Mgmt 339 - Midterm Chapter 6

Front 1

Capital Intensity

Back 1

The mix of equipment and labor that will be used by the organization.

Front 2

Process Flexibility

Back 2

The degree to which the system can be adjusted to changes in processing requirements due to such factors as:

- Product and service design changes

- Volume changes

- Changes in technology

Front 3

Job Shop

Back 3

Customized Goods & Services

- Advantage: Able to handle a wide variety of work

- Disadvantage: Slow, high cost per unit, complex planning and scheduling

Front 4

Batch

Back 4

Semi-standardized goods or services

- Advantage: Flexibility; easy to add or change products or services

- Disadvantage: Moderate cost per unit, scheduling complexity

Front 5

Repetitive (Assembly)

Back 5

Standardized goods or services

- Advantage: Low unit cost, high volume, efficient

- Disadvantage: Low flexibility, high cost of downtime

Front 6

Continuous

Back 6

Highly standardized Goods or services

- Advantage: Very efficient, very high volume

- Disadvantage: Very rigid, lack of variety, costly to change, very high cost of downtime

Front 7

Process Technology

Back 7

Methods, procedures, and equipment used to produce goods and provide services

Front 8

Information Technology

Back 8

The science and use of computers and other electronic equipment to store, process, and send information

Front 9

Process technology and information technology can have a profound impact on:

Back 9

- Costs

- Productivity

- Competitiveness

Front 10

Automation

Back 10

Machinery that has sensing and control devices that enable it to operate automatically.

Front 11

Layout

Back 11

The configuration of departments, work centers, and equipment, with particular emphasis on movement of work (customers or materials) through the system

Front 12

Product Layout

Back 12

Layout that uses standardized processing operations to achieve smooth, rapid, high-volume flow.

Front 13

Process Layouts

Back 13

Layouts that can handle varied processing requirements.

Front 14

Fixed Position Layout

Back 14

Layout in which the product or project remains stationary, and workers, materials, and equipment are moved as needed.

Front 15

Cellular Layouts

Back 15

Layout in which workstations are grouped into a cell that can process items that have similar processing requirements.

Front 16

Group Technology

Back 16

The grouping into part families of items with similar design or manufacturing characteristics.

Front 17

Service Layout

Back 17

Service layouts can be categorized as: product, process, or fixed position.

Front 18

Line Balancing

Back 18

The process of assigning tasks to workstations in such a way that the workstations have approximately equal time requirements.

Front 19

Cycle Time

Back 19

The maximum time allowed at each workstation to complete its set of tasks on a unit.

Front 20

Output Rate

Back 20

Front 21

Theoretical Minimum # of workstations

Back 21

The required number of workstations is a function of:

- Desired output rate

- Our ability combine tasks into workstations

Front 22

Precedence Diagram

Back 22

A diagram that shows elemental tasks and their precedence requirements

Front 23

Balance Delay (% of idle time)

Back 23

Percentage of idle time of a line

Front 24

Efficiency

Back 24

Percentage of busy time of a line

Efficiency = 100% - Balance Delay

Front 25

True or False: Continuous processing is the best way to produce customized output.

Back 25

False

Front 26

True or False: A job-shop processing system generally requires less-skilled workers than a continuous processing system.

Back 26

False

Front 27

True or False: Repetitive processing systems usually produce goods specifically for customer orders rather than for inventory.

Back 27

False

Front 28

True or False: Morale problems can be a reason for redesign of a facility layout.

Back 28

True

Front 29

True or False: Information technology refers to competitive data.

Back 29

False

Front 30

True or False: A manufacturing cell allows the production of a wide range of very different products.

Back 30

False

Front 31

Key aspects of the process selection challenge include_______________and________________.

A. information technology; marketing strategy

B. process flexibility; marketing strategy

C. capital intensity; process flexibility

D. marketing strategy; operations strategy

E. capacity planning; marketing strategy

Back 31

C. capital Intensity; process flexibility

Front 32

Process choice is ____________ driven.

A. demand

B. operations

C. marketing

D. process

E. capacity

Back 32

A. demand

Front 33

The substitution of machinery that has sensing and control devices for human labor is best described by the term:

A. automation

B. feedback control

C. computer-aided manufacturing

D. computer-integrated manufacturing

E. flexible manufacturing system

Back 33

A. automation

Front 34

In which type of processing system would gasoline be produced from crude oil?

A. job shop

B. batch

C. assembly

D. continuous

E. project

Back 34

D. continuous

Front 35

The grouping of equipment by the operations needed to perform similar work for part families is:

A. product layout

B. cellular manufacturing layout

C. functional layout

D. fixed-position layout

E. process layout

Back 35

B. cellular manufacturing layout

Front 36

A service organization (eg: a hospital) is likely to use a(n) ____________ layout because of variability in customer processing requirements.

A. project

B. process

C. flow

D. assembly

E. nonrepetitive

Back 36

B. process

Front 37

If a line is balanced with 80 percent efficiency, the "balance delay" will be:

A. 20 percent

B. 80 percent

C. 100 percent

D. unknown, since balance delay is not related to efficiency

E. depends on the next operation

Back 37

A. 20 percent