Process

Front 1

Cycle time

Back 1

average time between completion of successive units in a process.

Front 2

Utilization

Back 2

the ratio of the time that a resource is actually activated relative to the time that it is available for use.

Front 3

Buffering

Back 3

a storage between stages where the output of a stage is placed prior to being used in a downstream stage. Allows stages to act independently.

Front 4

Blocking

Back 4

the activities in the stage must stop because there is no place to deposit the item just completed.

Front 5

Starving

Back 5

the activities in a sage must stop because there is no work

Front 6

Bottleneck

Back 6

a resource that limits the capacity or maximum flow of the process.

Front 7

Make-to-Order

Back 7

a process that is activated only in response to and actual order.

Front 8

Make-to-Stock

Back 8

a process that produces standard products to inventory

Front 9

Hybrid

Back 9

combination of Make-to-Stock and Make-to-Order

Front 10

Pacing

Back 10

movement of items through a process in coordinated timing mechanism. (assembly lines)

Front 11

Productivity

Back 11

the ratio of output to input

Front 12

Efficiency

Back 12

a ratio of the actual output of a process relative to some standard.

Front 13

Run time

Back 13

the time required to produce a batch of parts

Front 14

Setup time

Back 14

the time required to prepare to make a particular item

Front 15

Operation time

Back 15

the sum of the setup time and run time for a batch of parts that are run.

Front 16

Throughput time

Back 16

the average time that it takes a unit to move through the entire process. (lead time)

Front 17

Job Shop:

Back 17

a process structure suited for low-volume production of a great variety of nonstandard products

Front 18

Batch Shop

Back 18

a process structure that produces a variety of standard products at relatively low volumes. Produced periodically in batches to reduce the impact of set-up costs.

Front 19

Assembly line:

Back 19

a process structure designed to make discrete parts. Moved at a controlled rate.

Front 20

Continuous flow

Back 20

an often automated process structure that converts raw material to finished product in one continuous process.

Front 21

Product-process Matrix

Back 21

shows the relationship between process structures and product volume and variety characteristics

Front 22

Virtual factory

Back 22

production activities carried out in multiple locations by suppliers and partner firms as part of a strategic alliance

Front 23

Joint venture

Back 23

two companies form a third independent firm to carry out business.

Front 24

Process layout

Back 24

job-shop or functional layout. Similar equipment or functions are grouped together.

Front 25

Product layout

Back 25

flow-show layout. Process designed according to the successive process components of the required product production

Front 26

Group technology (cellular) layout

Back 26

groups dissimilar machines into work centers or cells to work on products that have similar shapes and processing requirements.

Front 27

Fixed position layout

Back 27

process takes place at one product location.
CRAFT: a computer-based tool to aid in developing process layouts.

Front 28

CRAFT

Back 28

a computer-based tool to aid in developing process layouts

Front 29

Workstation cycle time

Back 29

the time between successive units coming off the end of an assembly line.

Front 30

Assembly-line balancing

Back 30

: assigning all the tasks to a series of workstations so the each has no more than can be done in the workstation cycle-time. Total idle time is minimized.

Front 31

Precedence relationship

Back 31

the order in which tasks must be performed in an assembly process.

Front 32

Facilities-based services

Back 32

customers must go to the place to get served.
Field-based services: production and consumption take place in the customer’s environment.

Front 33

High an low degree of customer contact

Back 33

the physical presence of the customer in the system and the percentage of time the customer must be in the system relative to the total time it takes to perform the service.

Front 34

Service blueprint

Back 34

the flowchart of a service process, emphasizing what is visible and what is not visible to the customer.

Front 35

Poka-yokes

Back 35

procedures built into the process that prevent mistakes from being made.

Front 36

Service guarantee

Back 36

a promise of service satisfaction backed up by positive actions.

Front 37

Queue

Back 37

a waiting line, persons, jobs, things, etc.

Front 38

Queuing system

Back 38

system of three components 1. source population and how they arrive, 2. the service system and 3. how customers exit the system.

Front 39

Arrival rate

Back 39

the expected number of customers that arrive each period.

Front 40

Service rate

Back 40

the capacity of a server in number of units that can be processed per time period.

Front 41

Poisson distribution

Back 41

probability distribution often used to describe the arrivals in a queuing system.

Front 42

Exponential distribution

Back 42

probability distribution often used to describe the inter-arrival times or the time required to service a customer

Front 43

Facilities-based services

Back 43

: customers must go to the place to get served.
Field-based services: production and consumption take place in the customer’s environment.

Front 44

High an low degree of customer contact

Back 44

the physical presence of the customer in the system and the percentage of time the customer must be in the system relative to the total time it takes to perform the service.

Front 45

Service blueprint

Back 45

: the flowchart of a service process, emphasizing what is visible and what is not visible to the customer.

Front 46

Poka-yokes:

Back 46

: procedures built into the process that prevent mistakes from being made.

Front 47

Service guarantee

Back 47

: a promise of service satisfaction backed up by positive actions.