COB 300 OPERATIONS TEST 1

processes

converting inputs to outputs

strategies

road ma

balanced scorecard approach

top down management system that organizations use to clarify their vision and transform them into action

make to stock

tv.s clothes packaged food

poka yokes

procedures that blocks a mistake from becoming a device defect

project

product remains in fixed location massive products

process intensive products

production process has an impact on the properties of the procuts

4 sources of variation

variety of goods and services being offered structural variation in demand random variation assignable variation

operations finance marketing

3 functions of business organizations

order qualifiers

characteristics that customers perceive as minimum standards of acceptability for a product or service to be considered as a potential purchase

orer winners

charctersitcs job a good or serve that cause it to be perceived as better than competition

operational processes

core processes that make up the value stream

continuous process

covers raw materials int finished products in one process

manufacturing cell

dedicated area where group of similar products are produced

assemble to order

dell computers

goals

destinations

technology push products

firms begin with new technology and look for a marketqplatform productsqbuitl around a preexisting technology subsystem

agile operations

focus on flexibility and adaptability to change

quality based

focuses on quality in all forms of organziztion

time based

focuses on reducing time needed to accomplish task

upper management processes

govern operation of the entire organization

work center (job shop)

great flexibility to produce variety of products lower volume levesl

schematic model

looks less like real life than physical model

physical model

looks like real life counterparts

mathematic

looks nothing like real life

operations management

management of systems of processes that create goods and services

house of quality

matrix that helps the design translate customer requirements into operating and engineering goalsq

productivity

measure of the effective use of resources output over input

logistics processes

movement of things such as materials people or finished goods

customized products

new products are slight variations of existing configurations

utilizATION

RATIO OF THE TIME HTHAT A RESOURE IS ACTIVATED RELATIVE TO THE TIME THAT IT IS AVAILBE FOR USE

bottleneck

a resource that limits the capacity or maximum output of the process

serial flow process

a single path for the system

lean manufacturing

achieving high levels of customer service with minimal inventory

blocking

activities in the stage must stop because there is no pace to deposit the item just cccompleted

make to order

aircrafts

contract manufacturer

an organization capable of manufacturing and or purchasing all the components needed to produce a finished products

value analysis (value engineering)

analysis with the purpose of simploiyging products and processes by achieving better performance t lower cost

generic

begins w a marketing opportunity and teams select appropriate technologies to meet customers needs

variation

can be disruptive to operations and supply chain processes :additional costs, delays and shortages, poor quality, inefficient work systems

quality function deployment

helps company determine product characteristics important to the consumer and to evaluate its own product in relation to others.

competitiveness

how effectively an organization meets the wants and needs of customers relative to others that offer similar goods and services

ways businesses compete

identify consumer wants and needs price and quality advertising and promoition product differentitation flexibility delivery time

quick build products

rapid modeling and prototyping enables many design build test cycles

mission statement

serves as a basis for organizational goals

parallel process

some of production has alternate paths were two or more mechanisms are used to increase capacity

buffering

storage area between stages where the output of a state is placed prior to being use in a downstream stage

supporting processes

support core processes

complex sysstems

systems must be decamped into several subsystems and many omponents

high risk products

technical or market uncertainties create high risk of failures

starving

the activities in a stage must stop bc there is no work

lead time

time needed to respond to a customer order

customer ordering decoupling point

where inventory is position in the supply chain to allow process or entities to operate independently

operations manager

who guides the system through decision making---- has to make design and operating decisions

assembly line

work stations are aligned in order how its made

vertical job enrichment

worker is involved in planning organizing and inspecting work

horizontal enrichment

workers perfume greater number of variety of task

engineer to order

works with customers to design product then make it from purchase materials and parts