- Shuffle
Toggle OnToggle Off
- Alphabetize
Toggle OnToggle Off
- Front First
Toggle OnToggle Off
- Both Sides
Toggle OnToggle Off
Front
How to study your flashcards.
Right/Left arrow keys: Navigate between flashcards.right arrow keyleft arrow key
Up/Down arrow keys: Flip the card between the front and back.down keyup key
H key: Show hint (3rd side).h key
![]()
PLAY BUTTON
![]()
PLAY BUTTON
![]()
48 Cards in this Set
- Front
- Back
|
Service-system design matrix
|
defines the relationship between sales opportunity and production efficiency measured against the amount of human interactivity. Along top there is buffered core, permeable system, reactive system.
|
|
arrival rate (lambda)
|
events / hour
|
|
service rate (mu)
|
service time / unit
|
|
Process
|
any part of an organization that takes inputs and transforms them into outputs
|
|
Cycle time
|
the average successive time between completions of successive units
|
|
Utilization
|
the ratio of the time that a resource is actually activated relative to the time that it is available for use
|
|
Process flowcharting
|
the use of a diagram to present the major elements of a process
The basic elements can include tasks or operations, flows of materials or customers, decision points, and storage areas or queues It is an ideal methodology by which to begin analyzing a process |
|
Square, Diamond, Triangle, Arrow
|
Tasks/Ops, Decision Points, Storage areas/Queues, flows of materials/customers
|
|
Buffer
|
a storage area between stages where the output of a stage is placed prior to being used in a downstream stage
|
|
blocking
|
occurs when the activities in a stage must stop because there is no place to deposit the item
|
|
starving
|
occurs when the activities in a stage must stop because there is no work
|
|
bottleneck
|
stage that limits the capacity of the process
|
|
Serial vs. Parallel process
|
either single path or some of production has alternative paths where two or more machines are used to increase capacity
|
|
logistics processes
|
the movement of things such as materials, people, or finished goods
|
|
logistics processes
|
the movement of things such as materials, people, or finished goods
|
|
Make-to-order vs. make-to-stock
|
activated in response to an order vs. activated to meet expected demand.
|
|
Make-to-order vs. make-to-stock
|
activated in response to an order vs. activated to meet expected demand.
|
|
Inventory turnover
|
COGS / average inventory value
|
|
Inventory turnover
|
COGS / average inventory value
|
|
Little's Law
|
There is a long-term relationship between inventory, throughput, and flow time -
Inventory = Throughput rate X Flow time |
|
Little's Law
|
There is a long-term relationship between inventory, throughput, and flow time -
Inventory = Throughput rate X Flow time |
|
Lead time
|
the time needed to respond to a customer order
|
|
Customer order decoupling point
|
where inventory is positioned to allow entities in the supply chain to operate independently
|
|
Make to stock firms
|
firms that serve customers from finished goods inventory. ex: Tv, clothing, packaged food
|
|
Assemble to order firms
|
firms that combine a number of preassembled modules to meet a customer’s specifications. ex: Dell computers - flexible design
|
|
make to order firm
|
firms that make the customer’s product from raw materials, parts, and components. ex: boeing
|
|
engineer to order firm
|
firm that will work with the customer to design and then make the product
|
|
product-process matrix
|
project, workcentre, manufacturing cell, assembly line, continuous process. low to high for both product standardization and product volume.
|
|
breakeven analysis
|
fixed costs / (unit price - variable cost per unit)
|
|
Pure project
|
project manager has full authority, team reports to one boss, short comm lines, team pride, motivation etc. BUT duplication of resources, lack of technology transfer, org goals are ignored
|
|
Gantt
|
a bar chart showing both the amount of time involved and the sequence in which activities can be performed
|
|
Earned Value Management (EVM)
|
A technique for measuring project progress in an objective manner. Measure relative success of a project at a point in time
|
|
Schedule Variance
|
BCWP - BCWS
|
|
SchedulePI
|
BCWP/BCWS
|
|
Cost Variance
|
BCWP - AC
|
|
CostPI
|
BCWP/AC
|
|
Activity Time (ET)
|
a+4m+b/6
|
|
Variance
|
[(b-a) / 6]^2
|
|
Z-Score
|
(D-Te) / sum(variance)
|
|
extent of contact
|
the percentage of time the customer must be in the system relative to service time
|
|
Creation of the service
|
the work process involved in providing the service itself
|
|
Diff. between service design and product design
|
The process and the product must be developed simultaneously
The process is the product A service operation lacks the legal protection commonly available to products The service package constitutes the major output of the development process Many parts of the service package are defined by the training individuals receive Many service organizations can change their service offerings virtually overnight |
|
strategic uses of service-system design matrix
|
Enabling systematic integration of operations and marketing strategy
Clarifying exactly which combination of service delivery the firm is providing Permitting comparison of how other firms deliver specific services Indicating life cycle changes as the firm grows |
|
Poka-yokes
|
Fail-safes. Prevent mistakes from becoming service defects.
|
|
infinite vs. finite populations
|
infinite: so large that additions and subtractions to pool don't make a difference. Finite: when one person leaves the size of the group is reduced by one.
|
|
Arrival rate
|
can be constant or variable
|
|
Exponential distribution
|
When arrivals at a service occur in a purely random fashion
|
|
Poisson distribution
|
where one is interested in the number of arrivals over a certain period of time (T)
|