All Definitions
Quiz yourself by thinking what should be in
each of the black spaces below before clicking
on it to display the answer.
Help!
|
|
||||
|---|---|---|---|---|---|
| Project | Unique, large, one-time job requiring special activities to accomplish a specific objective in a limited time frame
🗑
|
||||
| Performance Goals | For a project: keeping the project within schedule, budget, and quality guidelines
🗑
|
||||
| Matrix Organization | An organizational structure that temporarily groups together specialists from different departments to work on special projects
🗑
|
||||
| Project Manager | The person responsible for planning, scheduling, executing, and controlling a project from inception to completion, meeting the project's requirements and ensuring completion on time, within budget, and to the required quality standards.
🗑
|
||||
| Project Planning | Analyzing the project into work packages and activities, estimating resources needed and durations, scheduling
🗑
|
||||
| (WBS) Work Breakdown Structure | A hierarchical listing of what must be done during a project
🗑
|
||||
| Project Scheduling | Determining the timing of activities of the project
🗑
|
||||
| PERT | Program evaluation and review technique, used for scheduling and control of large projects
🗑
|
||||
| CPM | Critical path method, used for scheduling and control of large projects
🗑
|
||||
| Precedence Network | Diagram of project activities and their sequential relationships by use of arrows and nodes
🗑
|
||||
| Activity on arrow (AOA) | Network in which arrows designate activities
🗑
|
||||
| Activity on Node (AON) | Network in which nodes designate activities
🗑
|
||||
| Path | A sequence of activities that leads from the start node to the end node
🗑
|
||||
| Critical Path | The longest path from start to end; determines the expected project duration
🗑
|
||||
| Critical Activities | Activities on the critical path
🗑
|
||||
| Path Slack Time | Allowable slippage for a path; the difference between the length of the critical path
🗑
|
||||
| Deterministic Durations | Durations that are fairly certain
🗑
|
||||
| Probabilistic Durations | Durations that allow for variation
🗑
|
||||
| 3-Point estimates method | PERT/CPM when the activity durations are variable and are determined using three estimates: optimistic, most likely and pessimistic
🗑
|
||||
| Optimistic duration | The length of time under the best conditions
🗑
|
||||
| Pessimistic Duration | The length of time under the worst conditions
🗑
|
||||
| Most likely duration | The most probable length of time
🗑
|
||||
| Beta Distribution | A family of continuous positive distributions used to describe the inherent variability in activity durations
🗑
|
||||
| Project Execution | Involves performance of activities planned
🗑
|
||||
| Project Control | Comparing a project's progress against plans and taking corrective action if necessary
🗑
|
||||
| Gantt Chart | A visual aid for loading, scheduling and control purposes
🗑
|
||||
| Housekeeping | Maintaining the workplace clean and free of unnecessary things
🗑
|
||||
| Preventive maintenance | Keeping equipment in good operating condition and replacing parts that have a tendency to fail before they actually do fail
🗑
|
||||
| Kanban | Card that communicates demand for a batch of an item to the preceding work centre
🗑
|
||||
| Pull system | Based directly on customer demand, a work centre pulls items from the preceding work centre as they are needed
🗑
|
||||
| Push system | Based on MRP plan, a batch of items is made and pushed to the next work centre as it is completed
🗑
|
||||
| Andon | A set of lights used at each workstation to signal problems or slowdowns
🗑
|
||||
| Jidoka | Japanese term for quality at the source: avoid passing defective products to the following workstation, and stop and fix the problem
🗑
|
||||
| Autonomation | Intelligent automation: if an abnormal situation arises, the machine automatically stops, preventing production of defective products
🗑
|
||||
| Poka-Yoke | Any mechanism that helps an equipment operator avoid mistakes. Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur
🗑
|
||||
| Takt Time | The maximum time allowed at each workstation to complete its set of tasks on a unit. Also called cycle time
🗑
|
||||
| Lean Production | JIT in a broad sense, is a philosophy of waste reduction and continuous improvement
🗑
|
||||
| Just in time (JIT) | Production system in which processing and movement of parts/modules/work-in-process occur just as they are needed, usually in small batches
🗑
|
||||
