Upgrade to remove ads
Only $35.99/year

SCMA 331

Terms in this set (153)

Potential career paths in operations and supply chain management include a production manager, who __________.
A.) Plans and directs customer service teams to meet the needs of customers and support company operations
B.) Plans and controls production in a manufacturing setting and is responsible for a wide range of personnel
C.) Identifies global sources of materials, selects suppliers, arranges contracts, and manages ongoing relationships
D.) Uses analytical and quantitative methods to understand, predict, and improve processes within the supply chain
E.) I DON'T KNOW YET
B
Potential career paths in operations and supply chain management include a commodity manager, who __________.
A.) Manages private, third-party, and contract carriage systems to ensure timely and cost-efficient transportation of all incoming and outgoing shipments
B.) Acquires knowledge in a specific market in which the organization purchases significant quantities of materials and services
C.) Works closely with manufacturing, marketing, and purchasing to create timely, cost-effective import/export supply chains
D.) Measures supplier performance, identifies suppliers requiring improvement, and facilitates efforts to improve suppliers' processes
B
A first-tier supplier __________.
A.) Describes activities or firms that are positioned earlier in the supply chain relative to some other activity or firm of interest
B.) Provides products or services to a another supplier, who then supplies it to a firm
C.) Describes activities or firms that are positioned later in the supply chain relative to some other activity or firm of interest
D.) Provides products or services directly to a firm
D
ISM __________.
A.) Is a leader in education and all aspects of quality improvement, including the Baldrige Award, ISO 9000, and continuous improvement activities
B.) Is a widely recognized professional society for persons interested in operations and supply chain management
C.) Seeks to be the preeminent professional association providing worldwide leadership for the evolving logistics profession through the development, dissemination, and advancement of logistics knowledge
D.) Provides national and international leadership in purchasing and materials management, particularly in the areas of education, research, and standards of excellence
D
__________ seeks to be the preeminent professional association providing worldwide leadership for the evolving logistics profession through the development, dissemination, and advancement of logistics knowledge.
A.) ASQ
B.) ISM
C.) APICS
D.) CSCMP
D
Over the past 25 years, no single trend has done more to __________ than the Internet and the resulting breakthroughs in e-commerce.
A.) Increase the level of globalization
B.) Change the nature of business
C.) Increase the level of competition
D.) Create poor relationships
B
Downstream is __________.
A.) A term used to describe activities or firms that are positioned later in the supply chain relative to some other activity or firm of interest
B.) A term used to describe activities or firms that are positioned earlier in the supply chain relative to some other activity or firm of interest
C.) A term used to describe a supplier that provides products or services to a firm's first-tier supplier
D.) A term used to describe a supplier that provides products or services directly to a firm
A
__________ is the active management of supply chain activities and relationships in order to maximize customer value and achieve sustainable competitive advantage.
A.) The operations function
B.) Supply chain management
C.) Operations management
D.) A supply chain
B
__________ is a term used to describe activities or firms that are positioned earlier in the supply chain relative to some other activity or firm of interest.
A.) Downstream
B.) First-tier supplier
C.) Second-tier supplier
D.) Upstream
D
Potential career paths in operations and supply chain management include an analyst, who __________.
A.) Plans and directs customer service teams to meet the needs of customers and support company operations
B.) Uses analytical and quantitative methods to understand, predict, and improve processes within the supply chain
C.) Identifies global sources of materials, selects suppliers, arranges contracts, and manages ongoing relationships
D.) Plans and controls production in a manufacturing setting and is responsible for a wide range of personnel
B
A supply chain is __________.
A.) A network of manufacturers and service providers that work together to create products or services needed by end users
B.) The planning, scheduling, and control of the activities that transform inputs into finished goods and services
C.) The active management of supply chain activities and relationships in order to maximize customer value and achieve a sustainable competitive advantage
D.) The collection of people, technology, and systems within an organization that has primary responsibility for providing the organization's products or services
A
__________ is the planning, scheduling, and control of the activities that transform inputs into finished goods and services.
A.) A supply chain
B.) Supply chain management
C.) The operations function
D.) Operations management
D
A __________ identifies a firm's targeted customers and sets time frames and performance objectives for the business.
A.) mission statement
B.) core competency
C.) business strategy
D.) functional strategy
C
A mission statement __________.
A.) translates a business strategy into specific actions for functional areas such as marketing, human resources, and finance
B.) is an organizational strength or ability, developed over a long period, that customers find valuable and competitors find difficult or even impossible to copy
C.) identifies a firm's targeted customers and sets time frames and performance objectives for the business
D.) explains why an organization exists
D
Professor Frei suggests there are five distinct forms of customer-introduced variability including effort variability in which __________.
