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| Assembly Line Balancing Step 1 |
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Definition
| 1. Specify sequential relationships among tasks |
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| Assembly Line Balancing Step 2 |
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Definition
Determine required workstation cycle time
C=production time per day/units per day (throughput rate) |
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| Assembly Line Balancing Step 3 |
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Definition
| Determine the theoretical minimum number of workstations. N=Sum of task times/cycle time |
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| Assembly Line Balancing Step 4 |
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Definition
| Assign tasks, one at a time, until the sum of the tasks is equal to the workstation cycle time. Prioritize tasks in order of largest number of following tasks. Break ties with a secondary rule like longest task time |
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| Assembly Line Balancing Step 5 |
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Definition
| Evaluate the efficiency of the balance. E=Sum of task times/C*N |
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| Assembly Line Balancing Step 6 |
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Definition
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| the time needed to respond to a customer order |
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Term
| Customer Order Decoupling Point |
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Definition
| where inventory is positioned to allow entities in the supply chain to operate independently |
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Definition
| firms that serve customers from finished goods inventory (tvs, clothes, balance inv against level of cust service) |
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| firms that combine a number of preassembled modules to meet a customer's specifications (dell comp) |
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| firms that make the customer's product from raw materials, parts, and components |
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| firms that will work with the customer to design and then make the product |
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Definition
| Inventory=throughput rate*flow time |
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Definition
| the average rate that items flow through a process (units/day) |
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Definition
| the time it takes one unit to completely flow through a process |
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Term
| Single Channel, Single Phase |
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Definition
| You go in and only one person is there, and go through one phase. Like a one man barbershop |
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Term
| Single Channel, Multiphase |
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Definition
| There is only one person you interact with, but you go through multiple steps. Just like the drive thrus in the old days |
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Term
| Multichannel, Single Phase |
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Definition
| You have the option of talking to multiple people, but there is still only one step until you leave. Bank tellers windows is an example |
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Definition
| Deal with multiple people, and go through different steps with the different people. Just like hospital admissions. |
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Term
| Average Time Between Arrivals |
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Definition
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| Percent of the time the worker will be busy |
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| Average number of people waiting in line |
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| average number in system (including those being served) |
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| average waiting time in line |
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| average total time in system |
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| Probability of exactly n units in the system |
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| the method of assigning tasks to workstations so that the amount of idle time is minimized |
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| very few product types and high volume. Individual products can not be distinguished until packaging. Ex. brewery |
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Definition
| a single path through the process. All products follow the same path. Workflow is sometimes paced with a conveyor or belt. Ex. car manufacturing |
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Definition
| focused on a particular type of operation. Place workscenters with a high degree of inter deparmental traffic close to one another. Ex. toy factory |
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Definition
| dissimilar machines are grouped together. Used to make products requiring similar production sequences and steps. Products are manufactured in bunches. Ex. computer chip manufacturing |
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Definition
| Product is usually stationary. Material brought to the product. Ex. OCC |
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Term
| How to determine idle time in assembly lines |
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Definition
| The sum of each difference between the bottleneck and each other process |
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Definition
| managing the entire organization so that it excels on all dimensions of products and services that are important to the customer |
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Term
| Two fundamental goals of TQM |
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Definition
1. Careful design of the product or service
2. Ensuring that the organization's systems can consistently produce the design |
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| inherent value of the products in the marketplace |
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| the degree to which the product or service specifications are met |
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Term
| Dimensions of Design Quality |
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Definition
1. Performance
2. Features
3. Reliability/Durability
4. Serviceability
5. Aesthetics
6. Perceived Quality |
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Definition
| Primary product or service characteristics |
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Definition
| Added touches, bells and whistles, secondary characteristics |
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| Consistency of performance over time, probability of failing, useful life |
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| Sensory characteristics (sound, feel, look, and so on) |
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| Past performance and reputation |
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Term
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Definition
| monitoring quality while the product or service is being produced |
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Term
| Control Charts (what to look for) |
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Definition
1. Points above/below UCL/LCL
2. Points near UCL/LCL
3. Run of 5 above/below central line
4. Trend in either direction
5. Erratic behavior |
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Term
| Two types of quality characteristics that can be tracked |
