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53 Cards in this Set
- Front
- Back
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productivity
def equation 3 variable |
-measure of process improvement'
=output/input'' -labor, capital, management |
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ulitilization
def equation |
def: percent of design capacity actually achieved.
=actual output/design capacity |
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design capacity
def level of accuracy |
maximum theoretical output of a system in a given period under IDEAL conditions.
-least accurate capacity |
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effective capacity
def level of accuracy |
firm EXPECTS to achieve given the current operating constraints (i.e. worker fatigue)
middle: more accurate than design, not as accurate as rated capacity |
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rated capacity
def equation level of accuracy |
maximum usable output given utilization and efficiency
RC=(design capacity)(utilization)(efficiency) -most accurate bc accounts for most |
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efficiency
def equation -do managers tend to get evaluated on efficiency or utilization? |
actual output as a percent of effective capacity
=actual output/effective capacity -evaluated on EFFICIENCY! |
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difference between utilization and efficiency
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efficiency: actual output/EFFECTIVE CAPACITY
utilization: actual output/DESIGN CAPACITY |
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MAD formula
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E l actual-forecasted l / number of periods of data
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MSE formula
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E (forecasted errors)squared / number of periods in a given data
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littles law equations
1. inventory 2.flow time 3.inventory turns 4. COGS |
1. Inventory= Flow Rate * Flow time
I=R*T 2.flow time= $ Inventory / COGS 3. inv. turns= 1/ flow time 4. COGS = quantity sold * cost at inventory |
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outsourcing
questions to ask |
Make vs. Buy: which is more EFFICIENT?
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which Supply chain strategy is this?
-ST -many sources per item -infrequent, large lots |
many suppliers strategy
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which Supply chain strategy is this?
-partnership (JIT) -LT -frequent, small lots |
few suppliers strategy
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which Supply chain strategy is this?
-system of mutual alliances and cross-ownership (partnerships link across entire supply chain) |
keiretsu (affiliated chain) strategy
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forward integration vs. backward integration
def of both category of supply chain strategy ex |
forward: acquisition of retail outlets by a manufacturer
backward: acquire suppliers of input -vertical integration supple chain strategy ex./ nike forward: u buy nike shirt from nike outlet store backward: u buy nike shirt from Kohl's (athletic clothing supplier) |
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which Supply chain strategy is this?
-network of independent companies -linked by technology -ST or LT (until objective met) |
virtual company strategy
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logistics management
ex. 2 way to gain comp adv. |
shipping!
1.lower costs 2.improved customer service |
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off shoring is a type of ____.
define ex |
outsourcing
moving processes to a foreign country but maintaining control. ex./call centers in India |
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which process strategy is this?
-organized around process -low throughput -high flexibility ex. |
process-focused strategy
ex. is dad's shop, hospital |
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which process strategy is this?
-organized by assembly lines -characterized by modules -modules combine for many output options -can have one unit flow or multiple unit flow give ex |
repetitive-focused
ex./mcdonalds, car assembly line |
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which process strategy is this?
-high volume -low variety products -organized around the product -discrete or continuous process managment |
product-focused
ex./ pepsi soft drink, mass flu shots |
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4 Rs of sustainability
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Resources, Recycling, Regulations, Reputation
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bottleneck
def aka it has the lowest ___ ___ |
the limiting factor or constraint of flow in a system
-process time of system has the lowest EFFECTIVE CAPACITY. |
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process time of system
def |
longest process (slowest working station) in the system
BOTTLENECK PROCESS TIME |
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process cycle time
def |
the time it takes for a unit product to go through entire empty system
START TO FINISH |
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JIT mgmt prerequisites
-type of manufacturing? -what is a focused factory? -____ flexibility -ability for ____ production |
-repetitive manufacturing
-dedicated factory to prduct 1 product -VOLUME flexibility -LEAN production |
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4 elements of JIT
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pull system, teamwork, TQM, problem solving
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kanban
-means -def -used during (pull/push) system -can it have multiple unit flow? |
-means 'card'
-any way to convey a signal to start the downstream production. -uses PULL -YES, can have MULTIPLE UNIT FLOW |
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JIT exposes problems and bottlenecks caused by _______.
