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GMS401 Final Exam
All Definitions
| Term | Definition |
|---|---|
| Project | Unique, large, one-time job requiring special activities to accomplish a specific objective in a limited time frame |
| Performance Goals | For a project: keeping the project within schedule, budget, and quality guidelines |
| Matrix Organization | An organizational structure that temporarily groups together specialists from different departments to work on special projects |
| Project Manager | The person responsible for planning, scheduling, executing, and controlling a project from inception to completion, meeting the project's requirements and ensuring completion on time, within budget, and to the required quality standards. |
| Project Planning | Analyzing the project into work packages and activities, estimating resources needed and durations, scheduling |
| (WBS) Work Breakdown Structure | A hierarchical listing of what must be done during a project |
| Project Scheduling | Determining the timing of activities of the project |
| PERT | Program evaluation and review technique, used for scheduling and control of large projects |
| CPM | Critical path method, used for scheduling and control of large projects |
| Precedence Network | Diagram of project activities and their sequential relationships by use of arrows and nodes |
| Activity on arrow (AOA) | Network in which arrows designate activities |
| Activity on Node (AON) | Network in which nodes designate activities |
| Path | A sequence of activities that leads from the start node to the end node |
| Critical Path | The longest path from start to end; determines the expected project duration |
| Critical Activities | Activities on the critical path |
| Path Slack Time | Allowable slippage for a path; the difference between the length of the critical path |
| Deterministic Durations | Durations that are fairly certain |
| Probabilistic Durations | Durations that allow for variation |
| 3-Point estimates method | PERT/CPM when the activity durations are variable and are determined using three estimates: optimistic, most likely and pessimistic |
| Optimistic duration | The length of time under the best conditions |
| Pessimistic Duration | The length of time under the worst conditions |
| Most likely duration | The most probable length of time |
| Beta Distribution | A family of continuous positive distributions used to describe the inherent variability in activity durations |
| Project Execution | Involves performance of activities planned |
| Project Control | Comparing a project's progress against plans and taking corrective action if necessary |
| Gantt Chart | A visual aid for loading, scheduling and control purposes |
| Housekeeping | Maintaining the workplace clean and free of unnecessary things |
| Preventive maintenance | Keeping equipment in good operating condition and replacing parts that have a tendency to fail before they actually do fail |
| Kanban | Card that communicates demand for a batch of an item to the preceding work centre |
| Pull system | Based directly on customer demand, a work centre pulls items from the preceding work centre as they are needed |
| Push system | Based on MRP plan, a batch of items is made and pushed to the next work centre as it is completed |
| Andon | A set of lights used at each workstation to signal problems or slowdowns |
| Jidoka | Japanese term for quality at the source: avoid passing defective products to the following workstation, and stop and fix the problem |
| Autonomation | Intelligent automation: if an abnormal situation arises, the machine automatically stops, preventing production of defective products |
| Poka-Yoke | Any mechanism that helps an equipment operator avoid mistakes. Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur |
| Takt Time | The maximum time allowed at each workstation to complete its set of tasks on a unit. Also called cycle time |
| Lean Production | JIT in a broad sense, is a philosophy of waste reduction and continuous improvement |
| Just in time (JIT) | Production system in which processing and movement of parts/modules/work-in-process occur just as they are needed, usually in small batches |
| Skill/Knowledge Bonus Plan | Rewarding workers who undergo training to increase their skills/knowledge |
| Output-based (piece rate) pay | Compensation based on amount of output an employee products |
| Time-Based Pay | Compensation based on length of time an employee has worked |
| Work sampling | Technique for estimating the proportion of time that a worker spends on each activity or is idle |
| Predetermined element times | Published data based on extensive research on element times |
| Stopwatch time study | Development of a standard time based on observations of one worker taken over a number of cycles |
| Standard Time | The amount of time it should take a qualified worker to complete a specified task, working at a sustainable rate, and using given methods, tools and equipment, raw materials, and workplace arrangement |
| Work Measurement | Determining how long it should take to do a job |
| Ergonomics | Fitting the job to the worker's capability and size |
| Simo Chart | A chart that shows the elementary motions performed by each hand, side by side over time |
| Micro-motion study | Use of motion pictures and slow motion to study motions that otherwise would be too rapid to analyze |
| Motion economy principles | Guidelines for designing motion-efficient work procedures |
| Motion Study | Systematic study of the human motions used to perform an operation or task |
