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Custom/Make to Order, Goods and Services
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Option/Assemble to Order, Goods and Services
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Stack #1289493
| Question | Answer |
|---|---|
| Custom/Make to Order, Goods and Services | are generally produced and delivered as one of a kind or in small quantities, and are designed to meet specific customers specifications |
| Option/Assemble to Order, Goods and Services | are configurations of standard parts, subassemblies, or services that can be selected by customers from a limited set |
| Standard/Make to Stock, Goods and Services | are made according to a fixed design, and the customer has no option from which to choose |
| Projects | are large scale, customized initiatives that consist of many smaller tasks and activities that must be coordinated and completed to finish on time and within budget |
| Job Shop Processes | are organized around particular types of general purpose equipment that are flexible and capable of customizing work for individual customers specs |
| Flow Shop Processes | are organized around a fixed sequence of activities and process steps, such as an assembly line, to produce a limited variety of similar goods or services |
| Continuous Flow Process | creates highly standardized goods or services, usually around the clock in very high volumes |
| Product Life Cycles | is a characterization of product growth, maturity, and decline over time (introduction, growth, maturity, decline) |
| Product Process Matrix | is a model that describes the alignment of process choice the the characteristics of the manufactured good |
| Service Positioning Matrix | suggests that the nature of the customers desired service encounter activity sequence should lead to the most appropriate service system design and that superior performance results by generally staying along the diagonal of the matrix |
| Pathway | is a unique route through a service system. they can be customer driven or provider driven, depending on the level of control that the service firm wants to ensure |
| Service Encounter Activity | consists of all the process steps and associated service encounters necessary to complete a service transaction and fulfill customer's wants and needs |
| Customer Routed Services | are those that offer customers broad freedom to select the pathways that atre the best suited for their immediate needs and wants from many possible pathways through the service delivery system. |
| Provider Routed Services | constrain customers to follow a very small number of possible and predefined pathways through the service system |
| Task | a specific unit of work required to create an output |
| Activity | a group of tasks (sometimes called a workstation) needed to create and deliver an immediate or final output |
| Process | a group of activities |
| Value Chain | a network of processes |
| Process Map (flowchart) | describes the sequence of all process activities and tasks necessary to create and deliver a desired output or outcome |
| Process Boundary | beginning or end of a procss |
| Value Stream | refers to all value added activities involved in designing, producing, and delivering goods and services to customers |
| Reengineering | has been defined as "the fundamental rethinking and radical redesign on business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed" |
| Utilization | is the fraction of time a work station or individual is busy over the long run |
| Throughput | the average number of entities completed per unit times the output rate |
| Bottleneck | is the work activity that effectively limits throughput of entire process |
| Flow Time, Cycle Time | is the average time it takes to complete one cycle of a process |
| Capacity | is the capability of a manufacturing or service resource such as a facility, process, workstation, or piece of equipment to accomplish its purpose over a specified time period |
| Economics of Scale | are achieved when the average unit cost of a good or service decreases as the capacity and/or volume or throughput increases |
| Diseconomies of Scale | occur when the average unit cost of the good or service begins to increase as the capacity and/or volume of throughput increases |
| Focused Factory | is a way to achieve economies of scale without extensive investments in facilities and a capacity by focusing on a narrow range of goods or services, target market segments, and/or dedicated processes to maximize efficiency and effectiveness |
| Safe Capacity/Capacity Cushion | is an amount of capacity reserved for unanticipated events, such as demand surges, materials shortages, and equipment breakdowns |
| Complementary Goods and Services | can be produced or delivered using the same resources available to the firm, but whose seasonal demand patterns are out of phase with each other |
| Revenue Management System | consists of dynamic methods to forecast demand, allocate perishable assets across market segments, decide when to overbook and by how much, and determine what price to charge different customer classes |
| Theory of Constraints (TOC) | is a set of principles that focus on increasing total process throughput by maximizing the utilization of all bottleneck work activities and workstations |
| Throughput(TOC) | amount of money generated per time period through actual sales |
| Constraint(TOC) | anything that limits an organization from moving toward or achieving its goal |
| Physical Constraint | is associated with the capacity of resource |
| Bottleneck Work Activity | is one that effectively limits capacity of the entire process |
| Nonbottleneck Work Activity | is one in which idle capacity exists |
| Nonphysical Constraint | is environmental or organizational |
Created by:
theboyblue