Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
MGT 364
Ch. 10, 11, 12, 14, 15, & 16
| Question | Answer |
|---|---|
| What is the job design characteristic of autonomy? | -offering freedom, independence, and discretion |
| What is the job design characteristic of feedback? | -providing clear, timely information about performance |
| Job Enlargement | The grouping of a variety of tasks about the same skill level; horizontal enlargement |
| Job Enrichment | A method of giving an employee more responsibility that includes some of the planning, and control necessary for job accomplishment; vertical enlargement |
| Job Rotation | A system in which an employee is moved from one specialized job to another |
| What is the object of "Method Analysis"? | -focus on how a task is accomplished. This includes: Movement of individuals, or material (flow diagrams, process charts)| Activity of human and machine and crew activity (man-machine charts) | Body movement (operations charts). |
| Flow Charts | drawing used to analyze movement of people or material. pg. 393 (arrows point from beginning to end of process flow to make product (details vary)) |
| Process Chart | Graphic representation that depict a sequence of steps for a process. **This way allows non-value added activities that can be recognized and operations made more efficient.** |
| Operations Chart | A chart depicting right-and left- hand motions. Uses symbols & is in list form. Designed to show economy of motion by pointing out wasted motion, and idle time (delay). |
| Labor Standards | The amount of time required to perform a job, or part of a job. Effective manpower planning is dependent on a knowledge of the labor required. |
| Which method does not provide reliable time standards? | The Historical Method. To many unknown variables to rely on info as accurate. |
| When an employee moves from one machine to another, this is an example of? | Job Rotation |
| What is a therbling? | Basic physical elements of motion. include such activities as select grasp, position, assemble, reach, hold, rest, and inspect. These activities are stated in terms of time measurement unites (TMUs) |
| What are some common predetermined time standards? | -divided into small basic elements that already have established times. Common predetermined time standards is Methods Time Measurement (MTM) |
| Explain work sampling. | An estimate, via sampling, of the percent of the time that a worker spends on various tasks. - Knowledge could lead to staffing changes |
| 5 Steps to Work Sampling | Take preliminary sample to obtain parameter value. Compute sample size required. Prepare schedule, at random, for observing. Observe and record activities. Determine how workers spend time (usually as percentage) |
| Pro's & Con's of Predetermined Time Standards | Pro: Can be established in laboratory, and not disrupt production. Bc it's set before the task is done, it can be used in planning. No performance rating are necessary. Unions tend to accept these standards as fair. Con: It's expensive. |
| Objective of Human Resource Strategy | 1. Efficiently utilized w/i OM decisions 2. Quality of work life 3. Mutual commitment via management and employees toward common goal 4. Mutual trust in policy & procedure by employees |
| When you analyze body movement at a workstation, you should use what tool? | Operation's Charts (List of hand/arm movements w/ symbols, and distance. |
| Make - or - Buy Decision | A choicer between producing a component, or service in-house or purchasing it from an outside source. If you are a wholesaler, or retailer you will buy what you sell. If you are in the manufacturing line of work you will make your product. |
| Outsourcing | Transferring a firm's activities that have traditionally been internal to external suppliers. Free's managers to focus on core competencies. |
| Accurate "Pull" Data (Supply Chain Opportunities) | 1. point-of-sale information so that each member of the chain can schedule effectively 2. Computer-Assisted Ordering (CAO): implies using POS systems that collect sales data, and adj data for market factors, inventory then order sent to supplier |
| Lot Size Reduction (Supply Chain Opportunities) | 1. Develop economical shipments of less than truckload lots 2. Providing discounts based on total annual volume rather then individual shipment 3. reducing the cost of ordering thu techniques shipments such as standing orders, various forms purchasing |
| Single - Stage Control of Replenishment (Supply Chain Opportunities) | Fixing responsibility for monitoring and managing inventory for the retailer |
| Virtual Companies Pro & Con | Pro: specialized management expertise, low capital investment, flexibility, and speed (Efficient) Con: You may not have the resources. Rely heavily on supplier relationships to provide services on demand. |
| Vendor-Managed Inventory (VMI) | A system in which a supplier maintains material for the buyer, often delivering directly to the buyer's using department rather than a loading doc |
| Collaborative Planning, Forcasting, Replenishment (CPFR) | A joint effort of members of a supply chain to share information in order to reduce supply-chain costs |
| Blanket Order | A long-term purchase commitment to a supplier for items that are to be delivered against short-term releases to ship. |
| Postponement | Delaying any modifications or customization to a product as long as possible in the production process. |
