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MKT 431 Cook
Exam 1 Review
| Question | Answer |
|---|---|
| Causes/driver of poor customer service performance; Low Product Availability | vendor performance problems |
| Causes/driver of poor customer service performance; Low Product Availability | Raw material transportaion problems |
| Causes/driver of poor customer service performance; Low Product Availability | inaccurate demand forecasting |
| Causes/driver of poor customer service performance; Low Product Availability | poor production performance |
| Causes/driver of poor customer service performance; Low Product Availability | slow production performance |
| Causes/driver of poor customer service performance; Low Product Availability | production quality problems |
| Causes/driver of poor customer service performance; Low Product Availability | inventory deployment errors |
| Causes/driver of poor customer service performance; Long Order Cycle Time | slow order processing |
| Causes/driver of poor customer service performance; Long Order Cycle Time | slow delivery |
| Causes/driver of poor customer service performance; Long Order Cycle Time | wrong carrier/mode choice |
| Causes/driver of poor customer service performance; Long Order Cycle Time | route choices |
| Causes/driver of poor customer service performance; Long Order Cycle Time | consolidation practices |
| Causes/driver of poor customer service performance; Long Order Cycle Time | environmental factors |
| Causes/driver of poor customer service performance; Long Order Cycle Time | social/political factors |
| Causes/driver of poor customer service performance; Long Order Cycle Time | unrealistic delivery times |
| Causes/driver of poor customer service performance; Low System Flexibility (response to special requests) | non ABC logistics system |
| Causes/driver of poor customer service performance; Low System Flexibility (response to special requests) | no postponement oriented system |
| Causes/driver of poor customer service performance; Low System Flexibility (response to special requests) | non information technology oriented system |
| Causes/driver of poor customer service performance; Low System Flexibility (response to special requests) | routines delivery (standardize,modularize) |
| Causes/driver of poor customer service performance; Low System Flexibility (response to special requests) | capacity- flow mismatch |
| Causes/driver of poor customer service performance; High System Malfunctions | order processing errors- inaccurate info transmittal |
| Causes/driver of poor customer service performance; High System Malfunctions | warehousing processing errors- insufficient info support for picking; no system checks for selected items; labor time shortage |
| MTS | make to stock |
| ATO | assemble to order |
| MTO | make to order |
| Order Management Strategies | increase capacity |
| Order Management Strategies | shift capacity |
| Order Management Strategies | increase OP flow speed |
| Order Management Strategies | separate order flows |
| Order Management Strategies | increase order size |
| Order Management Strategies | spread order flow out (backlog/backorder) |
| Order Management Strategies | prioritize orders |
| Order Management Strategies | restrict orders |
| Order Management Strategies | eliminate order need |
| Order Management Strategies | plan orders |
| Perfect order metric | right order, right time, correct invoice |
| perfect order linked to increase in profits - 3% improvement = % - 10% improvement = $ | 1% increase in profits $0.50 |
| Priory system type | promoted/customer drive/paid for |
| Priory system type | on request/customer driven/paid for |
| Priory system type | internally driven/not paid for |
| Priority system criteria | FCFS- first come first serve |
| Priority system criteria | SPT- small orders first |
| Priority system criteria | EDD- earliest due date |
| Priority system criteria | CR/ESD-CR = time remaining/work remaining |
| TPS | Toyota production system |
| TPS created by | Ohno and Shingo - head/fathers of JIT |
| Toyota House | TPS-roof JIT- left pillar Highly motivated people- middle pillar Jidoka- built in quality- Right Pillar Operational Stability- foundation |
| Toyota House: Roof/TPS | Best quality, lowest cost, shortest lead time, best safety, high morale |
| Toyota House: Left Pillar/JIT | Right part, right time, right amount; takt time, continuous flow, pull system, quick changeover, integrated logistics |
| Toyota House: Middle Pillar/Highly motivated people | Toyota House: Middle Pillar/Highly motivated people |
| Toyota House: Right Pillar/Jidoka | built in quality; automatic stops, andon, person/machine separation,error proofing, in-station quality control, 5 why's |