| Worker-machine chart | Used to determine portions of a work cycle during which an operator and equipment are busy or idle |
| Process chart | Chart used to examine the overall sequence of an operation by focusing on movements of the operator or flow of material |
| Methods Analysis | Breaks down the job into a sequence of tasks and elements and improves it |
| Self-directed teams | Groups who perform the same function and are empowered to make certain decision and changes in their work |
| Job enrichment | Increasing responsibility for planning and coordination |
| Job rotation | Workers periodically exchange jobs |
| Job enlargement | Giving a worker a larger portion of the total task |
| Specialization | Focusing the job to a narrow scope |
| Job Design | Specifying the content and method of a job |
| Percentage Idle Time | 100 times sum of idle times per unit divided by actual number of workstation times cycle time |
| Precedence Network | A diagram that shows the tasks and their precedence requirements |
| Cycle Time | The maximum time allowed at each workstation to complete its set of tasks on a unit |
| Line balancing | Assigning tasks to workstations in such a way that the work stations have approximately equal time requirements |
| Group technology | Grouping items with similar design or manufacturing characteristics into part families |
| Cellular Layout | Layout in which different machines are arranged in a cell that can process times that have similar processing requirements |
| Process Layout | Arranges production resources together according to similarity of function |
| Product Layout | Arranges production resources linearly according to the progressive steps by which a product is made |
| Process Flow Diagram | Shows the operations and movement of material through the operations |
| Computer integrated manufacturing (CIM) | A system for linking a broad range of manufacturing and other activities through an integrating computer system |
| Flexible Manufacturing System | A group of machining centres controlled by a computer, with automatic material handling and robots or other automated equipment |
| Robot | A machine consisting of a mechanical arm, a power supply, and a controller |
| Numerically Controlled (N/C) Machines | Machines that perform operations by following mathematical processing instructions |
| Automation | Using machinery/equipment with sensing and control devices that enable it to operate automatically |
| Continous Process | Used when a high volume of highly standardized output is required |
| Assembly line | Production line where parts are added to a product sequentially |
| Production Line | A sequence of machines/workstations that perform operations on a part/product |
| Repetitive process | A type of process used when higher quantities of more standardized goods or services are needed |
| Batch process | A type of process used when a moderate volume and variety of goods or services is desired |
| Job Shop | A process type used when a low quantity of high-variety customized goods or services is needed |
| Make or Buy | Decide whether to make a part or product in-house or buy it or a segment of production process from another company |
| Process Design | Determining the form and function of how goods or services are produced |
| Quality Function Deployment (QFD) | A structured approach that integrates the voice of the customer into product design |
| Design for Assembly (DFA) | Focuses on reducing the number of parts in a product and on assembly methods and sequence |
| Design for Manufacturing (DFM) | Takes into account the organization's manufacturing capabilities when designing a product |
| Computer Aided Design (CAD) | Product design using computer graphics |
| Concurrent Engineering | Bringing engineering design, manufacturing engineers, and staff from marketing, manufacturing, and purchasing together early in the design phase |
| Recycling | Recovering materials for future use |
| Design for disassembly | Design so that used products can be easily taken apart |
| Remanufacturing | Refurbishing used products by replacing worn-out or defective components |
| Product Liability | A manufacturer is liable for any injuries or damages caused by a faulty product |
| Robust Design | Design that can function over a broad range of conditions |
| Failure | Situation in which a product, part, or system does not perform as intended |
| Reliability | The ability of a product, part, or system to perform its intended function under normal conditions |
| Mass Customization | Producing basically standardized goods or services but incorporating some degree of customization |
| Delayed Differentiation | Producing, but not quite completing a product until customer preferences are known |
| Modular Design | Parts are grouped into models that are easily replaced or interchanged. The product is composed of a number of modules or components instead of a collection of individual parts |
| Standardization | Extent to which there is absence of variety in a part or product |
| Life Cycle | Incubation, growth, maturity, saturation, and decline |
| Research and development (R&D) | Lab scientists and engineers involved in creative work on a systematic basis to increase knowledge directed toward product and process innovation |
| Reverse engineering | Dismantling a competitor's product to discover what it is composed of and how the components work, searching for own-product improvements |
| Product Design | Determining the form and function of the product |