A.) Customer can differ from one another with regard to the amount of effort they are willing to apply to certain tasks, even if they are capable of performing them
B.) customers demand and expect different services outcomes, even from the same service provider
C.) some customers are capable of performing many service tasks themselves, while others require substantial hand-holding
D.) customers arrive when they desire services such as with emergency medical services
A
Professor Frei suggests there are five distinct forms of customer-introduced variability including __________ in which customers demand and expect different services outcomes, even from the same service provider
A.) request variability
B.) capability variability
C.) arrival variability
D.) effort variability
...
__________ are products that require no customization.
A.) Make-to-order (MTO) products
B.) Engineer-to-order (ETO) products
C.) Assemble-to-order (ATO) products
D.) Make-to-stock (MTS) products
D
__________ is a type of manufacturing process that completes several manufacturing steps without removing an item from the process.
A.) A hybrid manufacturing process
B.) Group technology
C.) A fixed-position layout
D.) A machining center
D
Professor Frei suggests there are five distinct forms of customer-introduced variability including capability variability in which __________.
A.) customers demand and expect different services outcomes, even from the same service provider
B.) some customers are capable of performing many service tasks themselves, while others require substantial hand-holding
C.) customers can differ from one another with regard to the amount of effort they are willing to apply to certain tasks, even if they are capable of performing them
D.) customers arrive when they desire services such as with emergency medical services
B
Professor Frei suggests there are five distinct forms of customer-introduced variability including __________ in which customers can differ from one another with regard to the amount of effort they are willing to apply to certain tasks, even if they are capable of performing them.
A.) request variability
B.) capability variability
C.) effort variability
D.) arrival variability
C
Professor Frei suggests there are five distinct forms of customer-introduced variability including __________ in which some customers are capable of performing many service tasks themselves, while others require substantial hand-holding.
A.) request variability
B.) effort variability
C.) capability variability
D.) arrival variability
C
__________ is a type of manufacturing process that completes several manufacturing steps without removing an item from the process.
A.) A machining center
B.) A hybrid manufacturing process
C.) Group technology
D.) A fixed-position layout
A
In the DMAIC process, the second step is to __________ the existing process.
A.) measure
B.) improve
C.) analyze
D.) define
A
Productivity is __________.
A.) a measure of process performance
B.) a measure of performance
C.) the total elapsed time needed to complete a business process
D.) a measure of process performance; it is the ratio of actual outputs to standard outputs usually expressed in percentage terms
A
Process maps identify specific activities that make up the informational, physical, and/or monetary flow of a process and use common symbols such as a rectangle which represents __________.
A.) a step or activity in the process
B.) a decision point typically requiring a "yes" or "no" answer
C.) an inspection
D.) a start or finish point
A
__________ is a measure of process performance.
A.) Productivity
B.) Percent value-added time
C.) Cycle time
D.) Efficiency
A
A __________ is a graphical representation of the relationship between two variables.
A.) scatter plot
B.) Pareto chart
C.) check sheet
D.) cause-and-effect diagram
A
Operations Management
the management of processes used to design, supply, produce, and deliver valuable goods and services to customers
Supply Chain
A global network of organizations and activities that supply a firm with goods and services
1. Designing
2. Transforming
3. Consuming
4. Disposing
Trade-off
A decision by a firm to emphasize one performance dimension over another, based on the recognition that excellence on some dimensions may conflict with excellence on others
Outsourcing Example
Burgers -> Franchise
Manufactures
Produce physical goods, used directly by customers or businesses
Transportation
Provide valuable services by moving and storing
Design Firms
Create products or images for customers
Operations Function
the collection of people, technology, and systems within an organization that has primary responsibility for providing the organization's products or services
Transformation Process
Set of inputs and transform them to create outputs (goods or services that customers value)
Upstream
Inputs feed into it's operation
Has to go upstream first
Downstream
Where firms take a product and move them along to the final consumer
First-Tier Supplier
Provides products/services directly to a firm
Second-Tier Supplier
provides products or services to a firm's first-tier supplier
Supply Chain Management
Active management of supply chain activities
Supply Chain Operations Reference (SCOR)
A framework developed and supported by the Supply Chain Council that seeks to provide standard descriptions of the processes, relationships, and metrics that define supply chain management.
Planning Activities (SCOR)
Seeks to balanced demand requirement against resources and communicate these plans to the various participants
Sourcing Activities (SCOR)
Identifying developing and contrasting with suppliers and scheduling the delivery of incoming goods and services
"Make" (Production Activities) (SCOR)
The actual production of a good or service
Delivery Activities (SCOR)
entering customer orders and determining delivery date to storing and moving goods to their final destination
Return Activities (SCOR)
Activities necessary to Return and process defective or excess products and materials
Electronic Commerce
conducting business on the internet
APICS
Widely recognized professional society for persons interested in operations and supply chain management
ISM
National and international leadership purchasing and material management
Areas: Education, Research, Standards of Excellence
CSCMP
Seeks to be the preeminent professional association providing worldwide leadership for the evolving logistics profession through the development, dissemination, and advancement of logistics knowledge
ASQ
Leadership in education and all aspects of quality importance
Structural Elements
Tangible resources such as buildings, equipment, and computer systems.