| Toyota House: Foundation/Operation stability | leveled production, standardized work, visual management, total productive maintenance(TPM), kaizen |
| Value creation | right product(right size, shape, color, etc) |
| Value creation | Right place |
| Value creation | Right time |
| Value creation | Right price/transaction terms |
| Muda; Form of waste | transport/conveyance |
| Muda; Form of waste | waiting/delay |
| Muda;Form of waste | over production |
| Muda; Form of waste | defects/correction/repairs/rejects |
| Muda; Form of waste | Inventory |
| Muda; Form of waste | motion/movement |
| Muda; Form of waste | extra processing |
| TPS Production characteristics | 5S, pull system, mixed model scheduling, layout |
| 5S's | Sort, Straighten, Scrub, Systematize, Standardize, Safety |
| Sort (5S) | divides all the items that are essential in the workplace into three R categories |
| 3 R Categories of Sort (5S) | Retain-retain items that are essential to the functioning of the work area Return- return any items that belong to another department, location, supplier or customer Rid- rid the area of all other items |
| Straighten (5S) | find a place for everything and label it, mark it, make it visual |
| Scrub (5S) | clean the area and make it look new- promotes better attitudes, makes detection of leaks and problems on machines easier, and makes the work environment safer |
| Systematize (5S) | create schedules and systems to maintain the area regularly |
| Standardize (5S) | create good new habits; may take time and constant reinforcement |
| Safety (6thS) | keep your people safe |
| Mixed Model Scheduling | ABACABACABACABACABAC; flexible/fits demand(tact time)/redundant(learning results in quality) |
| Cellular Manufacturing Characteristics; Operations | people dependent; re-balanced as needed |
| Cellular Manufacturing Characteristics; Workers | multi-functional workers |
| Cellular Manufacturing Characteristics;Equipment | flexible/adaptable; dedicated(isn't shared/stays on that line) |
| Cellular Manufacturing Characteristics; Material Handling Patters/Timing | small quantities; short distances/frquency |
| Cellular Manufacturing Characteristics; Layouts | compact |
| Cellular Manufacturing Characteristics; Flexible capacity | ability to operate at different production rates |
| Group Technology | identifies similarity of manufactured parts |
| Group Technology | establishes common routing |
| Group Technology | classifies parts by size, geometry, and function |
| Group Technology | facilitates cellular layout |
| JIT Product Design | common parts design |
| JIT Product Design | design to process |
| JIT Product Design | common kits (down SKU;s) |
| JIT Product Design | modular design |
| JIT Product Design | postponement/special steps at end of process |
| JIT Product Design | Common packaging design |
| JIT Product Design | design package to material flow requirements |
| Material Flow/Control | visible |
| Material Flow/Control | countable/accountable |
| Material Flow/Control | accessible |
| Material Flow/Control | available at point of use |
| Material Flow/Control | designated locations |
| Material Flow/Control | controlled by material/logistics specialists only |
| Material Flow/Control | moves prepared for production counted |
| Not in TPS vocabulary | inventory |
| Not in TPS vocabulary | warehousing |
| Not in TPS vocabulary | inspectors |
| Not in TPS vocabulary | variance |
| Not in TPS vocabulary | departments |
| Not in TPS vocabulary | staging |
| JIT Logistics Impact; order/information | smaller/frequent orders |
| JIT Logistics Impact; Warehousing | fewer stock locations/direct ship; more flexible locations (public warehouse); cross-docking (double handling but better than warehousing) |
| JIT Logistics Impact; Transportation | milk runs, supplier next door/in-house; consolidation/asset sharing; pool distribution (japs hate this); rent-able/scheduled delivery trucks; dedicated transportation |
| JIT Logistics Impact; Packaging/material handling | sequenced loading/unloading; small standard containers; returnable containers; mixed loading; recyclable materials; standardized handling equipment; no automated equip. until process fixed |
| Coping with demand variability (short run solutions) | collaborative forecasting |
| Coping with demand variability (short run solutions) | POS info |
| Coping with demand variability (short run solutions) | manufacturing postponement |
| Coping with demand variability (short run solutions) | packaging/labeling postponement |
| Coping with demand variability (short run solutions) | logistical postponement |
| Coping with demand variability (short run solutions) | asset sharing/swaping |
