Professional Documents
Culture Documents
Just-in-time (JIT)
A philosophy designed to achieve
high-volume production through
elimination of waste and continuous
improvement.
Total quality management (TQM)
Philosophy that seeks to improve
quality by eliminating causes of
product defects and by making quality
the responsibility of everyone in the
organization.
Reengineering
Redesigning a companys processes
to make them more efficient.
Flexibility
An organizational strategy in which the
company attempts to offer a greater
variety of product choices to its
customers.
Time-based competition
An organizational strategy focusing on
efforts to develop new products and
deliver them to customers faster than
competitors.
Supply chain management (SCM)
Management of the flow of materials
from suppliers to customers in order to
reduce overall cost and increase
responsiveness to customers.
Global marketplace
A trend in business focusing on
customers, suppliers, and competitors
from a global perspective.
Sustainability
A trend in business to consciously
reduce waste, recycle, and reuse
products and parts.
Lean systems
A concept that takes a total system
approach to creating efficient
operations.
Enterprise resource planning (ERP)
Large, sophisticated software systems
used for identifying and planning the
enterprise-wide resources needed to
coordinate all activities involved in
producing and delivering products.
Customer relationship management
(CRM)
Software solutions that enable the firm
to collect customer-specific data.
Cross-functional decision making
The coordinated interaction and
decision making that occur among the
different functions of the organization.
CHAPTER 2
Business strategy
A long-range plan for a business.
Operations strategy
A long-range plan for the operations
function that specifies the design and
use of resources to support the
business strategy.
Mission
A statement defining what business an
organization is in, who its customers
are, and how its core beliefs shape its
business.
Environmental scanning
Monitoring the external environment
for changes and trends to determine
business opportunities and threats.
Core competencies
The unique strengths of a business
Organizational Core Competencies.
(1) Workforce; (2) Facilities; (3)
Market Understanding; (4) Financial
Know-how; (5) Technology
Competitive priorities
Capabilities that the operations
function can develop in order to give a
company a competitive advantage in
its market.
(1) Cost a competitive priority
focusing on low cost
(2) Quality a competitive priority
focusing on the quality of goods
and services
High-performance design
focus on aspects of quality
Trade-off
The need to focus more on one
competitive priority than on others.
Order qualifiers
Competitive priorities that must be met
for a company to qualify as a
competitor in the marketplace.
Order winners
Competitive priorities that win orders in
the marketplace.
Operations Strategy
1. Structure operations decisions
related to the design of the
production process such as
facilities technology, and flow of
gods and services through the
facility
2.
CHAPTER 3
Manufacturability
The ease with which a product can be
made.
Product design
The process of defining all of the
products characteristics.
Service design
The process of establishing all the
characteristics of the service, including
physical, sensual, and psychological
benefits.
Steps in the product design process
1. Idea development product idea
developed; sources can be
customers, etc
Infrastructure operations
decisions related to the planning
and control systems of the
operation, such as organization of
operations, skills and pay of
workers, and quality measures.
Benchmarking
The process of studying the practices
of companies considered best-inclass and comparing your companys
performance against theirs.
Concurrent engineering
An approach that brings together
multifunction teams in the early phase
Reverse engineering
The process of disassembling a
product to analyze its design features.
Remanufacturing
The concept of using components of
old products in the production of new
ones.
2.
Break-even analysis
A technique used to compute the
amount of goods a company would
need to sell to cover its costs.
TYPES OF PROCESSES
Intermittent operations
Processes used to produce a variety of
products with different processing
requirements in lower volumes.
Project process
A type of process used to make a
one-at-a-time product exactly to
customer specifications.
Batch process
A type of process used to produce a
small quantity of products in groups
or batches based on customer orders
or specifications.
Fixed costs
Costs a company incurs regardless of
how much it produces.
Variable costs
Costs that vary directly with the
amount of units produced.
3.
Repetitive operations
Processes used to produce
one or a few standardized
products in high volume.
Line process
A type of process used to produce a
large volume of a standardized
product.
Continuous process
A type of process that operates
continually to produce a high volume
of a fully standardized product.
4.
to the customer.
Process flowchart
A chart showing the sequence of steps
in producing the product or service.
Bottleneck
Longest task in the process.
Flexible manufacturing
system (FMS)
A type of automated system that
combines the flexibility of intermittent
operations with the efficiency of
continuous operations.