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Definition
1. Variables
2. Attributes |
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Definition
| good or bad, works or doesnt |
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| Types of charts for variable measures |
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Definition
| X-bar charts and R charts |
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| Types of charts for attribute measures |
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Definition
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Term
| Step 1 in creating P charts |
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Definition
| Calculate the sample proportions p for each sample |
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Term
| Step 2 in Creating p Charts |
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Definition
| Calculate the average of the sample proportions |
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| Step 3 in Creating p Charts |
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Definition
| Calculate the standard deviation of the sample proportion |
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| Step 4 in Creating p Charts |
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Definition
| Calculate the control limits |
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Term
| Step 5 in Creating p Charts |
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Definition
| Plot the individual sample proportions, the average of the proportions, and the control limits |
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Definition
| Total number of defectives/total number of observations |
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| Square root((p bar(1-pbar)/n) |
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| when the mean and standard deviation of the process are operating such that the upper and lower control limits are acceptable relative to the upper and lower specification limits |
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| the ratio of the range of values produced by a process divided by the range of values allowed by the design specification |
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Definition
| Cpk= min((xbar-LTL)/3sigma or (UTL-xbar)/3sigma) |
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Term
| Taguchi's View of the Cost of Variability |
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Definition
1. From the customer's view, there is often practically no difference between a product just inside specifications and a product just outside. Conversely, there is a far greater difference in the quality of a product that is the target and the quality of one that is near a limit.
2. As customers get more demanding, there is pressure to reduce variability. However, the traditional view doesn't reflect this logic. |
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Term
| Traditional View of the Cost of Variability |
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Definition
| Any part falls within the allowed range is equally good, whereas any part falling outside the range is totally bad. |
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Term
| Supply Chain & Operations Management |
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Definition
| an integrated approach to strategic sourcing, logistics, and operations management. |
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Term
| Differences between Services and Goods (5) |
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Definition
1. Services are intangible
2. Services require some interaction with the customer
3. Services are inherently heterogeneous
4. Services are perishable and time dependent
5. Services are defined and evaluated as a package of features |
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Definition
| One time goods Ex. food products, chemicals, book publishing |
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Definition
| Goods with a service element/repeated use Ex. appliances, data storage system, whips |
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Definition
| Services with a goods element Ex. hotels, airlines, internet service providers |
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Definition
| services that provide no element of goods Ex. teaching, medical advice, financial consulting |
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Term
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Definition
1. Economic-the firms obligation to compensate shareholders who provide capital via competitive returns on investment
2. Environmental
3. Social-fair and beneficial business practices toward labor, the community, and the region in which the firm conducts business |
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Definition
| the basic criteria that permit the firms products to be considered for purchase by customers |
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Definition
| the criteria that differentiates the products and services of one firm from another |
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Term
| Competitive Dimensions (5) |
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Definition
| Price, Quality, Delivery Speed, Delivery Reliability, Flexibility/New Product Information Speed |
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Term
| Risk Management Framework |
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Definition
1. Identify sources of potential disruption
2. Assess the potential impact and probability of risk
3. Develop plans to mitigate the risk |
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Term
| Productivity (definition) |
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Definition
| how well an organization is using its resources |
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Definition
| the amount of output that a process is capable of achieving over a specific period of time |
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Term
| Capacity Utilization Rate |
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Definition
| Rate of output actually achieved/capacity for which the process was designed |
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Definition
| the amount of capacity in excess of expected demand |
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Definition
| as a plant gets larger, the average cost per unit drops |
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Term
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Definition
| When shit goes awry because the plant got to be too fuggin big. Often has to do with shipping |
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Definition
| when a single company can jointly produce multiple products at a lower cost than if multiple companies produced these products separately |
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Definition
| production facilities work best when they focus on a fairly limited set of production objectives |
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Definition
| multiple plants under same roof |
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Definition
| the ability to rapidly increase or decrease production levels or to shift production capacity quickly from one product/service to another |
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Term
| Considerations in Changing Capacity |
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Definition
1. Maintaining system balance, want similar capacities at each operation, and deal with bottlenecks
2. Frequency of capacity additions (cost)
3. External sources of capacity like outsourcing |
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Term
| How do you determine capacity requirements? |
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Definition
1. Forecasting to predict sales for individual products
2. Calculate equipment and labor requirements |
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