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OM Process Managemen
| Question | Answer |
|---|---|
| Process Management | The selection of the inputs, operations, work flows, and methods that transform inputs into outputs. |
| Supply Chain | An interconnected set of linkages among suppliers of materials and services that spans the transformation processes that convert ideas and raw materials into finished goods and services; also referred to as the value chain. |
| Process choice | A process decision that determines whether resources are organized around products or processes |
| Vertical Integration | The degree to which a firm's own production system or service facility handles the entire supply chain. |
| Resource flexibility | The ease with which employees and equipment can handle a wide variety of products, output levels, duties, and functions |
| Customer involvement | The ways in which customers become part of the process and the extent of their participation. |
| Capital Intensity | The mix of equipment and human skills in a process |
| Project process | A process characterized by a high degree of job customization, the large scope of each project, and the release of substantial resources once a project is completed. |
| Job Process | A process with the flexibility needed to produce a variety of products or services in significant qualities. |
| Line Flow | The linear movement of materials, information, or customers from one operation to the next according to a fixed sequence. |
| Batch Process | A process that differs from the job process with respect to volume, variety, and quality. |
| Line process | A process that lies between the batch and continuous processes on the continuum, volumes are high, and products or services are standardized , which allows resources to be organized around a product or service. |
| Continuous Process | The extreme end of high-volume standardized production with rigid line flows. |
| Outsourcing | Allotting work to suppliers and distributors to provide needed services and materials to perform those processes that the organization does not perform itself. |
| Make-or-buy decisions | Decisions that either involve more integration (a MAKE decision) or more outsourcing (a BUY decision). |
| Backward integration | A firm's movement upstream toward the sources of raw materials and parts. |
| Forward integration | A firm's movement DOWNSTREAM by acquiring more channels of distribution, such as its own distribution centers (warehouses) and retail sources. |
| Virtual Corporation | A situation in which competitors enter into short-term partnerships to respond to market opportunities |
| Network Companies | Companies that contract with other firms for most of their production and for many of their other functions. |
| Flexible workforce | A workforce whose members are capable of doing many tasks, either at their own workstations, or as they move from one workstation to another. |
| Automation | A system, process, or piece of equipment that is self-acting and self-regulating |
| Fixed automation | A manufacturing process that produces one type of part or product in a fixed sequence of simple operations |
| Flexible (or programmable) automation | A manufacturing process that can be changed easily to handle various products. |
| Specialization | The degree to which a job involves a narrow range of tasks, a high degree of repetition, and, presumably, great efficiency and high quality. |
| Job enlargement | The horizontal expansion of a job, increasing the range of tasks at the same level. |
| Job rotation | A system whereby workers exchange jobs periodically, thus getting more diverse work experience in task assignment |
| Job enrichment | A vertical expansion of job duties; workers have greater control and responsibility for an entire process, not just a specific skill or operation. |
| Economies of Scope | Economies that reflect the ability to produce multiple products more cheaply in combination that separately |
| Focused Factories | The result of a firm's splitting large plants that produced all the company's products into several specialized smaller plants. |
| Plants within plants (PWP's) | Different operations within a facility with individual competitive priorities, processes, and workforces under the same roof. |
| Cell | A group of two or more dissimilar workstations located close to each other that process a limited number of parts or models with similar process. |
| Flow Diagram | A diagram that traces the flow of information, customers, employees, equipment, or materials through a process. |
| Process Chart | An organized way of recording all the activities performed by a person, by a machine, at a workstation, with a customer, or on materials. |
| Simulation | The act of reproducing the behavior of a process using a model that describes each step of the process. |
| Reengineering | The fundamental rethinking and radical redesign of processes to improve performance dramatically in terms of cost, quality, service, and speed. |
| Process Improvement | The systematic study of the activities and flows of each process to improve it. |
Created by:
jdrolls
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