| Drop Shipping and Special Packaging | Shipping directly from the supplier to the end consumer rather than from the seller, saving both time, and reshipping costs. |
| Pass-through Facility | distro center where merchandise is held, but it functions less as a holding area, and more as a shipping hub. Often use logistics vendors. UPS works w/ Nike at such facility in Louisville. Merchant able to process orders after business hrs |
| Channel Assembly | sends individual components and models, rather than finished products, to the distributor |
| Advantages of Few Suppliers | can create value by allowing suppliers to have economies of scale, and learning curve that yields lower transaction, and production costs. Suppliers also more willing for JIT systems. You collaborate, and reduce cost over time. |
| Advantages of Many Suppliers | Order normally goes to lowest bidder reducing cost immediately. Suppliers aggressively complete with each other, and "partnering" relationships are not the goal. |
| Vertical Integration | Developing the ability to produce goods, or services previously purchased or actually buying a supplier or a distributor. Opposite of outsourcing |
| Keiretsu Networks | A Japanese term that describes suppliers who become part of a company coalition. Part collaborations, part purchasing from few suppliers, part vertical integration. Can have many tiers to the coalition of suppliers. |
| Bullwhip Effect | The increasing fluctuation in orders that often occurs as orders move through the supply chain. |
| ABC Analysis Principles | divides on-hand inventory into three classifications based on annual dollar volume(Class A: annual $ volume is high, Class B: medium annual $ volume, Class C: 5% of annual $ volume) |
| Annual $ Volume: What does this mean? | you figure how much the volume annually will cost you by each item individually. You then add these totals together, and figure what percentage of each item is of this found sum. |
| Basic Economic Order Quantity (EOQ) | An inventory-control technique that mini total ordering and holding $. (optimal order quantity will occur at a point where the total setup cost is equal to the holding cost) 1. Find annual set up cost 2. annual holding cost 3. optimal order quantity |
| Re-order Point (ROP) | the inventory level at which an order should be placed for new stock. ROP=(Demand per day)X(Lead time for a new order in days) |
| Production Order Quantity Model | useful when inventory continuously builds up over time, and traditional economic order quantity assumptions are valid. Especially suitable for production environment. |
| Dependent Demand | when relationship between the items can be determined. When order is received, all components can be forecasted. Has a clearly identifiable parent! |
| Master Production Schedule (MPS) | A time table that specifies what is to be made, and when: Better response to cm orders, faster response to market changes, improved utilization of facilities/labor, reduced inventory levels |
| Independent Demand | |
| 4 Key Components of MRP | System Nervousness: frequent changes in MRP system. Time Fences: allowing segment of the master schedule to be designed as "not to be rescheduled". Pegging: In material req planning, tracing upward in the BOM from the component to the parent item. |
| FCFS (Scheduling Techniques) | First Come, First Serve: The job that arrives at the work center is processed first. Does not score well in most criteria |
| Gantt Chart | visual aids that are useful in loading, and scheduling. Shows the use of resources, such as work centers, and labor, and it's progress |
| SPT (Scheduling Techniques) | Shortest Processing Time: The shortest jobs are handled first, and completed. Generally the best technique to minimize job flow, and minimize avg # of jobs |
| EDD (Scheduling Techniques) | Earliest Due Date: The job with the earliest due date is selected first. minimizes maximum tardiness. |
| LPT (Scheduling Techniques) | Longest processing time: The longer, bigger jobs are often very important, and are selected first. |
| Critical Ratio | A sequencing rule that is an index number computed by dividing the time remaining until due date by the work time remaining. CR=(Due date-Today's date)/(work(lead)time remaining) |
| Why use a Pull System? | this system reduces throughput. Shortening the processing time. Push systems on the other hand dump orders on downstream stations regardless of the need. |
| How to implement JIT? | Eliminate waste, Remove variability, Throughput. Suppliers are diversified to reduce risk. Cross-trained employees. Modern work cells, to increase flexibility. Distance reduction. Reduced lot size. |
| Suppliers concerns with JIT | Little faith in purchaser's ability to produce orders. inadequate lead time. limitations stop ability to respond to changes in product quality, design. May see frequent delivery in small lots as way to transfer buyers holding cost to supplier. |
| JIT Partnership concerns | Remo |
| What activities do not add value? | Storage, inspection, delay, waiting in queues, and defective products do not add value and are 100% waste |
| Characteristics of JIT Partnership | Mutual understanding, and trust. Suppliers: Locate near buyer, extend JIT techniques, detail ID, routing labels, focus on core competencies(Shipping & quantities) Buyers: minimize prod spec, encourage innovation. develop long term relation. |
| Kanban | word for card. effort to reduce inventory. "pull" inventory through work centers. Often card is used to signal when material needed. |
Created by:
ekmabary92