| Skill/Knowledge Bonus Plan | Rewarding workers who undergo training to increase their skills/knowledge
🗑
|
||||
| Output-based (piece rate) pay | Compensation based on amount of output an employee products
🗑
|
||||
| Time-Based Pay | Compensation based on length of time an employee has worked
🗑
|
||||
| Work sampling | Technique for estimating the proportion of time that a worker spends on each activity or is idle
🗑
|
||||
| Predetermined element times | Published data based on extensive research on element times
🗑
|
||||
| Stopwatch time study | Development of a standard time based on observations of one worker taken over a number of cycles
🗑
|
||||
| Standard Time | The amount of time it should take a qualified worker to complete a specified task, working at a sustainable rate, and using given methods, tools and equipment, raw materials, and workplace arrangement
🗑
|
||||
| Work Measurement | Determining how long it should take to do a job
🗑
|
||||
| Ergonomics | Fitting the job to the worker's capability and size
🗑
|
||||
| Simo Chart | A chart that shows the elementary motions performed by each hand, side by side over time
🗑
|
||||
| Micro-motion study | Use of motion pictures and slow motion to study motions that otherwise would be too rapid to analyze
🗑
|
||||
| Motion economy principles | Guidelines for designing motion-efficient work procedures
🗑
|
||||
| Motion Study | Systematic study of the human motions used to perform an operation or task
🗑
|
||||
| Worker-machine chart | Used to determine portions of a work cycle during which an operator and equipment are busy or idle
🗑
|
||||
| Process chart | Chart used to examine the overall sequence of an operation by focusing on movements of the operator or flow of material
🗑
|
||||
| Methods Analysis | Breaks down the job into a sequence of tasks and elements and improves it
🗑
|
||||
| Self-directed teams | Groups who perform the same function and are empowered to make certain decision and changes in their work
🗑
|
||||
| Job enrichment | Increasing responsibility for planning and coordination
🗑
|
||||
| Job rotation | Workers periodically exchange jobs
🗑
|
||||
| Job enlargement | Giving a worker a larger portion of the total task
🗑
|
||||
| Specialization | Focusing the job to a narrow scope
🗑
|
||||
| Job Design | Specifying the content and method of a job
🗑
|
||||
| Percentage Idle Time | 100 times sum of idle times per unit divided by actual number of workstation times cycle time
🗑
|
||||
| Precedence Network | A diagram that shows the tasks and their precedence requirements
🗑
|
||||
| Cycle Time | The maximum time allowed at each workstation to complete its set of tasks on a unit
🗑
|
||||
| Line balancing | Assigning tasks to workstations in such a way that the work stations have approximately equal time requirements
🗑
|
||||
| Group technology | Grouping items with similar design or manufacturing characteristics into part families
🗑
|
||||
| Cellular Layout | Layout in which different machines are arranged in a cell that can process times that have similar processing requirements
🗑
|
||||
| Process Layout | Arranges production resources together according to similarity of function
🗑
|
||||
| Product Layout | Arranges production resources linearly according to the progressive steps by which a product is made
🗑
|
||||
| Process Flow Diagram | Shows the operations and movement of material through the operations
🗑
|
||||
| Computer integrated manufacturing (CIM) | A system for linking a broad range of manufacturing and other activities through an integrating computer system
🗑
|
||||
| Flexible Manufacturing System | A group of machining centres controlled by a computer, with automatic material handling and robots or other automated equipment
🗑
|
||||
| Robot | A machine consisting of a mechanical arm, a power supply, and a controller
🗑
|
||||
| Numerically Controlled (N/C) Machines | Machines that perform operations by following mathematical processing instructions
🗑
|
||||
| Automation | Using machinery/equipment with sensing and control devices that enable it to operate automatically
🗑
|
||||
| Continous Process | Used when a high volume of highly standardized output is required
🗑
|
||||
| Assembly line | Production line where parts are added to a product sequentially
🗑
|
||||
| Production Line | A sequence of machines/workstations that perform operations on a part/product
🗑
|
||||
| Repetitive process | A type of process used when higher quantities of more standardized goods or services are needed
🗑
|
||||
