Chapters 8-10 Of Om Collier/evans

Front 1

Product layout

Back 1

refers to the specific arrangement of physical facilities

Front 2

product layout

Back 2

is an arrangement based on the sequence of operations that is performed during the manufacturing of a good or delivery of a service.

Front 3

process layout

Back 3

consists of a functional grouping of equipment or activities that do similar work

Front 4

cellular layout

Back 4

the design is not according to the functional characteristics of equipment but rather by self-contained groups of equipment called cells needed for producing a particular set of goods or services

Front 5

Facility-layout studies are necessary whenever

Back 5

1. a new facility is constructed 2. there is a significant change in demand or throughput volume 3. a new good or services is introduced to the customer benefit package 4 different processes or equipment or technology is installed

Front 6

Limitations to process layout

Back 6

-high movement and transportation costs
-more complicated planning and control systems
-longer total processing time and higher worker-skill reqirements

Front 7

group technology

Back 7

the procedure of classifying parts into such families is called group technology

Front 8

Fixed position layout

Back 8

consolidates the resources necessary to manufacture a good or deliver a service such as people, materials and equipment in one physical location
-synonymous with "project" classification of processes

Front 9

Flow-blocking delay

Back 9

occurs when a work center completes a unit but cannot release it because the in progress storage at the next stage is full

Front 10

Lack-of-work delay

Back 10

occurs whenever one stage completes work and no units from the previous stage are awaiting processing

Front 11

Assembly line

Back 11

product layout dedicated to combining the components of a good or service that has been created previously

Front 12

assembly line balance

Back 12

a technique to group tasks among work stations so that each workstation has - in the ideal case - the same amount of work

Front 13

to balance must know

Back 13

1. the set of tasks to be performed and the time required to perform each task
2. the precedence relations among the tasks - that is, the sequence in which tasks must be performed
3. the desired output rate or forecast of demand for the assembly line

Front 14

cycle time

Back 14

the interval between successive outputs coming off the assembly line
CT = A/R

Front 15

Programs for designing layouts

Back 15

CRAFT (computerized relative allocation of facilities technique)
ALDEP (Automated layout DEsign Program)
CORELAP (Computerized RElationship LAyout Planning)

Front 16

Questions to be addressed at the work station level

Back 16

who will use the work place?
how will the work be performed?
what technology is needed?
what must the employee be able to see?
what must the employee be able to hear?
what environmental and safety issues needed to be addressed?

Front 17

Ergonomics

Back 17

concerned with improving productivity and safety by designing workplaces, equipment instruments computers workstations and so on that take into account the physical capabilities of people

Front 18

job

Back 18

the set of tasks an individual performs

Front 19

job design

Back 19

involves determining specific job tasks and responsibilities the work environment and the methods by which the tasks will be carried out to meet the goals of operations

Front 20

job enlargement

Back 20

the horizontal expansion of the job to give the worker more variety - although not necessarily more responsibility

Front 21

postproduction services

Back 21

billing, shipping, installation warranty and field repair, on-line training services, servicing loans/financing, returns/recycling, technical support

Front 22

contract manufacturer

Back 22

firms that specializes in certain types of goods-producing activities such as customized design manufacturing and works under contract for end users

Front 23

efficient supply chains

Back 23

are designed for efficiency and low cost by minimizing inventory and maximizing efficiency in process flow

Front 24

responsive supply chain

Back 24

focus on flexibility and responsive service are able to react quickly to changing market demand and requirements

Front 25

push system

Back 25

produces goods in advance of customer demand using a forecast of sales and moves them thru the supply chain to points of sale where they are stored as finished goods inventory

Front 26

pull system

Back 26

produces only what is needed at upstream stages in supply chain in response to customer demand signals from downstream stages

Front 27

push-pull system

Back 27

the point in the supply chain that separates the push system from the pull system

Front 28

postponement

Back 28

the process of delaying product customization until the product is closer to the customer at the end of the supply chain

Front 29

multisite management

Back 29

is the process of managing geographically dispersed service-providing facilities

Front 30

order amplification

Back 30

a phenomenon that occurs when each member of a supply chain orders up to buffer its own inventory

Front 31

supply chain metrics

Back 31

-delivery reliability
-responsiveness
-customer related measures
-supply chain efficiency
-financial measures

Front 32

center of gravity method

Back 32

determines the X and Y coordinates for a single facility

Front 33

issues in supply chain management

Back 33

-selecting transportation services
-supplier evaluation
-technology
-inventory management

Front 34

Vendor-managed inventory (VMI)

Back 34

where the vendor (a consumer goods manufacturer for example) monitors and manages inventory for the customer (a grocery store for example)

Front 35

capacity

Back 35

the capability of a manufacturing or service resources such as a facility process, workstation or piece of equipment to accomplish its purpose over a specified time period.

Front 36

economies of scale

Back 36

are achieved when the average unit cost of a good or service decreases as the capacity and/or volume of throughput increase

Front 37

capacity can be viewed 2 ways

Back 37

1. as the maximum rate of output per unit of time
2. as units of resource availability

Front 38

diseconomies of scale

Back 38

occur when the average unit cost of the good or service begins to increase as the capacity and/or volume of throughput increase

Front 39

focused factory

Back 39

a way to achieve economies of scale without extensive investments in facilities and capacity by focusing on a narrow range of goods or services, target market segments and or dedicated processes to maximize efficiency and effectiveness

Front 40

focused facilities can be dedicated to

Back 40

1 a few key products
2 a specific technology
3 a certain process design and capability
4 a specific competitive priority objective such as next day delivery
5 particular market segments or customers and associate volumes

Front 41

safety capacity (capacity cushion

Back 41

an amount of capacity reserved for unanticipated events such as demand surges material shortages and equipment breakdowns

Front 42

Capacity required =

Back 42

Setup time + (processing time * order size)

Front 43

complementary goods and services

Back 43

can be produced and delivered using the same resources available to the firm but whose seasonal demand patterns are out of phase with each other

Front 44

4 strategies for expanding capacity over time

Back 44

1. one large capacity increase
2 small capacity increases that match average demand
3 small capacity increases that lead demand
4 small capacity increases that lag demand

Front 45

managing capacity by adjusting short therm capacity levels

Back 45

-add or share equipment
-sell unused capacity
-change labor capacity and schedules
-change labor skill mix
-shift work to slack periods

Front 46

managing capacity by shifting and stimulating demand

Back 46

-vary the price of goods or services
-provide customers with information
-advertising and promotion after holiday
-add peripheral goods and/or services
-provide reservations

Front 47

reservation

Back 47

a promise to provide a good or service at some point in the future

Front 48

Theory of constraints

Back 48

set of principles that focus on increasing total process throughput by maximizing the utilization of all bottle--neck work activities and work stations

Front 49

throughput

Back 49

the amount of money generated per time period through actual sales

Front 50

constraint

Back 50

anything in an organization that limits it from moving toward or achieving its goal

Front 51

physical constraint

Back 51

associated with the capacity of a resource such as a machine employee or workstation

Front 52

bottleneck work activity

Back 52

one that affectively limits the capacity of the entire process

Front 53

non-bottleneck work activity

Back 53

one in which idle capacity exists

Front 54

non-physical constraint

Back 54

environmental or organizational such as low product demand or an inefficient management policy or procedure