Bullwhip effect
Inaccurate or distorted
demand information created
in the supply chain.
Causes of Bullwhip effect
Make-to-stock strategy
Produces standard products and
services for immediate sale or delivery.
Assemble-to-order strategy
Produces standard components that
can be combined to customer
specifications.
Make-to-order strategy
Produces products to customer
specifications after an order has been
received.
Process performance metrics
Measurements of different process
characteristics that tell how a process
is performing.
1.
2.
3.
4.
5.
Numerically controlled
(NC) machine
A machine controlled by a computer
that can perform a variety of tasks.
Computer-aided design (CAD)
A system that uses computer graphics
to design new products.
Computer-integrated
manufacturing (CIM)
A term used to describe the integration
of product design, process planning,
and manufacturing using an integrated
computer system.
Service package
A grouping of physical, sensual, and
psychological benefits that are
purchased together as part of the
service.
CHAPTER 4
Supply chain
A network of all the activities involved
in delivering a finished product or
service to the customer.
Supply chain management
Coordinates and manages all the
activities of the supply chain.
Tier one supplier
Supplies materials or services directly
to the processing facility.
Tier two supplier
Directly supplies materials or services
to a tier one supplier in the supply
chain.
Tier three supplier
Directly supplies materials or services
to a tier two supplier in the supply
chain.
Logistics
Activities involved in obtaining,
producing, and distributing materials
and products in the proper place and
in proper quantities.
Traffic management
Responsible for arranging
the method of shipment for
both incoming and outgoing
products or materials.
Distribution
management
Responsible for movement
of material from the manufacturer
1.
2.
3.
4.
Business-to-consumer
e-commerce (B2C)
On-line businesses sell to individual
consumers.
Forward integration
Owning or controlling the channels of
distribution.
Partnering
A process of developing a long-term
relationship with a supplier based on
mutual trust, shared vision, shared
information, and shared risks.
Impropriety.
Conflicts of interest.
Influence.
Responsibilities to your employees
Promote positive supplier and
customer relationships
6. Sustainability and social
responsibility
7. Confidential and proprietary
information
8. Reciprocity
9. Applicable law, regulations, and
trade agreements
10. Professional competence
General warehouse
Used for long-term storage.
Distribution warehouse
Used for short-term storage,
consolidation, and product mixing.
Postponement
A strategy that shifts production
differentiation closer to the consumer
by postponing final configuration.
Crossdocking
Eliminates the storage and orderpicking functions of a distribution
warehouse.
TYPES OF CROSS DOCKING
1.
Manufacturing crossdocking
The receiving and consolidating of
inbound supplies and materials to
support just-in-time manufacturing.
2.
Distributor crossdocking
The receiving and consolidating of
inbound products from different
vendors into a multi-SKU pallet.
3.
Transportation crossdocking
Consolidation of LTL shipments to
gain economies of scale.
4.
Retail crossdocking
Sorting product from multiple
vendors onto outbound trucks
headed for specific stores.
E-distributors
Independently owned net marketplaces
having catalogs representing thousands
of suppliers and designed for spot
purchases.
E-purchasing
Companies that connect on-line MRO
suppliers to businesses that pay fees
to join the market, usually for long-term
contractual purchasing.
Value chain management (VCM)
Automation of a firms purchasing or
selling processes.
Exchanges
A marketplace that focuses on spot
requirements of large firms in a single
industry.
Industry consortia Industry-owned
markets that enable buyers to purchase
direct inputs from a limited set of
invited suppliers.
Supply chain velocity
The speed at which product moves
through a pipeline from the
manufacturer to the customer.
CHAPTER 5
Total quality management (TQM)
An integrated effort designed to
improve quality performance at every
level of the organization.
Customer-defined quality
The meaning of quality as defined by
the customer.
DEFINITIONS OF QUALITY
Conformance to specifications
How well a product or service meets
the targets and tolerances determined
by its designers.
Fitness for use
6.
Benchmarking
Studying the business practices of
other companies for purposes of
comparison.
3.
Prevention costs
Costs incurred in the process of
preventing poor quality from occurring.
Appraisal costs
Costs incurred in the process of
uncovering defects.
Internal failure costs
Costs associated with discovering poor
product quality before the product
reaches the customer.
External failure costs
Costs associated with quality problems
that occur at the customer site.
Robust design
A design that results in a product that
can perform over a wide range of
conditions.
