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Prod Ops Exam 3
Study Material
| Term | Definition |
|---|---|
| What are the two components of the waiting line system? | Customer population and the process or service system |
| When does a waiting line occur? | When demand exceeds available capacity |
| Balking | Occurs when a customer chooses not to enter a queue because it is too long, most dangerous |
| Reneging | When a customer already in a queue gives up and exits without being serviced |
| Jockeying | When a customer switches back and forth between alternate queues in an effort to reduce waiting time |
| What is the service system defined by? | Queues, Channels, Phases, arrival and service patterns and service priority rules |
| Arrival Rate | Average number of customers arriving per time period |
| Service Rate | Average number of customers that can be serviced during the same period of time |
| Job Design | Process of specifying the contents of the job (Identify purpose, define duties and responsibilities and specify the required credentials, skills and training) |
| What is not a part of job design? | Determining the best person suited for the job |
| What are the three feasibilities of job design? | Technical, Economic and Behavorial |
| Technical Feasability | Describes whether the job is within physical and mental capabilities of the average worker |
| Economic Feasability | Indicates whether the cost of doing the job is less than its added value to the product/service |
| Behavioral Feasibility | Describes whether the job is intrinsically satisfying |
| What feasibility would apply to a Job Inventory Control Clerk? | Technical Feasbility |
| Automation | Replacing labor with machinery |
| Outsourcing | Reducing labor cost by utilizing cheaper labor in other businesses/countries |
| What are reasons for automation? | Safety of workers, repetitive nature of tasks, degree of precision needed, and complexity of tasks |
| What is no a reason for moving towards increasing automation? | Low volume tasks |
| What are the different methods used to reduce job boredom? | Job Enlargement, Enrichment, Rotation and Use of Teams |
| Job Enlargement | Involves increasing the scope of work assigned to do a job, creating a sense of accomplishment |
| Job Enrichment | Increases the level of responsibility for work planning, increasing a sense of control/pride |
| Job Rotation | Shifts a worker through several jobs to increase understanding of the total process and give job variety |
| Use of Teams | Problem-solving teams increase the sense of partnership and can involve small groups, special purpose focuses or self-managed teams |
| When giving a greater sense of responsibility of not only performing tasks, but scheduling the job which method reduces job boredom? | Job Enrichment |
| Method Analysis | What is the best way to do a job? |
| Time Study/Work Measurement | How long does it take to do the job using the best method? |
| Of the two basic questions in job design, finding the best way to do the job is called? | Method Analysis |
| Standard Time | Length of time a qualified worker working at a normal pace following the appropriate SOP and procedures will take to complete a job |
| Normal Time | Time to perform a job that is the actual average time adjusted by the performance rating factor |
| Work Sampling | Used to evaluate the time in various job activities when the job is not repetitive |
| If a measurement of work for a non-repetitive job is desired, what would be the best method? | Work Sampling |
| What kinds of systems of compensation exist? | Individual systems and group incentive plans |
| Learning Curve | Repeated efforts to replicate the task should take successively less time on the average (decreased time) |
| What are the types of inventory? | Raw Materials, Components, WIP, Finished Goods, Distribution Inventory, MRO Supplies |
| Components | Things like sparkplugs, wires, clips, etc |
| Distribution Inventory | Inventory that is being shipped |
| MRO Supplies | Maintenance, Repair and Operating supplies |
| Work-In-Progress | Partially assembled inventory |
| Lawnmowers that are currently moving down the assembly line would be what kind of inventory? | Work-In-Progress |
| What is safety stock? | Accumulated inventory to buffer against uncertain demand |
| If Walmart has merchandise on the road being taken to stores, what kind of inventory is this? | Safety Stock Inventory |
| What are service measures related to inventory? | Percentage of order shipped on schedule, lines shipped on schedule and dollar volume shipped on schedule |
| What are production measures related to inventory? | Total-inventory costs, inventory turnover rate, minimization of supply on hand |
| What are the relevant costs of inventory? | Acquisition Costs, Holding Costs, Ordering and Setup Costs, and Shortage Costs |
| Which inventory cost is the most difficult cost to measure? | Ordering Cost |
| What are the order quantity approaches? | Lot-For-Lot, Fixed Order Quantity, Min-Max System, Periodic Review |
| Lot-For-Lot | Order exactly what is needed |
| Fixed Order Quantity | Order a predetermined amount each time |
| Min-Max System | When inventory falls to a set minimum level order up to the predetermined maximum level |
| Periodic Review | At specified intervals order up to a predetermined target level |
| If a company orders exactly what is needed by utilizing kanbans, which order system at they utilizing? | Lot-For-Lot |
