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82 Cards in this Set
- Front
- Back
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Location and Layout Considerations?
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Regional Factors
Mutiple Plan Strategies Site realted factors Community considerations |
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Transportation Model
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Decision based on movement costs of raw materials or finished goods
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Factor Rating
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Decision based on quantitative and qualitative inputs
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Center of Gravity Method
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Decision based on minimum distribution costs
Xcg = ( xi * Wi ) / ( Wi ) Ycg = ( Yi * Wi ) / ( Wi ) |
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Product layout
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Layout that uses standardized processing operations to achieve smooth, rapid, high-volume flow
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Process layout
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Layout that can handle varied processing requirements
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Fixed Position layout
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Layout in which the product or project remains stationary, and workers, materials, and equipment are moved as needed
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Design of Work Systems (6)?
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Specialization
Behavioral Approaches to Job Design Teams Methods Analysis Motions Study Working conditions |
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Job Enlargement
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Giving a worker a larger portion of the total task by horizontal loading
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Job Roation
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Workers periodically exchange jobs
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Job Enrichment?
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Increasing responsibility for planning and coordination tasks, by vertical loading
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Process Analysis?
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Cycle time
Throughput time Bottlenecks Capacity utilization Yield |
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Preformance?
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main characteristics of the product/service
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Aesthetics?
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appearance, feel, smell, taste
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Conformance?
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how well product/service conforms to customer’s expectations
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Durability?
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useful life of the product/service
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Serviceability?
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serivce after slaes
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Reliability?
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consistency of performance
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Failure Cost?
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costs incurred by defective parts/products or faulty services.
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Internal Failure Costs?
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Costs incurred to fix problems that are detected before the product/service is delivered to the customer.
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External Failure Costs?
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All costs incurred to fix problems that are detected after the product/service is delivered to the customer.
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Appraisal Costs?
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Costs of activities designed to ensure quality or uncover defects
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Prevention Costs?
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All TQ training, TQ planning, customer assessment, process control, and quality improvement costs to prevent defects from occurring
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Services?
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Tangible – intangible
Services created and delivered at the same time Services cannot be inventoried Services highly visible to customers Services have low barrier to entry Location important to service Range of service systems Demand variability |
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Service Design Involves?
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The physical resources needed
The goods that are purchased or consumed by the customer Explicit services Implicit services |
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Service Delivery System?
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Facilities
Processes Skills |
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Phases of Service Design?
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Conceptualize
Identify service package components Determine performance specifications Translate performance specifications into design specifications Translate design specifications into delivery specifications |
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ISO 14000?
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ISO 14000 family of standards on environmental management was developed to provide a practical toolbox to assist in the implementation of actions supportive to “sustainable development”.
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Sustainable Development Key Limits?
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the concept of "needs", in particular the essential needs of the world's poor, to which overriding priority should be given;
and the idea of limitations imposed by the state of technology and social organization on the environment's ability to meet present and the future needs. |
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Quality Assurance?
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Emphasis on finding and correcting defects before reaching market
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Strategic Approach?
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Proactive, focusing on preventing mistakes from occurring
Greater emphasis on customer satisfaction |
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Determinantes of Quality?
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Design
Ease of Use Conforms to Design Serivce |
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Quality?
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is the ability of product or service to consistently meet or exceed customer expectations
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Aggregate Planning?
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Intermediate-range capacity planning, usually covering 2 to 12 months.
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Aggregate Planning Stratgies?
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Proactive
Alter demand to match capacity Reactive Alter capacity to match demand Mixed Some of each |
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Demand Options? (4)
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Pricing
Promotion Back orders New demand |
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Capacity Options? (5)
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Hire and layoff workers
Overtime/slack time Part-time workers Inventories Subcontracting |
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Avg Inv?
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Beg Inv + End Inv
/ 2 |
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Level Capacity?
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Maintaining a steady rate of regular-time output while meeting variations in demand by a combination of options.
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Chase Demand?
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Matching capacity to demand; the planned output for a period is the expected demand for that period.
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Worker in a Period =
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Beg Worker + New Hire - New Layoff
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End Inv =
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Beg Inv +Current Productoin - Demand Satisifed
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Avg Inv =
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Beg Ince + End Inv
/ 2 |
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Process?