| Batch process | A type of process used when a moderate volume and variety of goods or services is desired
🗑
|
||||
| Job Shop | A process type used when a low quantity of high-variety customized goods or services is needed
🗑
|
||||
| Make or Buy | Decide whether to make a part or product in-house or buy it or a segment of production process from another company
🗑
|
||||
| Process Design | Determining the form and function of how goods or services are produced
🗑
|
||||
| Quality Function Deployment (QFD) | A structured approach that integrates the voice of the customer into product design
🗑
|
||||
| Design for Assembly (DFA) | Focuses on reducing the number of parts in a product and on assembly methods and sequence
🗑
|
||||
| Design for Manufacturing (DFM) | Takes into account the organization's manufacturing capabilities when designing a product
🗑
|
||||
| Computer Aided Design (CAD) | Product design using computer graphics
🗑
|
||||
| Concurrent Engineering | Bringing engineering design, manufacturing engineers, and staff from marketing, manufacturing, and purchasing together early in the design phase
🗑
|
||||
| Recycling | Recovering materials for future use
🗑
|
||||
| Design for disassembly | Design so that used products can be easily taken apart
🗑
|
||||
| Remanufacturing | Refurbishing used products by replacing worn-out or defective components
🗑
|
||||
| Product Liability | A manufacturer is liable for any injuries or damages caused by a faulty product
🗑
|
||||
| Robust Design | Design that can function over a broad range of conditions
🗑
|
||||
| Failure | Situation in which a product, part, or system does not perform as intended
🗑
|
||||
| Reliability | The ability of a product, part, or system to perform its intended function under normal conditions
🗑
|
||||
| Mass Customization | Producing basically standardized goods or services but incorporating some degree of customization
🗑
|
||||
| Delayed Differentiation | Producing, but not quite completing a product until customer preferences are known
🗑
|
||||
| Modular Design | Parts are grouped into models that are easily replaced or interchanged. The product is composed of a number of modules or components instead of a collection of individual parts
🗑
|
||||
| Standardization | Extent to which there is absence of variety in a part or product
🗑
|
||||
| Life Cycle | Incubation, growth, maturity, saturation, and decline
🗑
|
||||
| Research and development (R&D) | Lab scientists and engineers involved in creative work on a systematic basis to increase knowledge directed toward product and process innovation
🗑
|
||||
| Reverse engineering | Dismantling a competitor's product to discover what it is composed of and how the components work, searching for own-product improvements
🗑
|
||||
| Product Design | Determining the form and function of the product
🗑
|
||||
| Productivity | A measure of productive use of resources, usually expressed as the ratio of output to input
🗑
|
||||
| Outsourcing | Buying a part of a good/service or a segment of a production/service process from another company, a supplier
🗑
|
||||
| Time-Based competition | Strategy that focuses on reduction of time needed to accomplish tasks
🗑
|
||||
| Operations Strategy | The approach that is used to guide the operations function
🗑
|
||||
| Action plan | A medium or short-term project to accomplish a specific objective, assigned to an individual, with a deadline and the resources needed
🗑
|
||||
| Tactics | Medium-term plans used as components of a strategy
🗑
|
||||
| Values | Shared beliefs of the organization's stakeholders
🗑
|
||||
| Vision | Where the organization desires to be in the future
🗑
|
||||
| Mission | Where the organization is going now
🗑
|
||||
| Competitive priorities | The importance given to operations characteristics: cost, quality, flexibility and delivery
🗑
|
||||
| Order winners | Purchasing criteria that case the organization to be perceived as better than the competition
🗑
|
||||
| Order qualifiers | Purchasing criteria that customers perceive as minimum standards of acceptability to be considered for purchase
🗑
|
||||
| Key purchasing criteria | The major elements influencing a purchase: price, quality, variety, and timeliness
🗑
|
||||
| Strategic Planning | The managerial process that determines a strategy from eh organization
🗑
|
||||
| Strategy | The long-term plans that determine the direction an organization takes to become or remain competitive
🗑
|
||||
| Competitiveness | Ability and performance or an organization in the marketplace compared to other organizations that offer similar goods or services
