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Definition
| sources inputs into the transformation process |
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| responsible for the actual movement of goods and/or services across organizations |
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| the network of manufacturing and service operations that supply one another from raw materials through manufacturing to the ultimate customer |
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| responsible for producing and delivering goods or services of value to customers of an oganization |
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| process, quality, capacity, inventory |
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| converts inputs into outputs |
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| inventory decisions and control systems involve: |
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Definition
| determining what to order, how much to order, and when to order. tracking the flow of materials. managing the finished goods inventories. |
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| three primary functions in most businesses |
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Definition
| operations, finance, and marketing |
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| the transformation view of operations provides: |
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Definition
| a unified approach for studying the manufacturing and service industries. |
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Term
| at disney making people happy is an example of: |
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Definition
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| four elements at the heart of operations strategy |
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Definition
| mission, distinctive competence, objectives, and policies |
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| four common objectives of operations |
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Definition
| quality, cost, delivery, and flexibility |
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| in product imitator strategy order winner is |
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Definition
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| in product innovator strategy the order winner is |
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Definition
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| T or F. a corporate strategy drives a business strategy, which in turn drives the operations strategy in an organization |
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Definition
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| a consistent pattern of decisions for the transformation system and associated supply chain that are linked to the business strategy and other functional strategies, leading to a competitive advantage for the firm. |
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| 2 fundamental supply chain strategies |
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Definition
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| defines the business that the company is pursuing |
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| follows from corporate strategy and defines how each particular business will compete |
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| indicate how the operations objectives will be achieved |
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| something that operations does better than anyone else |
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| market pull view of product innovation |
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Definition
| develop products that the customers want |
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| the concept that a product should not only fit the market needs but have a technical advantage as well |
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Definition
| interfunctional view to new product introduction |
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Term
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Definition
| dividing the products into their similar components |
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Term
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Definition
| technology is the primary determinant of the products the firm should make with little regard for the market |
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| typical phases followed by firms in developing new products |
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Definition
| concept development, product design, and pilot production/testing. |
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Term
| quality function deployment (QFD) |
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Definition
| a tool for linking customer requirements as defined by the customer to technical specifications |
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Term
| design for manufacturing (DFM) is an approach that consists of two things: |
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Definition
| 1. simplification of products 2. manufacturing of multiple products using common parts, processes, and modules |
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Term
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Definition
| continuous process, assembly line, batch, job shop, and project |
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Definition
| refers to so called process industries, such as sugar, paper, oil, and electricity |
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| linear sequence of operations. product moves from one step to the next in a sequential manner from beginning to end |
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| characterized by production of the product in batches or lots. |
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Definition
| make products to customer order by using a process layout. thus, we consider the job shop a special case of the batch process |
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Term
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Definition
| used for unique or creative products. ie concerts, construction of buildings, production of large aircraft. |
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Term
| 3 approaches to order fulfillment |
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Definition
| made to order, assembled to order, made to stock |
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Term
| 4 factors influencing process selection |
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Definition
| market conditions, capital requirements, labor, technology |
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Definition
| high variety of products from a single process |
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| 3 forms of mass customization |
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Definition
| modular production and assemble to order, fast changeover, postponement of options |
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Term
| how do services create value for customers? |
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Definition
| by performing transformations that do not result in a physical entity (product) |
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Term
| a critical characteristic of service is simultaneous.... |
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Definition
| production and consumption |
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Definition
| services that require the presence of or interaction with the customer |
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| processes that do not require the presence of the customer |
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Definition
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| the service-product bundle |
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Definition
| tangible service (explicit service), intangible or psychological benefits of the service (implicit service), and the physical goods (facilitating goods) |
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Definition
| those in which a customer want a unique, highly customized experience. |
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Definition
| offer a moderate number of choices to customers using moderately standardized processes |
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Term
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Definition
| are characterized by processes that allow few options during the delivery and are matched with customers whose needs are very similar to one another |
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Term
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Definition
| the point of view that all work can be seen as a process |
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Term
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Definition
I = T x R
I = average number of things in system (inventory)
T = average throughput time or flow time
R = average flow rate into the process |
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Term
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Definition
| time from when the product first starts being processed in the factory until it is finished and shipped |
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Term
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Definition
| the maximum rate of output from a transformation process or the maximum flow rate that can be sustained over a period of time |
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Term
| first tenet of lean thinking |
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Definition
| specify exactly what it is about a product or service that creates value from the customers perspective |
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| second tenet of lean thinking |
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Definition
| identify, study, and improve the value stream of the process for each product or service |
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Term
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Definition
| all the processing steps and tasks undertaken to complete a product or deliver a service from beginning to end |
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| third tenet of lean thinking |
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Definition
| ensure the flow within a process is simple, smooth, and error-free, thereby avoiding waste |
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Definition
| anything that does not contribute value to the product or service being produced and delivered to the customer. rather than adding value waste adds costs |
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| fourth tenet of lean thinking |
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Definition
| produce only what is pulled by the customer |
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| fifth tenet of lean thinking |
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Definition
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Term
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Definition
| asking why 5 times to get to the root cause of an observed problem |
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Term
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Definition
| refers to set-up time that has single digit in minutes |
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Term
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Definition
| setup less than one minute |
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