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a means for converting various inputs (land, labor, capital, information) into outputs (goods and services).
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Time Standard?
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The expected amount of time to perform an activity. Used for planning and costing purposes. Comparing standards to actual time is a way to gauge process efficiency.
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Work Center?
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A place where an activity or a set of related activities are conducted.
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Operating Unit?
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A collection of work centers
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Capacity?
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the extent to which an operating entity is able to convert inputs into outputs. The most useful way to define capacity is in output per time period:
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Capacity if consumed in three activites? (3)
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Set up time - time required to prepare for processing
Run time - time required for actual processing Change over time - time to change jobs |
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Bottleneck?
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The work center with the least amount of capacity. The capacity of the bottleneck defines system capacity.
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Cycle Time?
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Interval between units of output for an entity operating at capacity.
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Capacity in Units =
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Time Available
/ Cycle time |
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Throughput Time?
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Interval between an unit of output starting and completing production.
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Yeild?
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percentage of good items produced. Scrap equals 1 - yield.
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Method Analysis?
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Changes in tools and equipment
Changes in product design or new products Changes in materials or procedures Other factors |
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Procedure in Method Analysis?
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Identify the operation to be studied.
Document the current method. Analyze the job Propose new methods Install new methods Follow up |
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Motion Study?
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is the systematic
study of the human motions used to perform an operation |
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Therbling?
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Basic elemental motions that make up a job.
Search Select Grasp Hold Transport load Release load |
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Successful Job Design has 5 things? (5)
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Carried out by experienced personnel with the necessary training and background
Consistent with the goals of the organization Should be measurable In written form Understood and agreed to by both management and employees |
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Job Shop?
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small scale proces type
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Prepetitive / Assembly Line
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High volumes of standardized goods or services
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Continuous?
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Very High OClumes of non-discrete goods
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Batch?
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Moderate Voulume
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Layout?
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the configuration of departments, work centers, and equipment, with particular emphasis on movement of work (customers or materials) through the system
Product layouts Process layouts Fixed-Position layout Combination layouts |
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Objective of Layout Desing?
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Facilitate attainment of product or service quality
Use workers and space efficiently Avoid bottlenecks Minimize unnecessary material handling costs Eliminate unnecessary movement of workers or materials Minimize production time or customer service time Design for safety |
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Product Layout?
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Layout that uses standardized processing operations to achieve smooth, rapid, high-volume flow
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Process Layout?
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Layout that can handle varied processing requirements
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Fixed Position Layout?
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Layout in which the product or project remains stationary, and workers, materials, and equipment are moved as needed
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Total Inv Units =
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Raw materials (RM) Cycle Stock + RM Safety Stock (SS) + Work in Process (WIP) + Finished Goods (FG) Cycle Stock + FG Safety Stock (SS)
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WIP Inv =
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Units/period* Production Lead-time
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MRP
Material Requirement Planning |
Computer-based information system that translates master schedule requirements for end items into time-phased requirements for subassemblies, components, and raw materials.
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Dependent Demand?
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Demand for items that are subassemblies or component parts to be used in production of finished goods.
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MRP Inputs?
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Master Production Schedule
Time-phased plan specifying timing and quantity of production for each end item. Material Requirement Planning Process |
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Master Schedule?
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One of three primary inputs in MRP; states which end items are to be produced, when these are needed, and in what quantities.
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Cumulative Lead Time?
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The sum of the lead times that sequential phases of a process require, from ordering of parts or raw materials to completion of final assembly.
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BOM?
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One of the three primary inputs of MRP; a listing of all of the raw materials, parts, subassemblies, and assemblies needed to produce one unit of a product.
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Product Strucutre Tree?
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Visual depiction of the requirements in a bill of materials, where all components are listed by levels.
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Net Requirements =
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Gross Requirements – Available Inventory
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Available Inventory =
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Projected on hand– Safety stock – Inventory allocated to other items
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Planned Orders?
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schedule indicating the amount and timing of future orders.
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Order Releases?
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Authorization for the execution of planned orders.
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Benefits of MRP?
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Low levels of in-process inventories
Ability to track material requirements Ability to evaluate capacity requirements Means of allocating production time |