Infrastructural Element
Policies, people, decision rules, and organizational structure choices made by a firm. These affect the culture and operation of the business.
Strategies
Mechanisms by which business coordinate their decisions regarding their structural and infrastructural elements
Upper-level and Functional-level Business Stragties
When having multiple distinct businesses they distinguish between an overall corporate strategy and individual business unit strategies
Mission Statement
Describes what is important to the org. called its "core values" and identifies the org. domain
Core Competencies
Organizational strengths or abilities, developed over a long period, that customers find valuable and competitors find difficult or even impossible to copy
Functional Strategies
Translate business strategy into specific actions for functional areas such as; marketing, Hr, and Finance
Operations & Supply Chain Strategy
A functional strategy that indicates how structural and infrastructural elements within the operations and supply chain areas will be acquired and developed to support the overall business strategy
Quality (Performance Dimensions)
Characteristics of a product or service that bear on its ability to satify stated or implied needs
Performance Quality
Quality that address the basic operating characteristics of a product or service
Conformance Quality
Addresses whether a product was made or a service performed to specifications
Reliability Quality
Whether a product will work for a long time without failing or requiring maintenance
Delivery Speed
How quickly the operations or supply chain function can fulfill a need once it has been identified.
Delivery Reliability
The ability to deliver products or services when promised.
Delivery Window
Acceptable time range in which deliveries can be made
Flexibility (Performance Dimensions)
How quickly operations and Supply chain can respond to the unique needs of customers
Mix Flexibility
Ability to produce a wide range of products or services
Changeover Flexibility
Ability to provide a new product with minimal delay
Volume Flexibility
Ability to produce whatever volume the customer needs
Order Winner
Differentiated a company's product and service from those of its competitors. a firm wins a customer's lousiness by providing superior levels of performance on an order winners
Order Qaulifiers
Customers expect a min. level of performance. Superior performance on an order qualifier will not by itself give a company a competitive advantage
Internally Neutral
management seeks only to minimize any negative potential in the operations and supply chain areas
-No effort made
Externally Neutral
Assumptions that works for competitors will work for the company.
-No effect made
Internally Supportive
Operations and supply chain areas participate in the strategic debate. management recognizes that the operations and supply chain structural and infrastructural elements must be aligned with the business strategy
Externally Supportive
Operations and supply areas do more than just support the business strategy. The business strategy actively seeks to exploit the core competencies found within these areas.
Flexible Manufacturing System (FMs)
Highly automated batch processes that can reduce the cost of making groups of similar products
Production Line
Process used to produce a narrow range of standard items with identical or highly similar designs.
Product-based layout
Resources are arranged sequentially according to the steps required to make a product
Cycle Time
Actual time between completions of successive units on a production line/ Total elapsed time needed to complete a business process
Continuous Flow Processes
Produces highly standardized products using a tightly linked, paced sequence of steps
Fixed- Position Layout
Manufacturing process in which the position of the product is fixed (Bulky, Massive)
Job Shop
Manufacturing process used to make a wide variety of highly customized products in quantities as small as one
Functional Layout
Resources physically grouped by function
Batch Manufacturing
Items are moved through the different manufacturing steps in groups or batches
Hybird Manufacturing Process
Seek to combine the characteristics, and hence advantage of more than one of the classic processes
Machining Centers
Manufacturing process that completes several manufacturing steps without moving an item from the process
Group Technology
Seeks to achieve the efficiencies of a line process in a batch environment by dedicating equipment and personnel to the manufacture of products with similar manufacturing characteristics
Cellular Layout
Resources are physically arranged according to the dominant flow of activities for the product family
Product Family
Set of products with very similar manufacturing requirements
3D Printing
Creates a physical object from a digital design
Make-to-Stock (MTS)
Generic products and produce in large volumes to justify keeping finished goods inventory
Assemble-to-Order (ATO)/ Finish-to-Order
Customized only at the end of manufacturing process
Make-to-Order (MTO)
Customer specific final configuration of those compenents
Engineer-to-Order (ETO)
Designed and produce from the start to meet unusual customer needs or required
Upstream Actitivites
Take place prior to customization
Downstream Activities
After customerization
Law of Variability
Help isolate those activates from the variability caused by either timing or unique requirements
Service Package
Includes all the value-add physical and intangible activities that a service org. provides to the customer
Back Room
Part of a service operation that is completed without direct customer contact
Functional Layout
Physically groups resources by function
Process
Set of logically related tasks or related performed to achieve a defined business outcome
Primary Process
Addresses the main value-added activities of an organization
Support Processes
Perform necessary, albeit not value-add activities
Development Process
Impact the performance of primary and support processes
Mapping
Developing graphic representation of the org. relationship or activities that make up a business process
Process Map
Identifies the specific activities that make up the information, physical, or monetary flow of a process
Swim Lane Process
Graphically arrange the process steps so that the user can see who is responsible for each step
Productivity
The ratio of outputs to inputs
Outputs / Inputs
Single Factor Productivity
outputs level relative to a single input
-Number items produced/ machine hours
Multifactor Productivity
Productivity score that measures output levels relative to more than one input
-Sales dollar generated / labor, materials & machine hr
Effiency
Compare actual outputs to some standard
- 100%*(actual outputs/ standard outputs)
Standard Output
Estimate of what should be produced, given a certain level of resources
Percent Value-Added Time
Percentage of total cycle time that is spent on activities that actually provide value
- 100%*(value-added time/ total cycle time)
Benchmarking
The process of identifying, understanding, and adapting outstanding practices from within the same organization or from other businesses to help improve performance.