| Smooth customer demand (long run solutions) | plan demand through contract sales (quality timing location) |
| Smooth customer demand (long run solutions) | plan demand through advanced ordering |
| Smooth customer demand (long run solutions) | regularize promotion timing/spending |
| Smooth customer demand (long run solutions) | everyday pricing(no clearance sales) |
| Not in TPS vocabulary | electronic orders |
| Not in TPS vocabulary | early automation |
| Not in TPS vocabulary | forecasting |
| Total Quality Management TQM | a program to focus all organizational activities on enhancing quality for customers by redirecting the corporate culture and implementing management and statistical tools |
| Axiom of TQM | commitment to quality |
| Axiom of TQM | extensive use of scientific tools and techniques |
| Axiom of TQM | continuous improvement |
| Axiom of TQM | total involvement in the quality of undertaking |
| Kanban (Pull system) | a system of control cards that govern material movements through an OM system within JIT |
| Criteria to be value added | the customer must be willing to pay for it |
| Criteria to be value added | the activity must transform the product or service in some way |
| Criteria to be value added | the activity must be done correctly the first time |
| Keys to maintaining flow in manufacturing environment | products need to be processed one at a time, with no excess inventory, no defects or rework, and no equipment breakdowns |
| Maintaining constant flow in a manufacturing environment can be achieved by | standard methods of production, with minimal variation, equipment readily available in the same area and not sorted by functionality |
| Sync manufacturing with | takt time/customer rate of demand |
| Pull; lean utilizes level scheduling practices to... | keep the system operating at a steady and achievable pace |
| Pull; work is only performed when | the part is required downstream |
| Pull; take one | make one |
| Kanban pull signal example | empty space; a card; a container |
| Lean thrives on... | simplicity and manual solutions |
| Pull systems result in | higher inventory turns |
| Pull systems result in | reduced floor space |
| Pull systems result in | faster customer response |
| Pull systems result in | improved cash flow |
| kaisen | make improvements everyday |
| kaikaku | improvements on a radical scale that may require you to throw out all the rules to make improvements |
| TPS uses highly motivated people because | people use the tools, devise solutions, and implement improvements |
| In TPS ________ waits on ________ | machine; man |
| TPS utilizes visual management | empty space, card, empty container |
| JIT is achieved by | producing to takt |
| JIT is achieved by | quick changeover |
| JIT is achieved by | continuous flow |
| JIT is achieved by | Pull |
| JIT is achieved by | integrated logistics; delivery schedules, milk runs, container strategies |
| Jidoka | quality must be built in at the source and the defects never pass to the next step in the process |
| Mura | unevenness; variation in an operation; found in costs of testing, inspecting, containment, rework, returns, overtime, and unscheduled travel to the customer |
| Muri | overdoing; the unnecessary or unreasonable overburdening of people, equipment, or system by demands that exceed capacity |
| Standard work; specification standards | descriptions and quality, methods and tools, communications, and terminology |
| Standard work; subject standards | company rules and policies, business management, regulatory and compliance |
| Standard work; technical standards | materials components, products and services |
| Implementing Standardized Work | 1 check equipment 2 check time (cycle and takt) 3 check WIP and minimize 4 Post it- error proof cartoons 5 Monitor, measure, and manage 6 Adjust and update |
| Andon | electronic information or signaling device that may include graphics, colored text, maybe audio |
| Andon | informs when a process or product is in jeopardy of failure/has failed |
| Display Boards | communication centers that tell vital info about the customer, process performance, standardized work, kaizen improvements, or team status |
| Cross-Training Charts | show who can fill in when others are absent, without risking performance, the expertise of team members, weakness of a team |
| Scatter plots | shows relationships between two items/variables and nature of the relationship (positive/negative) |
| Bar Charts | sows differences between items in a small set of related data |
| Histograms | the frequency of an event |
| Control charts | the most important tool of statistical quality control. shows if a process is in or out of statistical control |
Created by:
tom.bertsch
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