Mgt 302 Test 2

Front 1

Matrix Structure

Back 1

Business theory that states employees may be assigned to one or more projects at a given time, but their home department will remain the same

Front 2

Hierarchical Structure

Back 2

Business philosophy that states the team might remain largely the same as projects come and go

Front 3

Customer Driven Team Structure

Back 3

Business philosophy that states projects come and go, but the type of customer remains largely the same

Front 4

slack time

Back 4

the amount of time an activity of the project can be delayed without delaying the project's completion.

Front 5

Critical Activities

Back 5

the activities on which the scheduled completion of the project depends. No slack time.

Front 6

Critical Path

Back 6

The longest path a project will take to complete its way through its network

Front 7

Crashing

Back 7

finding a way to complete an activity more quickly than expected

Front 8

Flexibility

Back 8

system's ability to respond to uncertainty and variability

Front 9

hard automation

Back 9

the automation of dedicated equipment which adds very specialized capabilities to equipment

Front 10

flexible automation

Back 10

variable process capable of controlling equipment that produces a variety of goods

Front 11

Machine level flexibility

Back 11

flexibility that originates from equipment

Front 12

facility level flexibility

Back 12

the flexibility of a system that is referred to as a whole

Front 13

Computer Integrated manufacturing (CIM)

Back 13

the process which combines automated process and material handling technologies with other computer based manufacturing technologies so the computers can communicate.

Front 14

Business Process Reengineering (BPR)

Back 14

A "blow it up and start over" improvement technique frequently used to reinvent processes that are weak because they span functional boundaries in hierarchical organization charts but arent coordinated across these boundaries.

Front 15

Capacity

Back 15

The maximum rate of output from a process

Front 16

Capacity Strategy

Back 16

The set of long-term decisions a firm makes about the size of its plants and equipment.

Front 17

Delphi forecasting method

Back 17

An approach to generating forecasts from expert opinions in which the forecaster uses a series of surveys to develop a consensus on the subject

Front 18

Scenario Planning forecasting

Back 18

A forecasting method where long-term planners deal with uncertainty by preparing for a variety of possible situations

Front 19

Learning Rate

Back 19

The percentage reduction in the time required to produce one unit each time production doubles

Front 20

Increasing returns to scale

Back 20

when operating at low volumes, the average unit cost of producing (n+1) units is lower than the average unit cost of producing (n) units, increasing returns to scale.

Front 21

Decreasing returns to scale

Back 21

A situation where variable costs may begin to rise due to problems associated with higher volumes.

Front 22

Economy of Scale

Back 22

The economic advantage that is often associated with the ability to operate at higher volumes

Front 23

Diseconomy of Scale

Back 23

An economic disadvantage associated with operating at higher volumes

Front 24

Competitive clustering

Back 24

An approach used by motels and automobile dealerships to locate themselves close to competitors.

Front 25

Saturation Market

Back 25

An approach that segments high-density urban areas into small, focused markets such as shopping malls and office buildings.

Front 26

Fixed position layout

Back 26

A layout in which value-adding resources travel to the customer, but materials do not travel through a value-adding system.

Front 27

Product layout

Back 27

A layout in which the value-adding resources are arranged in the order in which materials or customers must flow to complete the product-service bundle.

Front 28

Process layout

Back 28

A layout in which value-adding resources are arranged in groups based on what they do.

Front 29

Simplified systematic layout planning (A-E-I-O-U-X)

Back 29

a tool used to develop process-oriented layouts in service organizations and other settings where the need for proximity between departments is influenced by a number of qualitative factors.

Front 30

Cycle time

Back 30

on an assembly line, the time allowed for each workstation to complete its portion of the work on one unit of output.

Front 31

minimum cycle time

Back 31

the amount of time it takes to complete the longest task in the line.

Front 32

Worker soldiering

Back 32

the social pressure to perform your work in a particular way.

Front 33

Job enlargement

Back 33

add skill variety through the addition of new tasks

Front 34

Job enrichment

Back 34

adds task significance and enhances autonomy by combining various jobs.

Front 35

Job rotation

Back 35

adds skill variety by moving workers through a series of different jobs over a prescribed period.