🗑
|
||||
| Supply Chain | A sequence of activities and organizations involved in producing and delivering a good or service
🗑
|
||||
| E-Commerce | Use of the Internet and other electronic networks to buy and sell goods and services
🗑
|
||||
| Lean Production | System that uses minimal amounts of resources to produce a high volume of high-quality goods with some variety
🗑
|
||||
| Total Quality Management | Involving every employee in a continual effort to improve quality and satisfy the customers
🗑
|
||||
| Mass production | System in which lower-skilled workers used specialized machinery to produce high volumes of standardized goods
🗑
|
||||
| Interchangeable parts | Parts of a product made to such precision that they do not have to be custom fitted
🗑
|
||||
| Division of labour | Breaking up a production process into small tasks so that each worker performs a small portion of the overall job
🗑
|
||||
| Craft Production | System in which highly skilled workers use simple, flexible tools to produce small quantities of customized goods
🗑
|
||||
| Pareto Phenomenon | A few factors account for a high percentage of results achieved (80/20)
🗑
|
||||
| System | A set of interrelated parts that must work together
🗑
|
||||
| Model | An abstraction of reality; a simplified representation of something
🗑
|
||||
| Lead Time | The time between ordering a good or service and receiving it
🗑
|
||||
| Value Added | The difference between he cost of inputs and the value or price of outputs
🗑
|
||||
| Efficiency | Operating at minimum cost and time
🗑
|
||||
| Effectiveness | Achieving quality and responsiveness
🗑
|
||||
| Process | A series of linked actions, changes or functions bringing about a result
🗑
|
||||
| Operations management | The management of processes or systems that create goods and/or provide services
🗑
|
||||
| Reliability | The ability of a product, part, or system to perform its intended function under a prescribed set of conditions. (1. when activated 2. for a given length of time)
🗑
|
||||
| Overdesign | Enhance design to avoid failure
🗑
|
||||
| Design simplification | Reduce number of components
🗑
|
||||
| Use redundancy in the design | Providing backup components
🗑
|
||||
| Mean time to failure (MTTF) | Average length of time before failure of a product of component
🗑
|
||||
| Mean time between failures (MTBF) | Average time from the up time after a repair following a failure to the next failure
🗑
|
||||
| Availability | The fraction of time a piece of equipment is expected to be available for operation
🗑
|
||||
| Learning Curves | A graph that reflects the phenomenon that the time required to perform a task decreases with increasing repetitions
🗑
|
||||
| Learning Effect | Time per unit decreases as the number of units produced increases
🗑
|
||||
| Statistical Quality Control | Uses statistical techniques & sampling to monitor & test the quality of goods & services
🗑
|
||||
| Acceptance sampling | Determines to accept or reject a product
🗑
|
||||
| Statistical process control | Determines if process is operating within acceptable limits
🗑
|
||||
| Inspection | The appraisal of goods/services against standards
🗑
|
||||
| Random variation | Natural variations in the output of process, created from countless minor factors
🗑
|
||||
| Assignable variation | A variation whose source can be identified
🗑
|
||||
| Control chart | Monitors process output to distinguish between random and assignable variation. A time offered plot of sample statistics obtained from an ongoing process. Upper and lower control limits define the range of acceptable variation.
🗑
|
||||
| Control Limits | The dividing lines between random and nonrandom deviations from the process mean
🗑
|
||||
| Type I Error | Concluding that a process has changed when it has not
🗑
|
||||
| Type II error | Concluding a process is in control when it is actually not
🗑
|
||||
| Design Specifications | Range of acceptable values established by engineering design or customer requirements
🗑
|
||||
| Process variability | Natural variability in a process
🗑
|
||||
| Process Capability | Process variability relative to specification
🗑
|
Review the information in the table. When you are ready to quiz yourself you can hide individual columns or the entire table. Then you can click on the empty cells to reveal the answer. Try to recall what will be displayed before clicking the empty cell.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Created by:
13rallie
Popular Business sets