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Operations Management > OM Test 2 > Flashcards

OM Test 2 Flashcards

(93 cards)

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1
Q

hard technology

A

hardware-equipment and devices

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2
Q

soft technology

A

software-application of internet, computer software and info systems

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3
Q

Computer-integrated manufacturing systems

A

automating and controlling production activities

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4
Q

numerical control

A

machine that controls the movements of a tool to make complex shapes

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5
Q

RFID

A

knowing where inventory is

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6
Q

lights out manufacturing

A

factories running overnight with no one there

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7
Q

CAD/CAE

A

enables engineers to simulate products before they exist

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8
Q

CAM

A

Computer control of the manufacturing process

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9
Q

Flexible manufacturing systems (FMS)

A

2+ computer computer-controlled machines linked

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10
Q

return facilitators

A

handle when a customer is not satisfied with a product

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11
Q

enterprise resource planning

A

systems that integrate a business into an info system (focus: POs, invoices)

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12
Q

business analytics

A

integrating and analyzing data throughout the value chain with an info system

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13
Q

Customer relationship management

A

info system that looks at the market and customers

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14
Q

sociotechnical system

A

synthesis of technology, people and processes

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15
Q

scalability

A

measure of the contribution margin required to deliver a good as the business grows and volumes increase

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16
Q

key info systems that drive value chain management

A
  • customer relationship management

- enterprise resource planning

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17
Q

Steps in designing goods and services

A

1) mission, vision
2) market analysis
3) CBP design
4) detailed design
5) market introduction
6) market evaluation

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18
Q

quality function deployment

A

putting the customer voice into errthing

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19
Q

nominal

A

a specified target dimension on a design blueprint

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20
Q

tolerance

A

range of permissible variation

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21
Q

taguchi loss function

A

l(x)=k(x-t)2

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22
Q

parts of taguchi loss funtion

A

l(x)= monetary loss
x+actual value of the dimension
k=constant that translates the deviation into dollars

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23
Q

reliability

A

probability that goods live up to promise (value between 0 and 1)

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24
Q

series system

A

if one component fails, the entire system fails

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25
reliability of a series system
product of all the possibilities of each process in a system
26
parallel systems
functions are independent, system will only fail if all components fail
27
manufacturability
designing a product for efficient production at the highest level of quality
28
service delivery system design
facility location, layout, servicescape, process and job design, tech and info support systems
29
servicescape
physical evidence that customer can use to form an impression
30
service process design
activity of developing an efficient process to satisfy internal and external customer requirements
31
customer contact
physical or virtual presence of the customer in the service delivery system during a service experience (percentage compared to overall time)
32
steps to something being viable
1) scientific 2) mainstream 3) financially
33
types of processes
projects, job shop, flow shop, continuous flow
34
projects
large-scale, customized initiatives that consist of smaller tasks and activities that must be coordinated
35
job shop
organized around particular types of general purpose equipment that are flexible and capable of customization
36
flow shop
organized around a fixed sequence of activities, like an assembly line
37
continuous flow
creates highly standardized goods or services 24/7 in high volumes
38
product life cycle
introduction, growth, maturity, decline and turnaround
39
the product-process matrix
alignment of process choice with the characteristics of the manufactured good
40
pathway
unique route through a service system
41
customer-routed services
offer customers freedom to select pathway
42
provider-routed service
limited number of predefined pathways that customers can follow
43
levels of process design
task-specific unit of work required to create an output activity- group of tasks processes- group of activities value chain- network of processes
44
process map (flowchart)
sequence of all process activities and tasks necessary to create and deliver a desired output or outcome
45
value stream
value-added activities involved production
46
flowtime
amt of time taken to produce the product or fulfill the order
47
utilization=
resources used/resources available demand rate/(service rate x numbers of servers)
48
throughput
parts per day, transactions per minute, etc
49
bottleneck
work activity that effectively limits throughput of the entire process
50
theory of constraints
bottleneck- if a specific dept can't handle the demand, they are the bottleneck.
51
work in process=
throughput x flowtime
52
layout studies
minimize delays in materials handling and customer movement
53
types of layout patterns
product, process, cellular, fixed-position
54
product layout
arrangement based on the sequence of operations that is performed during manufacturing of a good
55
product layout advantages and disadvantages
adv: high output rates, lower WIP inventories, less material handling, simple Dis: breakdown in one place can shut errthing down, lmtd flexibility
56
product layout shape
u-shape and straight line is common
57
process layout
functional grouping of equipment or activities that do similar work - provide flexibility - require lower investment in equipment - same equipment can produce different things
58
cellular layout
self-contained groups of equipment needed for producing a particular set of goods or services Advantages- quick quality response, efficient use of floor space, more worker responsibility
59
fixed position layout
brings the stuff to the product (like a plane)
60
flow-blocking
bottlenecking
61
lack of work
when one stage completes work and there is nothing else for them to work on
62
assembly line balancing
attempt to group tasks among workstations
63
theory of constraints: what causes the slow down?
machine, man, method (layout), material
64
buffer inventory
WIP inventory
65
value added to WIP goods
labor and energy
66
cycle time
the start of 1 product to the start of the next
67
Cycle time=
CT=A/R A=available time to produce the output R=output (demand forecasts)
68
If the required cycle time is smaller than the larger task time
the content must be split
69
total time available
total time available=number of work stations x cycle time
70
total idle time
total idle time=n x CT -ET
71
minimum number of workstations required
min # of workstations required = sum of task times/CT
72
assembly line effeciency
assembly line efficiency= ET/(N x CT)
73
balance delay
balance delay= 1-assembly line effeciency
74
what do all these letters mean?
N=number of workstations CT=cycle time ET=Sum of task times
75
heuristics
decision rules
76
job enlargement
horizontal expansion of the job to give the worker more variety
77
job enrichment
vertical expansion of job duties to give the worker more responsibility (using teams is ex.)
78
supply chain
coordinates the flow of materials, services, and info among supply chain to maximize customer value
79
supply chain management
management of all activities that facilitate the fulfillment of a customer order for manufactured goods
80
Supply Chain Operations Reference Model (SCOR)
framework for understanding the scope of SCM
81
contract manufacturer
outsourcing: firm that specializes in certain types of goods-producing activities
82
third-party logistics (3PL) provider
provide integrated services to a company (in theory, they create efficiency)
83
efficient supply chain
low-cost: minimizes inventory and maximizes efficiency
84
responsive supply chain
high service: flexibility
85
push system
runs in advance of demand, uses forecast sales and stores finish goods inventory
86
pull system
low-cost, low-service, produces only what is needed in queues (ex, handmade stuff)
87
postponement
process of delaying product customization until the end of the supply chain
88
sustainable supply chains
reduce costs while helping the environment
89
green sustainable supply chain
the process of using environmentally friendly inputs
90
manufactured good recovery, reverse logistics
managing the flow of finished goods, materials or components that can be discarded
91
location decisions in value chains
where is it cheaper? (also consider employee demands)
92
what is important in managing supply chains
global sourcing, transportation services
93
vendor managed inventory
all the inventory you keep that doesn't directly go into the product you're making (like office supplies)

Operations Management (4 decks)

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