics other than price, but in order to “qualify” to compete, its costs and the related price must be within a certain range to be considered by its customers.

Question 56

order winners

Answer 56

Those competitive characteristics that cause a firm’s customers to choose that firm’s goods and services over those of its competitors. Order winners can be considered to be competitive advantages for the firm. Order winners usually focus on one (rarely more than two) of the following strategic initiatives: price/cost, quality, delivery speed, delivery reliability, product design, flexibility, after-market service, and image.

Question 57

outsourcing

Answer 57

The process of having suppliers provide goods and services that were previously provided internally. Outsourcing involves substitution—the replacement of internal capacity and production by that of the supplier.

Question 58

package to order

Answer 58

A production environment in which a good or service can be packaged after receipt of a customer order. The item is common across many different customers; packaging determines the end product.

Question 59

participative design/engineering

Answer 59

A concept that refers to the simultaneous participation of all the functional areas of the firm in the product design activity. Suppliers and customers are often also included. The intent is to enhance the design with the inputs of all the key stakeholders. Such a process should ensure that the final design meets all the needs of the stakeholders and should ensure a product that can be quickly brought to the marketplace while maximizing quality and minimizing costs.

Question 60

performance standard

Answer 60

In a performance measurement system, the accepted, targeted, or expected value for the criterion.

Question 61

postponement

Answer 61

A product design or supply chain strategy that deliberately delays final differentiation (assembly, production, packaging, tagging, etc.) until the latest possible time in the process. This shifts product differentiation closer to the consumer to reduce the anticipatory risk, eliminating excess inventory in the form of finished goods in the supply chain.

Question 62

process flexibility

Answer 62

The design of the manufacturing system, including operators and machinery, that allows quick changeovers to respond to near-term changes in product volume and mix. A necessary tool in lean and just in time.

Question 63

procurement lead time

Answer 63

The time required to design a product, modify or design equipment, conduct market research, and obtain all necessary materials. Lead time begins when a decision has been made to accept an order to produce a new product and ends when production commences.

Question 64

product differentiation

Answer 64

A strategy of making a product distinct from the competition on a nonprice basis such as availability, durability, quality, or reliability

Question 65

product layout

Answer 65

Another name for flow process layout. A system that is set up for a limited range of similar products. Focused-factory production is also considered to be in this category.

Question 66

product life cycle

Answer 66

1) The stages a new product goes through from beginning to end (i.e., the stages that a product passes through from introduction through growth, maturity, and decline). 2) The time from initial research and development to the time at which sales and support of the product to customers are withdrawn. 3) The period of time during which a product can be produced and marketed profitably.

Question 67

product mix

Answer 67

The proportion of individual products that make up the total production or sales volume. Changes in the product mix can mean drastic changes in the manufacturing requirements for certain types of labor and material.

Question 68

production line

Answer 68

A series of pieces of equipment dedicated to the manufacture of a specific number of products or families.

Question 69

project management

Answer 69

The use of skills and knowledge in coordinating the organizing, planning, scheduling, directing, controlling, monitoring, and evaluating of prescribed activities to ensure that the stated objectives of a project, manufactured good, or service are achieved.

Question 70

pull system

Answer 70

1) In production, the production of items only as demanded for use or to replace those taken for use. 2) In material control, the withdrawal of inventory as demanded by the using operations. Material is not issued until a signal comes from the user. 3) In distribution, a system for replenishing field warehouse inventories where replenishment decisions are made at the field warehouse itself, not at the central warehouse or plant.

Question 71

purchasing lead time

Answer 71

The total lead time required to obtain a purchased item. Included here are order preparation and release time; supplier lead time; transportation time; and receiving, inspection, and put-away time.

Question 72

push system

Answer 72

1) In production, the production of items at times required by a given schedule planned in advance. 2) In material control, the issuing of material according to a given schedule or issuing material to a job order at its start time. 3) In distribution, a system for replenishing field warehouse inventories where replenishment decision making is centralized, usually at the manufacturing site or central supply facility.

Question 73

quick changeover

Answer 73

The ability to shorten machine setups between different machine operation requirements to increase process flexibility. Highest concentration is on first reducing external setup time, then on internal setup issues. This reduces economic order quantity, queue and manufacturing lead times, and work-in-process inventory; it improves quality, process, and material flows

Question 74

repetitive manufacturing

Answer 74

The repeated production of the same discrete products or families of products. Repetitive methodology minimizes setups, inventory, and manufacturing lead times by using production lines, assembly lines, or cells. Work orders are no longer necessary; production scheduling and control are based on production rates. Products may be standard or assembled from modules. Repetitiveness is not a function of speed or volume.

Question 75

risk management

Answer 75

The identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities.

Question 76

scrap

Answer 76

Material outside of specifications and possessing characteristics that make rework impractical

Question 77

service

Answer 77

Sometimes used to describe those activities that support the production or distribution functions in any organization, such as customer service and field service.

Question 78

service industry

Answer 78

1) In its narrowest sense, an organization that provides an intangible product (e.g., medical or legal advice). 2) In its broadest sense, all organizations except farming, mining, and manufacturing. Includes retail trade; wholesale trade; transportation and utilities; finance, insurance, and real estate; construction; professional, personal, and social services; and local, state, and federal governments.

