Term
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Definition
Building plants
Management Structuring
Grouping employees
Complexity
Vertically Integrating
Selecting and using process technologies |
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Term
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Definition
Number of plants, scale, degree of centralization
Management style and philosophy
Number & type of work units
Number of product lines, number of unique processes
Number of unique parts, degree of complexity
Scope, buying power, selling power,
types of pocess technologies, experience |
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Term
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Definition
Using employees
Providing quality
Providing plant layout
Designing and producing products
Providing capacity |
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Term
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Definition
Degree of Invovlement
Quality Management approach
Plant layout efficiency
Product configuration
Capacity utilization |
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Term
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Definition
Unit-Level Activities
Batch-Level Activities
Product-Level Activities |
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Term
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Definition
Grinding parts
Assembling parts
Drilling Holes
Using materials
Using power |
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Term
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Definition
Setting up equipment
Moving batches
Inspecting batches
Reworking products |
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Term
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Definition
Redesigning products
Expediting
Scheduling
Testing products |
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Term
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Definition
Grinding machine hours
Assembly labor hours
Drilling machine hours
Pounds of material
Number of killowatt-hours |
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Term
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Definition
Number of setups
Number of moves
Inspection hours
Number of defective units |
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Term
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Definition
Number of change orders
Number of late orders
Number of different products
Number of procedures |
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Term
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Definition
Uses trigger points to deterine when manufacturing costs are assigned to key inventory and temporary accounts.
Four variations:
1. purchase of raw materials (trigger point 1) and completion of goods (trigger point 2).
2. purchase of raw materials (trigger point 1) and the sale of goods (trigger point 2).
3. The completion of goods (only trigger point).
4. The sale of goods (only trigger point). |
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Term
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Definition
Before JIT: Direct
After JIT: Direct |
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Term
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Definition
Before JIT: Direct
After JIT: Direct |
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Term
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Definition
Before JIT: Driver
After JIT: Direct |
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Term
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Definition
Before JIT: Driver
After JIT: Direct |
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Term
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Definition
Before JIT: Driver
After JIT: Direct |
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Term
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Definition
Before JIT: Driver
After JIT: Direct
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Term
| Supervisional (department) |
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Definition
Before JIT: Allocation
After JIT: Direct |
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Term
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Definition
Before:Allocation
After: Allocation
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Term
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Definition
Before JIT: Allocation
After JIT: Allocation |
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Term
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Definition
Before JIT: Driver
After JIT: Direct |
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Term
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Definition
Before JIT: Allocation
After JIT: Direct
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Term
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Definition
Before JIT: Driver
After JIT: Driver |
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Term
| Activity-Based Management |
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Definition
| Systemwide, integrated approach that focuses mangement's attention on activities with the objectives of improving cusotmer value and the profit achieved by providing the value. |
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Term
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Definition
| activities necessary to remain in business. They contribute to customer value and/or help meet an organization's needs. |
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Term
| Non-Value Added Activities |
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Definition
| Unnecessary and not valued by internal or external customers. They often are those that fail to produce a hange in state or those that replicate work because it wasn't done correctly the first time. |
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Term
| Examples of Non-Value Added activities |
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Definition
1. Scheduling
2. Moving
3.Waiting
4. Inspecting
5. Storing |
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Term
| Responsibility Accounting |
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Definition
1. Assigning Responsibility
2. Establishing performance
3. Evaluating Performance
4. Assigning Rewards |
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Term
| Activity-Basd Responsibiity Accounting |
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Definition
| assings respnsibility to processes and uses both financial and non-financial measures of performance, thus emphasizing both financial and process perspectives. |
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Term
| Activity- Based Responsibility Assignment |
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Definition
1. No tie to strategy
2. Systemwide efficiency
3. Team accountability
4. Financial perspective
5. Process Perspective |
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Term
| Strategic Based Responsibility Assignments |
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Definition
1. Linked to Strategy
2. Systemwide efficiency
3. team accountability
4. financial perspective
5. process perspective
6. customer perspective
7. learning and growth perspective |
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Term
| Activity-Based Performance Measures |
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Definition
1. Process oriented and financial standards
2. Value-added standards
3. Dynamic Standards
4. Optimal Standards |
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Term
| Strategic-Based Performance Measures |
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Definition
1. Standards for all four perspectives
2. Used to communicate strategies
3. Used to help align objectives
4. Linked to strategy and objectives
5. Balanced measures |
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Term
| Strategic Based Performance Evaluation |
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Definition
1. Time reduction
2. Quality Imrpovements
3. Cost reductions
4. Trend Measurements
5. Expended set of metrics
6. Stretch targets for all four perspectives |
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Term
| Activity Based Performance Evaluation |
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Definition
1. Time reductions
2. Quality Improvements
3. Cost reductions
4. Trend measurements |
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Term
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Definition
1. Performance evaluated on two or more dimensions
2. Group rewards
3. Salary increases
4. Promotions
5. Bonuses, profit sharing, and gainsharing
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Term
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Definition
1. Performance evaluated on four or more dimensions
2. Group rewards
3. Salary increases
4. Promotions
5. Bonuses, profit sharing, and gainsharing |
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