Competitive Benchmarking
The Comparison of an organization process with those of competing organization
Process Benchmarking
An org. process with those of noncompetitors that have been identified as having superiors process
Champions (Six Sigma)
Senior-level executives who "own" the projects and have the authority and resources need to carry them out
Master Black Belts (Six Sigma)
Responsible for six sigma strategy, training, mentoring, deployment and results
Define-Measure-Analyze-Design-Verify (DMADV)
Outlines the step needed to create completely new business process or products
Continuous Improvements
Small improvements can add up to significant performance over time
Root Causes Analysis
Brainstorm about possible causes of problems then narrow the focus to a few root causes
Caused -and-effect Diagram
Organize their thoughts
Five M's
Manpower- People who do not have the right skills, authority, or responsibility
Methods- Poor business practices
Materials- Poor quality inputs
Machine- Equipment that is not capable of doing the job
Measurement- Performance measurements that are not treated toward eliminating the problem
Check Sheets
Record how frequently certain events
Business Process Reenginering
Involves fundamental rethinking and radical redesign of business processes to achieve dramatic org. improvements
SCM Processes (5)
Source- Goods and services to meet planned or actual demand
Make- Transform product to the finished state
Deliver- provide finished goods a d services
Return- Returning or receiving returned products
Plan- Balance aggregate resources with requirements
Quality
Characteristics of a product or service that bear on its ability to satisfy stated or implied needs
Value Perspective
Quality perspective that holds that quality must be judged, in part, by how well the characteristics of a particular product or service align with the needs of a specific user.
Conformance Perspective
Whether or not a product was made or a service was performed as intended.
Internal Failure Cost
Caused by defects that occur prior to delivery to the customer, including money spent on repairing or reworking defective products, as well as time wasted on these activities
External Failure Cost
Defects that are not defected until the product or service reaches the customer
Appraisal Cost
Company incurs for assessing its quality levels
Prevention Cost
The cost an organization incurs to actually prevent defects from occurring in the first place
Total Cost of Quality Curve
Adding cost of internal and external failures, prevention cost, and appraisal cost
Total Quality Management (TQM)
managing the entire organization so that it excels on all dimensions of products and services that are important to the customer
Continuous Improvement
Never being context with the status quo but assuming that there will always be room for improvement
Employee Empowerment
giving employees responsibility, authority, training and tools necessary to manage quality
Quality Assurance
Specific action a firm takes to ensure that its products, service and processes meet the quality requirements of its customers
Quality Function Deployment (QFD)
Translate customers requirements into technical requirements for each stage of product development and production
Strategic Quality Plan
Provides the vision, guidance, and measurements to drive the quality effort forward and shift the organization's course when necessary.
Process Capability Index
Process is capable of meeting the tolerance limit of 99.7% of the time
Six Sigma Quality
Reduce variability of a process capability ratio is greater than equal to 2
Control Charts
Specialized run chart that helps an organization track changes in key measures over time
Continuous variable
Can be measured along a continuous scale, such as; weight, length, height
Attributes
An outcome or item accounted by its presence or absence
Proportion
A presence or absence of a particular characteristic
Xbar Chart
Used to track the avg. value for future samples
R Chart
Track how much the individual observations within each sample vary
P Chart
Track sample proportions
Acceptance Sample
Process of sampling a portion of goods for inspection rather than examining the entire lot
ISO 9000
Represents an international consensus on good management practices
Sets with similar terms