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VARIABILITY
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types of waste (7)
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Types, Wastes, Double I, OMP
T-transportation W-waiting I-inventory I-Inefficient processing O-overproduction M-unnecessary Motion P-product defects |
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5 determinants of quality
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(don't customers price service & organization?)
D, C, P, S, O 1. Design of product/service 2. Conformance to standards 3. Process capability to produce good quality products 4. customer Service quality 5. Organizational culture |
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4 COQ
1. what is COQ 2. name and define 4 costs 3. ex. |
COST OF QUALITY
1. prevention costs-being proactive ex./training 2. appraisal costs-evaluating products ex./lab tests 3. internal failure-production of defects BEFORE DELIVERY ex./rework, downtime 4. external failure- Production of defects AFTER DELIVERY ex./returned goods, liability |
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TQM
def objective 5 principles |
a quality system involving ENTIRE ORG. from supplier to customer
objective: meet or exceed customer needs through COMPANY-WIDE CONTINUOUS IMPROVEMENT 5 principles: continuous improvement (6sigma), JIT, benchmarking, empowerment, knowledge of TQM tools (pareto charts, QFD, SPC) |
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QFD
stands for what is it |
quality function deployment
-TQM tool -product design process using cross-functional teams -involves 4 matrices |
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Pareto Chart
-what is it -what rule is this based off |
-TQM tool
-way of organizing errors, problems, or defects to help focus on MAIN (2-3)problem-solving efforts (vs. many, which includes less important ones). -80/20 rule: 80% of problems come from 20% of errors. |
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cause-and-effect diagram
-aka -4 main 'bones' -discover___ of error |
fish bone diagram
method, manpower, machinery, material -discover LOCATIONS of error |
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service quality attributes (5)
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TRARE
tangibles, responsiveness, assurance, reliability, empathy |
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poka-yoke
def ex. |
fool proofing error techniques
ex./ unleaded gas pump does not fit in premium only tank |
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does inspection add value to a product?
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NO!
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2 types of variation
1. unassignable, chance 2. assignable -can be controlled? -ex./ of each |
1. unassignable, chance
-NOT controllable -ex./flipping a coin 2. assignable -YES controllable -identify cause of variation -ex./ machine not properly programed |
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goal of SPC
-what does it NOT do? |
detect a change in process (determine in control or out of control)
-does not determine WHAT needs to be fixed. |
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6 sigma program says u can have _ defects/1 million
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3.4 defects / 1 million
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3 project management activities
-name and give objectives in each |
PSC
Planning-reseources, organization Scheduling- start and end times Controlling- monitor, compare |
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3 types of project management scheduling techniques
-name and define |
1. Gantt chart -do not show relationships
2. CPM (critical path method)-consider precedence relationships, network technique 3. PERT-consider precedence relationships, network technique |
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T/F: aggregate forecasts are more accurate than individual forecasts.
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TRUE! aggregate=group
as n increases->better more diverse forecast |
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accuracy (^,v) as future increases
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accuracy decreases
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qualitative forecast methods
1. naive method 2. jury of executive opinion 3. delphi method 4. sales force composite 5. consumer market survey |
1. naive method: next period=previous period
2. jury of executive opinion:use high-level managers to make educated guess 3. delphi method: group process of experts 4. sales force composite 5. consumer market survey: uses consumer opinions to predict forecasts |
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a qualitative forecast that is the most cost-effective and efficient objective forecast.
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naive method!
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Moving average equation
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E demand in previous N months / N
N=number of periods in the moving average (i.e. 3-month moving average, N=3) |
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weighted moving average equation
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E(weights for period N)(Demand in period N) / sum of the weights
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for moving average, increasing n (^,v) sensitivity to REAL changes in the data.
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decreases
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Quantative forecasting methods
-times series -causal models 1. name types for each |
times series: moving avg, exp. smoothing, trend projection
causal: linear regression |
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steps to determine season indices
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1. find average of historical months
2. find average demand of ALL months...same numerator of average monthly demand / same denominator of number of months aka 12. 3. compute (1)/(2) 4. compute next year's annual demand 5. divide by 12 * seasonal forecast |