Question 79

Shingo’s seven wastes

Answer 79

Shigeo Shingo, a pioneer in the Japanese just-in-time philosophy, identified seven barriers to improving manufacturing. They are the waste of overproduction, waste of waiting, waste of transportation, waste of stocks, waste of motion, waste of making defects, and waste of the processing itself.

Question 80

SMART

Answer 80

Abbreviation for organizational goals that are specific, measurable, achievable/attainable, relevant/realistic, and timely.

Question 81

strategic plan

Answer 81

The plan for how to marshal and determine actions to support the mission, goals, and objectives of an organization. Generally includes an organization’s explicit mission, goals, and objectives and the specific actions needed to achieve those goals and objectives

Question 82

subcontracting

Answer 82

Sending production work outside to another manufacturer.

Question 83

supplier lead time

Answer 83

The amount of time that normally elapses between the time an order is received by a supplier and the time the order is shipped

Question 84

supply chain

Answer 84

The global network used to deliver products and services from raw materials to end customers through an engineered flow of information, physical distribution, and cash.

Question 85

supply chain management

Answer 85

The design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand, and measuring performance globally.

Question 86

Term: Supply Chain Operations Reference (SCOR) model

Answer 86

A process reference model developed and endorsed by the APICS Supply Chain Council (SCC) as the standard cross-industry diagnostic tool for supply chain management. The SCOR model describes the business activities associated with satisfying a customer’s demand, which include plan, source, make, deliver, and return. Use of the model includes analyzing the current state of a company’s processes and goals, quantifying operational performance, and comparing company performance to benchmark data. SCOR has developed a set of metrics for supply chain performance, and APICS SCC members have formed industry groups to collect best practices information that companies can use to evaluate their supply chain performance.

Question 87

sustainability

Answer 87

An organizational focus on activities that provide present benefit without compromising the needs of future generations.

Question 88

tactical plan(s)

Answer 88

The set of functional plans (e.g., production plan, sales plan, marketing plan) synchronizing activities across functions that specify production levels, capacity levels, staffing levels, funding levels, and so on, for achieving the intermediate goals and objectives to support the organization’s strategic plan.

Question 89

takt time

Answer 89

Sets the pace of production to match the rate of customer demand and becomes the heartbeat of any lean production system. Computed as the available production time divided by the rate of customer demand. For example, assume demand is 10,000 units per month, or 500 units per day, and planned available capacity is 420 minutes per day. The takt time = 420 minutes per day ÷ 500 units per day = 0.84 minutes per unit. This takt time means that a unit should be planned to exit the production system on average every 0.84 minutes.

Question 90

total productive maintenance (TPM)

Answer 90

Preventive maintenance plus continuing efforts to adapt, modify, and refine equipment to increase flexibility, reduce material handling, and promote continuous flows. It is operator-oriented maintenance with the involvement of all qualified employees in all maintenance activities.

Question 91

two-card kanban system

Answer 91

A kanban system where a move card and production card are employed. The move card authorizes the movement of a specific number of parts from a source to a point of use. The move card is attached to the standard container of parts during movement of the parts to the point of use. The production card authorizes the production of a given number of parts for use or replenishment.

Question 92

U-lines

Answer 92

Production lines shaped like the letter “U.” The shape allows workers to easily perform several nonsequential tasks without much walk time. The number of workstations in a U-line is usually determined by line balancing. U-lines promote communication.

Question 93

UN Global Compact Management Model

Answer 93

A framework for guiding companies through the process of formally committing to, assessing, defining, implementing, measuring, and communicating the United Nations Global Compact and its principles.

Question 94

United Nations Global Compact

Answer 94

A voluntary initiative whereby companies embrace, support, and enact, within their sphere of influence, a set of core values in the areas of human rights, labor standards, the environment, and anticorruption

Question 95

upstream

Answer 95

Used as a relative reference within a firm or supply chain to indicate moving in the direction of the raw material supplier.

Question 96

value chain analysis

Answer 96

An examination of all links a company uses to produce and deliver its products and services, starting from the origination point and continuing through delivery to the final customer.

Question 97

variable cost

Answer 97

An operating cost that varies directly with a change of one unit in the production volume (e.g., direct materials consumed, sales commissions).

Question 98

VATI analysis

Answer 98

In the theory of constraints, a procedure for determining the general flow of parts and products from raw materials to finished products (logical product structure). A V logical structure starts with one or a few raw materials, and the product expands into a number of different products as it flows through divergent points in its routings. The shape of an A logical structure is dominated by converging points. Many raw materials are fabricated and assembled into a few finished products. A T logical structure consists of numerous similar finished products assembled from common assemblies, subassemblies, and parts. An I logical structure is the simplest of production flows, where resources are shared between different products and the flow is in a straight line sequence (e.g., an assembly line). Once the general parts flow is determined, the system control points (gating operations, convergent points, divergent points, constraints, and shipping points) can be identified and managed.

Question 99

waste

Answer 99

1) Any activity that does not add value to the good or service in the eyes of the consumer. 2) A by-product of a process or task with unique characteristics requiring special management control. Waste production can usually be planned and somewhat controlled. Scrap is typically not planned and may result from the same production run as waste.

Question 100

what-if analysis

Answer 100

The process of evaluating alternate strategies by answering the consequences of changes to forecasts, manufacturing plans, inventory levels, and so forth.

Question 101

work cell

Answer 101

Dissimilar machines grouped together into a production unit to produce a family of parts having similar routings.