Oms311-Midterm1-Part 2

Front 1

queue discipline

Back 1

priority rule or set of rules for determining the order of service to customers in a waiting line

Front 2

single channel, singl phase

Back 2

one line

Front 3

single channle, multiphase

Back 3

carwash

Front 4

multichannel, single phase

Back 4

grocery lines

Front 5

multichannel, multiphase

Back 5

admission of patients in a hospital

Front 6

mixed lines

Back 6

multiple-to-single chanell strucure (merge into one line)or alt. path strcutures(swith from one line to the next

Front 7

two forms of exiting

Back 7

1 returnn and want service again
2. low probability of reservice

Front 8

flow shops

Back 8

hihg-volume sales of standardized procuts
-materials move continuously
-high outpur rtates
-not effieicenat making alternative products
-compete on narrow product lines
-compete on cost
-labor divided into relatively quick, simple tasks
-large-scale facilities
-make lines
-quality=conformance to stds.

Front 9

flow shop opeartions

Back 9

-coordinated and interdependent
-WIP=low, inventories of raw materials are high
-straightforward order-entry processe
-automated production scheduling and process control
-high utilization is sought to make maximal use of fixed investment
-capacity=easy to measure
-info and decision needs for daily process control are simple
-environemtnal concerns are visible (lots of pollution made)

Front 10

flow shop, opportunities for compettiive advantage

Back 10

-cost reduction
-differentiate on delivery
-differentiate on service

Front 11

job shops

Back 11

-custom items
-need to plan ahead
-each item goes into the different paths
-low utilization rates
-small scale

Front 12

job shop operations

Back 12

-work stations indepednent
-individual contracts are more prevalent
-low raw material and finished goods inventories, high WIP inventories
-complex order processing
-relies on human judgement
-capacity is difficult to measure
-

Front 13

job shop, opportunities for competitive advantage

Back 13

-process design skills
-technological capabilities (machines and humans)
-human resources
-managerial technology

Front 14

batch-flow processes

Back 14

-can make more than one standardized product
-usually narrow, equipemtn and labor can be redeployed to effidciently produce any one of the products

Front 15

project

Back 15

one of a kinda job, to be performed once only

Front 16

flexible manufacutring

Back 16

difference b/t flow shops and job shops-> customized or high-volume production

Front 17

product design

Back 17

desiginign goodes with attention given to how the goods will be manufactured

Front 18

process design

Back 18

choice of technologies and skills, and the arrangement of resources to execute the production task

Front 19

predictable variability

Back 19

demand has pattern

Front 20

stochastic variability

Back 20

no pattern-->random

Front 21

throughput rate

Back 21

average number of parts departing (After successful service) per unit time,

Front 22

variability hurts

Back 22

the performance of a productive system;when variability is present, average rates dont tell the whole system

Front 23

blocked

Back 23

arriving part that is prevented from entering the system b/c the line has been blocked

Front 24

starved

Back 24

work station is ready to produce but has nothing to work on ->loss of throughput rate and loss of effective capacity

Front 25

buffer

Back 25

any accumulation of material b/t 2 systems that decouples them and increases their ability operate independnetly

Front 26

buffer size

Back 26

parts will not be able to accumulate w/o bound, so there is an upper limit on the amt. of inventory held

Front 27

generally want 80% capacity

Back 27

to meet demand.

Front 28

once buffers are expanded w/o limit, only ways to increase throughput rate

Back 28

-increase raw capacity
-decrease variabliltiy

Front 29

in PK formula, unless it is a deterministic system, number of parts in a system and the queue length will be

Back 29

infinite, unless p is strictly less than one

Front 30

in PK formula, if Ca or Cs is nonzero, tan the queue length will

Back 30

increase with the utilization p in a dramatically nonlinear fashion

Front 31

in PK formula, the queue length will increase

Back 31

w/ the variabitliy in the system (Ca or Cs)

Front 32

little's law

Back 32

I=R*T
-waiting time is directly proportional to the queue length
-throughput time for an item is proportional to WIP inventory

Front 33

quality of product can suffer as a result of holding too much inventory b/c..

Back 33

-slow response to defected prdocuts
-long turnaround time to customers
-inventory can deterioarte
-"sloppy" workplace
-problems can be hidden within the inventory

Front 34

passive approach

Back 34

alowing build up of invenotry to increase throughput of a system subject to variability ->mitgate the variability's effects on the system

Front 35

active approach

Back 35

changing the system instead of tolerating its current level of performance

Front 36

safety stock

Back 36

helt do protect against stochastic variability, and is defined as the surplus above expected demand that is carried to avoid starving a process in a variable system

Front 37

seasonal inventories

Back 37

result from predictable seasonal variations in the production or demand processes

Front 38

cycle stock

Back 38

inventories driven by periodic production cycles

Front 39

slip/skip

Back 39

when someone joins a queue after you, but gets served first.