| What are the assumptions of the EOQ Model? | Demand and Lead Time is known and constant, No quantity discounts, Ordering Costs are constant, All Demand is satisfied, Order Quantity arrives in a single shipment |
| The optimum order quantity Q* occurs at the point where? | Ordering costs are equal to holding costs |
| Reorder Point | Point when you make a decision to place another order for the economic order quantity |
| In the EOQ model, there is some variation in demand, ordering and holding costs, but those variations will not affect order quantity much. This means? | The order quantity Q is relatively insensitive to changes |
| What is Pareto's Law? | Roughly 20% of inventory variety will account for 80% of inventory value |
| ABC System | Inventory is split into A, B and C categories based on value, risk and other considerations |
| When inventory is splint into different categories based on total cost impact what is this categorization system called? | ABC Inventory System |
| Periodic Inventory | Take a periodic physical inventory to verify and update records |
| Cycle Counting | Count specified items each day |
| Perpetual Inventory | System of tracking inventory by using technology throughout supply chain and provides real-time data |
| In LEAN inventory management, the goal is to reduce inventory to zero, what costs should a company strive to reduce? | Ordering costs |
| What are the two extremes of scheduling systems? | High Volume and Low Volume Operations |
| What is involved in High Volume Operations | Fixed routings, bottlenecks, line-balancing to design processes around bottlenecks and demand |
| What is involved in Low Volume Operations? | Job shop operations designed for flexibility, each product or service has its own routing, bottlenecks move around |
| What are the two extremes of workstation loading? | Infinite and Finite Loading |
| High volume operations have fixed routings for the product flow and use line balancing to design the process around bundles. How would you best characterize a lawnmower manufacturing operation? | High Volume |
| Infinite Loading | Ignores capacity constraints and loads the stations based on total demand at that station, helps identify bottlenecks |
| Finite Loading | Only allows works to be assigned to a station when there is capacity |
| Which type of loading provides a preview of the possible bottlenecks? | Infinite Loading |
| Forward Scheduling | Demonstrates the amount of slippage that can be allowed and not be late on the project |
| Backward Scheduling | Demonstrates the latest starting time allowed to complete the project on time |
| Operations Sequencing | Short-term plan of actual jobs to be performed in sequence based on available capacity and selected priorities |
| Waiting Time | Measures the time a job must wait from the start of a sequence of jobs |
| Job Flow Time | Time a job is completed plus the time the job was first available for processing |
| Number of Jobs in the System | Measures number of jobs in progress at any given time |
| Makespan | Total time it takes to finish a sequence |
| Job Latness | How long after the due date a job was completed |
| The difference in the times is known as? | Slack |
| What are the priority rules? | FIFO, LIFO, Longest Processing Time first, Shortest Processing Time first, Earliest Due Date first, Critical Ratio |
| Critical Ratio | Calculated as time left until the due date divided by the processing time |
| Which priority tule gives the best results for the average flow time, waiting time and WIP? | Shortest Processing Time first |
| Johnson's Rule | Designed for scheduling two successive operations that must be completed in sequence, guarantees the minimum make span and average idle time |
| Who developed OPT/TOC? | Eli Goldratt |
| What does Eli Goldratt's OPT/TOC determine in regards to bottlenecks? | Throughput |
| How does the TOC foster systemic performance improvement? | By focusing on constraints |
| Throughput | Rate at which money is generated by the system through sales |
| Inventory | Money the system has invested in buying materials to produce items for sale |
| Operational Expense | Money spent converting inventory into throughput |
| What are the three categories expenses are classified into in the TOC system? | Throughput, Inventory, and Operational Expense |
| Service Scheduling | Deals with trying to regulate the demand or adjusting the capacity on short notice |
| In service scheduling doctors try to smooth out peaks and valleys in demand? How is this accomplished? | Through appointments and reservations |
| Project | An endeavor with multiple activities with defined precedence relationships to be completed within a limited duration |
| Activities | Specific tasks that must be completed and that require resources |
| Precedence Relationships | Natural order between activities where some tasks must be completed before others can begin |
| Critical Path Method | Used in complex projects where individual tasks are routine |
| Program Evaluation and Review Technique | Requires three estimates of task time since tasks are relatively new or unique |
| What are the benefits of CPM and PERT? (All of the Above) | Graphically display the precedence of relationships and sequence of activities. Identify critical activities that cannot be delayed without delaying the project. Estimate the project's duration. Estimate slack associated with non-critical activities |
| Activities on the critical path? | Have no slack |
Created by:
Erika.Meakins
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