| Productivity | A measure of productive use of resources, usually expressed as the ratio of output to input |
| Outsourcing | Buying a part of a good/service or a segment of a production/service process from another company, a supplier |
| Time-Based competition | Strategy that focuses on reduction of time needed to accomplish tasks |
| Operations Strategy | The approach that is used to guide the operations function |
| Action plan | A medium or short-term project to accomplish a specific objective, assigned to an individual, with a deadline and the resources needed |
| Tactics | Medium-term plans used as components of a strategy |
| Values | Shared beliefs of the organization's stakeholders |
| Vision | Where the organization desires to be in the future |
| Mission | Where the organization is going now |
| Competitive priorities | The importance given to operations characteristics: cost, quality, flexibility and delivery |
| Order winners | Purchasing criteria that case the organization to be perceived as better than the competition |
| Order qualifiers | Purchasing criteria that customers perceive as minimum standards of acceptability to be considered for purchase |
| Key purchasing criteria | The major elements influencing a purchase: price, quality, variety, and timeliness |
| Strategic Planning | The managerial process that determines a strategy from eh organization |
| Strategy | The long-term plans that determine the direction an organization takes to become or remain competitive |
| Competitiveness | Ability and performance or an organization in the marketplace compared to other organizations that offer similar goods or services |
| Supply Chain | A sequence of activities and organizations involved in producing and delivering a good or service |
| E-Commerce | Use of the Internet and other electronic networks to buy and sell goods and services |
| Lean Production | System that uses minimal amounts of resources to produce a high volume of high-quality goods with some variety |
| Total Quality Management | Involving every employee in a continual effort to improve quality and satisfy the customers |
| Mass production | System in which lower-skilled workers used specialized machinery to produce high volumes of standardized goods |
| Interchangeable parts | Parts of a product made to such precision that they do not have to be custom fitted |
| Division of labour | Breaking up a production process into small tasks so that each worker performs a small portion of the overall job |
| Craft Production | System in which highly skilled workers use simple, flexible tools to produce small quantities of customized goods |
| Pareto Phenomenon | A few factors account for a high percentage of results achieved (80/20) |
| System | A set of interrelated parts that must work together |
| Model | An abstraction of reality; a simplified representation of something |
| Lead Time | The time between ordering a good or service and receiving it |
| Value Added | The difference between he cost of inputs and the value or price of outputs |
| Efficiency | Operating at minimum cost and time |
| Effectiveness | Achieving quality and responsiveness |
| Process | A series of linked actions, changes or functions bringing about a result |
| Operations management | The management of processes or systems that create goods and/or provide services |
| Reliability | The ability of a product, part, or system to perform its intended function under a prescribed set of conditions. (1. when activated 2. for a given length of time) |
| Overdesign | Enhance design to avoid failure |
| Design simplification | Reduce number of components |
| Use redundancy in the design | Providing backup components |
| Mean time to failure (MTTF) | Average length of time before failure of a product of component |
| Mean time between failures (MTBF) | Average time from the up time after a repair following a failure to the next failure |
| Availability | The fraction of time a piece of equipment is expected to be available for operation |
| Learning Curves | A graph that reflects the phenomenon that the time required to perform a task decreases with increasing repetitions |
| Learning Effect | Time per unit decreases as the number of units produced increases |
| Statistical Quality Control | Uses statistical techniques & sampling to monitor & test the quality of goods & services |
| Acceptance sampling | Determines to accept or reject a product |
| Statistical process control | Determines if process is operating within acceptable limits |
| Inspection | The appraisal of goods/services against standards |
| Random variation | Natural variations in the output of process, created from countless minor factors |
| Assignable variation | A variation whose source can be identified |
| Control chart | Monitors process output to distinguish between random and assignable variation. A time offered plot of sample statistics obtained from an ongoing process. Upper and lower control limits define the range of acceptable variation. |
| Control Limits | The dividing lines between random and nonrandom deviations from the process mean |
| Type I Error | Concluding that a process has changed when it has not |
| Type II error | Concluding a process is in control when it is actually not |
| Design Specifications | Range of acceptable values established by engineering design or customer requirements |
| Process variability | Natural variability in a process |
| Process Capability | Process variability relative to specification |
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