Quality circle
A team of volunteer production
employees and their supervisors who
meet regularly to solve quality
problems.
4.
Cause-and-effect diagram
A chart that identifies potential causes
of particular quality problems.
Flowchart
A schematic of the sequence of steps
involved in an operation or process.
Checklist
A list of common defects and the
number of observed occurrences of
these defects.
Control charts
Charts used to evaluate whether a
process is operating within set
expectations.
Scatter diagrams
Graphs that show how two variables
are related to each other.
Pareto analysis
A technique used to identify quality
problems based on their degree of
importance.
Histogram
A chart that shows the frequency
distribution of observed values of a
variable.
5.
1.
2.
Continuous improvement a
philosophy of never-ending
improvement
Kaizen
A Japanese term that describes the
notion of a company continually
Malcolm Baldrige
National Quality Award
An award given annually to companies
that demonstrate quality excellence
and establish best practice standards
in industry.
Deming Prize
A Japanese award given to companies
to recognize efforts in quality
improvement.
ISO 9000
A set of international quality standards
and a certification demonstrating that
companies have met all the standards
specified. Three new standards
ISO 14000
A set of international standards and a
certification focusing on a companys
environmental responsibility, focus on
three major areas:
Management systems
standards measure systems
development and integration
of environmental
responsibility into the overall
business
Operations standards
include the measurement of
consumption of natural
resources and energy
Environmental systems
standards measure
emissions, effluents, and other
waste systems.
CHAPTER 6
Statistical quality control (SQC)
The general category of statistical
tools used to evaluate organizational
quality. Three broad categories:
1. Descriptive statistics
Statistics used to describe quality
characteristics and relationships.
2. Statistical process control (SPC)
A statistical tool that involves
inspecting a random sample of the
output from a process and deciding
whether the process is producing
products with characteristics that fall
within a predetermined range.
3. Acceptance sampling
The process of randomly
inspecting a sample of goods
and deciding whether to
accept the entire lot based on
the results.
Common causes of variation
Random causes that cannot be
identified
Assignable causes of variation
Causes that can be identified and
eliminated.
Mean (average)
A statistic that measures the central
tendency of a set of data.
Range
The difference between the largest and
smallest observations in a set of data.
Standard deviation
A statistic that measures the amount of
data dispersion around the mean.
Control chart
A graph that shows whether a sample
of data falls within the common or
normal range of variation.
Out of control
The situation in which a plot of data
falls outside preset control limits.
Types of Control Charts
P-chart
A control chart that monitors the
proportion of defects in a sample.
Types of waste
Material, energy, time, and space.
C-chart
A control chart used to monitor the
number of defects per unit.
Process capability
The ability of a production process to
meet or exceed preset specifications.
Simplicity
The simpler a solution, the better it is.
Product specifications
Preset ranges of acceptable quality
characteristics.
Continuous improvement
(kaizen)
A philosophy of never-ending
improvement.
Visibility
Problems must be visible to
be identified and solved.
Flexibility
A company can quickly adapt
to the changing needs of its
customers.
JIT system
The three elements are just-intime manufacturing, total
quality management, and
respect for people.
Just-in-time manufacturing
The element of JIT that focuses on the
production system to achieve value
added manufacturing.
Consumers risk
The chance of accepting a lot that
contains a greater number of defects
than the LTPD limit.
Producers risk
The chance that a lot containing an
acceptable quality level will be rejected
CHAPTER 7
Just-in-time (JIT) philosophy
Getting the right quantity of goods at
the right place at the right time.
Waste
Anything that does not add value.
A broad view of JIT
A philosophy that encompasses the
entire organization.
Setup cost
Cost incurred when setting up
equipment for a production run.
Quality at the source
Uncovering the root cause of a quality
problem.
Pull system
JIT is based on a pull system rather
than a push system.
Kanban card
A card that specifies the exact quantity
of product that needs to be produced.
Production card
A kanban card that authorizes
production of material.
Withdrawal card
A kanban card that authorizes
withdrawal of material.
Small-lot production
The ability to produce small quantities
of products.
Benefits of JIT
Reduction in inventory
Improved quality
Reduced space requirements
Shorter lead times
Lower production costs
Increased productivity
Increased machine utilization
Greater flexibility
Internal setup
Requires the machine to be stopped in
order to be performed.
External setup
Can be performed while the machine
is still running.
