Test 1 Super Mc

Front 1

Assemble to Order (ATO)

Back 1

A system that produces standard modules to be modified and/or combined into a customizable product.

Front 2

Balking

Back 2

When an arriving customer decides against joining a line.

Front 3

Benchmarking

Back 3

Measuring performance relative to some peer’s performance

Hint 3

generally identified as best in class.

Front 4

Biomimicry

Back 4

The imitation of natural processes and systems

Front 5

Blocking

Back 5

Preventing customer arrivals from entering a system due to limitations on the allowable length of a queue.

Front 6

Brainstorming

Back 6

Collecting and discussing various ideas from group members to develop a solution to a target problem.

Front 7

Business Unit

Back 7

A segment of a larger organization

Hint 7

usually managed as a profit-and-loss center.

Front 8

Casual Modeling

Back 8

Predicting an outcome by identifying its relationship with one or more other factors.

Front 9

Coefficient of Determination

Back 9

Proportion of variation in a dependent variable that is explained by a regression model.

Front 10

Concurrent Engineering

Back 10

Integration of a product’s design and process development phases

Hint 10

to enhance manufacturability.

Front 11

Core Competency

Back 11

Specific ability that distinguishes a business from its competitors.

Front 12

Cradle-to-cradle

Back 12

Planning sustainability as a perpetual cycle of transformation

Hint 12

in which the disposal of one product provides the materials for another.

Front 13

Cradle-to-gate

Back 13

Planning sustainability from the procurement of raw materials through the production of the product.

Front 14

Cradle-to-grave

Back 14

Planning sustainability from the procurement of raw materials through the final disposal of the product.

Front 15

Delphi Method

Back 15

A qualitative forecasting technique in which experts achieve consensus through a blind process via a facilitator.

Front 16

Design Capacity

Back 16

The theoretical maximum output of a system

Hint 16

assuming ideal operating conditions.

Front 17

Diseconomies of Scale

Back 17

Increasing average unit cost by increasing volume.

Front 18

Effective Capacity

Back 18

The practical maximum output of a system

Hint 18

assuming normal operating conditions.

Front 19

Employee Empowerment

Back 19

Granting an employee the authority to take independent action on behalf of the overall operation.

Front 20

Exogenous variation

Back 20

A nonrepeating deviation in a time series created by a distinct

Hint 20

identifiable external influence.

Front 21

Extrapolation

Back 21

Projecting existing data into the future.

Front 22

Finite Calling Population

Back 22

An environment in which the maximum number of potential arrivals to a waiting line is distinctly restricted.

Front 23

Goal Alignment

Back 23

Developing goals compatible among business units and consistent with higher-level goals of that organization.

Front 24

Histogram

Back 24

A bar chart illustrating the relative frequency of occurrences in different categories.

Front 25

Iterative Planning

Back 25

Deliberately adjusting plans at short intervals

Hint 25

to reflect new information.

Front 26

Kendall Notation

Back 26

A labeling system for classifying waiting line models according to their initial assumptions.

Front 27

Make-to-order

Back 27

A system that produces low volumes of customized product.

Front 28

Make-to-Stock

Back 28

A system that produces high volumes of standardized product.

Front 29

Mission

Back 29

An organization’s statement about what it’s doing to meet its vision.

Front 30

Multifactor Productivity Measure

Back 30

A ratio of a particular output to the combined value of a set of inputs of an operation.

Front 31

Naiive forecast

Back 31

Assuming a future value equals the most recent actual value available.

Front 32

Operations

Back 32

A set of activities dedicated to the transformation of inputs into outputs of greater value.

Front 33

Order Qualifiers

Back 33

Minimum competitive characteristics necessary to be considered for a customer’s order.

Front 34

Order Winners

Back 34

Those characteristics that give a product competitive advantage.

Front 35

Pareto Analysis

Back 35

The use of statistics to identify the factors most influential in a particular outcome of interest.

Front 36

Partial Productivity Measure

Back 36

A ratio of a particular output to a particular input of an operation.

Front 37

Planning Horizon

Back 37

The farthest point in the future considered in decision making.

Front 38

Processes

Back 38

Activities that transform inputs into outputs.

Front 39

Product Life Cycle

Back 39

Generalized pattern of phases in product demand over time

Hint 39

from incubation to decline.

Front 40

Quality Circle

Back 40

A group of employees that meets regularly to discuss and develop opportunities for continuous improvement of an operation.

Front 41

Quality Function Deployment Analysis (QFD)

Back 41

Modeling the mathematical correlations between customers’ perception of a product and its technical design specifications.

Front 42

Quality of Conformance

Back 42

The degree to which the output of an operation meets the producer’s expectations.

Front 43

Quality of Design

Back 43

The degree to which the output of an operation meets the customer’s expectations.

Front 44

Queue

Back 44

A waiting line

Front 45

Queue discipline

Back 45

A rule or rules determining the order in which waiting individuals will be served.

Front 46

Queuing theory

Back 46

The mathematical modeling of waiting lines.

Front 47

Rapid Prototyping

Back 47

Creating physical examples of a design as quickly as possible

Hint 47

to allow further assessment and improvement.

Front 48

Responsiveness

Back 48

The degree to which a technique modifies forecasts to reflect recent changes in past data.

Front 49

Reverse Engineering

Back 49

Disassembling and evaluating a competitor’s product.

Front 50

Scientific Management

Back 50

A methodology stressing the use of data collection and analysis to redesign processes and improve efficiency.

Front 51

Seasonality

Back 51

A repeating pattern within a time series.

Front 52

Serpentine Line

Back 52

A single queue of customers waiting in a line that must bend one or more times to fit within the service facility.

Front 53

Tangibility

Back 53

The degree of perceivable

Hint 53

physical essence of a product.

Front 54

Time Series

Back 54

Values observed in chronological order.

Front 55

Time Series Decomposition

Back 55

Modeling observed values based on identifiable component influences.

Front 56

Total Productivity Measure

Back 56

A ratio of the combined value of all outputs to the combined value of all inputs of an operation.

Front 57

Total Quality Management (TQM)

Back 57

Simultaneous and continuous pursuit of improvement in both the quality of design and conformance through the involvement of the entire organization.

Front 58

Tractable

Back 58

Easy to use; yields insight with a limited number of calculations.

Front 59

Utilization

Back 59

Percent of design capacity in use.

Front 60

Vision

Back 60

An organization’s defining statement about the future.