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MAN324 CH6
Manufacturing Process Selection and Design
| Question | Answer |
|---|---|
| Types of Manufacturing Processes | Conversion, fabrication, Assembly, Testing |
| Conversion | iron to steel |
| Fabrication | cloth to clothes |
| Assembly | parts to components |
| Testing | quality of products |
| Process flow structures | Job shop, batch shop, assembly, continuous flow |
| Job shop | copy center making a single copy of a student term paper |
| Batch shop | copy center making 10,000 copies of an ad piece for a business |
| Assembly | automobile manufacturer |
| Continuous flow | petroleum manufacturer |
| Break even analysis | Standard approach to choosing among alternative processes or equipment. |
| Break even demand | purchase cost of process or equipment/price per unit-cost per unit |
| Process flow design | a mapping of the specific processes that raw materials, parts, and assemblies follow as they "move" through a plant. |
| Most common tools in process flow design | assembly, drawings, assembly charts, and operation and route sheets |
| Which is not a major process flow structure | project |
| The type of processing structure that is used to produce gasoline, chemicals, and steel | continuous flow |
| The type of processing structure that is used for producing discrete products at higher volume | assembly line |
| An example of a business/industry that uses batch flow process structure is | heavy equipment |
| The major decision variables in equipment selection are | flexibility and labor requirements |
| A major process flow structure is the fabrication shop | false |
| The best process flow structure to use for making automobiles is | assembly line |
| A process flow diagram shows how parts are put together to make a product | false |
| A break even point indicates which of the following | The point where we are indifferent between two points |
| product process matrix | The relationship between process structuring and volume requirements |
| How to read the product process matrix | As volume increases and the product line (the horizontal dimension) narrows, specialized equipment and standardized material flows (the vertical dimension) become economically feasible. |