Uniform plant loading
A constant production plan for a facility
with a given planning horizon.
Implementing JIT
1. Make quality improvements.
2. Reorganize workplace
3. Reduce setup times
4. Reduce lot sizes and lead times
5. Implement layout changes
6. Switch to pull production
7. Develop relationship with
suppliers
Multifunction workers
Capable of performing more than one
job.
Cell manufacturing
Placement of dissimilar machines and
equipment together to produce a family
of products with similar processing
requirements.
Jidoka
Authority given to workers to stop the
production line if a quality problem is
detected.
Poka-yoke
Foolproof devices or mechanisms that
prevent defects from occurring.
Bottom-round management
Consensus management by
committees or teams.
Quality circles
Small teams of employees that
volunteer to solve quality problems.
Role of Production Employees in JIT
Have cross-functional skills
Actively engaged in solving production
and quality problems
Empowered to make production and
quality decisions
Quality is everyones responsibility
Responsible for recording and visually
displaying performance data
Work in teams to solve problems
Decisions made through bottom-round
management
Responsible for preventive
maintenance
Single-source suppliers
**QUALITATIVE METHODS**
Executive opinion
Forecasting method in which a group
of managers collectively develop a
forecast.
Market research
Approach to forecasting that relies on
surveys and interviews to determine
customer preferences.
Delphi method
Approach to forecasting in which a
forecast is the product of a consensus
among a group of experts.
Qualitative Forecasting method
CHAPTER 8
Forecasting
Predicting future events.
Features Common to all Forecasting
Models
1. Forecasts are rarely perfect
2. Forecasts are more accurate for
groups or families of items
rather than for individual items
3. Forecasts are more accurate for
shorter than longer than horizons
Steps in the Forecasting Process
1. Decide what to forecast
2. Evaluate and analyze
appropriate data
3. Select and test the forecasting
model
4. Generate the forecast
5. Monitor forecast accuracy
Qualitative forecasting methods
Forecast is made subjectively by the
forecaster.
**QUANTITATIVE METHODS**
1. Time series models based on
the assumption that a forecast can
be generated from the information
contained in a time series of data.
Random variation
Description
Strength
Weaknesses
Nave
Simple mean
Simple
moving
average
Weighted
moving
average
Exponential
smoothing
Provides excellent
forecast results for
short-to mediumlength forecasts.
Trend-adjusted
An exponential smoothing
model with separate equations
for forecasting the level and
trend
Linear
regression
Easy to understand;
provides good forecast
accuracy
Multiple
regression
A powerful tool in
forecasting when
multiple variables are
being considered.
exponential
smoothing
Linear trend
line
Seasonal
indexes
4.
5.
6.
7.
8.
Collaborative
Tracking
signal
planning, forecasting,
Tool replenishment
and
used to monitor(CPFR)
the quality
nine-step
of a
forecast.
process
1.
2.
3.
4.
5.
6.
7.
8.
9.
Establish collaborative
relationships
Create a joint business plan
Create a sales forecast
Identify exceptions for sales
forecasts
Resolve/collaborate on
exceptions to sales forecasts
Create order forecast
Identify exceptions for order
forecast
Resolve/collaborate on
exceptions to order forecast
Generate order
Economies
available for?
of scale
3.A condition
How easyiniswhich
the package
the average
to learn
costand
of ause?
unit produced is reduced as
the amount of output is increased.
Diseconomies of scale
A condition in which the cost of each
additional unit made increases.
Focused factories
Facilities that are small, specialized,
and focused on a narrow set of
objectives.
Three-step procedure for making
capacity planning decisions
1. Identify capacity requirements
Capacity cushion additional
capacity added to regular
capacity requirements to
provide greater flexibility.
CHAPTER 9
Capacity
The maximum output rate that can be
achieved by a facility.
2.
Capacity planning
The process of establishing the output
rate that can be achieved by a facility.
Two (2) Measures of Capacity
1. Design capacity the maximum
output rate that can be achieved by
a facility under ideal conditions.
2.
Capacity utilization
Percentage measure of how well
available capacity is being used.
Best operating level
The volume of output that results in the
lowest average unit cost.
3.
Decision tree
Modeling tool used to evaluate
independent decisions that must be
made in sequence. It contains the
following information:
Decision points represented by
squares, called nodes
Decision alternatives represented by
branches or arrows leaving a
decision point
Chance events events that could
affect the value of a decision
Outcomes