OPMA 317 Operations Management Midterm | High-
Yield Questions &Answers & Study Guide| 100%
Guarantee Pass | Well Verified and Updated , Graded
A+ and Reviewed |Newest Version and Latest Exam!!!!
Process flow chart
ANSWER:
a diagram outlining the process from start to finish to compete a
target goals, shows precedents, tasks, and time
Processing time
ANSWER:
time to produce an order
Throughput time
ANSWER:
the total timer required to complete a process
How does knowing capacity help (3)
ANSWER:
customer order promising (don't over promise), pricing/profit per
unit (need to satisfy a return), inventory supplies (track required raw
materials for operation)
Bottleneck processing time
ANSWER:
is equal to the the cycle time for the entire process
Cycle time
,ANSWER:
the time between the completion of two consecutive final steps in a
process
Bottleneck
ANSWER:
the slowest part of the a process that constrains capacity
Capacity
ANSWER:
the maximum production output possible in a time period
Capacity formula
ANSWER:
= Total Time/Cycle Time
Capacity calculation with warm-up
ANSWER:
must delay the start time by the warm up period then determine the
capacity over the post warm up period
Offering a discount
ANSWER:
only offer a discount if it can help the bottleneck because the only
"savings" is slack time
Risks considered in OPMA
ANSWER:
legal, financial, organizational, and technical
Make-to-order
ANSWER:
,customer specific production that is personalized and delivered
upon ordering
Assemble-to-order
ANSWER:
half outsourcing to standardize production and half customer
specific production, includes "postponement"
Make-to-stock
ANSWER:
outsource entire process to have fully standardized production
Consideration for increasing capacity (2)
ANSWER:
magnitude of demand and incremental cash flow, increasing
capacity also creates a new bottleneck
What is true about cycle time
ANSWER:
it is the process time for the slowest step and it is the time between
completion of two consecutive orders
OPMA Majors %
ANSWER:
8.6%, third highest concentration
Operations and supply chain management
ANSWER:
design, operation, and improvement of the systems that create and
deliver goods and services. Follows source, make, and deliver
Operations
ANSWER:
, manufacturing and service processes that use an organization's
resources to transform inputs into outputs
Supply chain management
ANSWER:
processes that move information and material to and from the
operations processes where transformation occurs
S&O transformation examples
ANSWER:
physical (manufacturing), locational (logistics), physiological
(healthcare), informational (telecom)
Cross functional integration
ANSWER:
financing the capital expenditures, budgeting, and accounting for
the related expenses, human resource considerations, information
system requirements, marketing and public relations, legal, etc.
Triple bottom line
ANSWER:
increasing focus on economic prosperity (profit), environmental
stewardship (planet), and social responsibility (people)
OPMA addressing the triple bottom line
ANSWER:
profit through efficiency, planet through logistics, and people
through suppliers. Operations and SCM has the largest direct impact
Why would a supply chain focus on outsourcing
ANSWER:
Yield Questions &Answers & Study Guide| 100%
Guarantee Pass | Well Verified and Updated , Graded
A+ and Reviewed |Newest Version and Latest Exam!!!!
Process flow chart
ANSWER:
a diagram outlining the process from start to finish to compete a
target goals, shows precedents, tasks, and time
Processing time
ANSWER:
time to produce an order
Throughput time
ANSWER:
the total timer required to complete a process
How does knowing capacity help (3)
ANSWER:
customer order promising (don't over promise), pricing/profit per
unit (need to satisfy a return), inventory supplies (track required raw
materials for operation)
Bottleneck processing time
ANSWER:
is equal to the the cycle time for the entire process
Cycle time
,ANSWER:
the time between the completion of two consecutive final steps in a
process
Bottleneck
ANSWER:
the slowest part of the a process that constrains capacity
Capacity
ANSWER:
the maximum production output possible in a time period
Capacity formula
ANSWER:
= Total Time/Cycle Time
Capacity calculation with warm-up
ANSWER:
must delay the start time by the warm up period then determine the
capacity over the post warm up period
Offering a discount
ANSWER:
only offer a discount if it can help the bottleneck because the only
"savings" is slack time
Risks considered in OPMA
ANSWER:
legal, financial, organizational, and technical
Make-to-order
ANSWER:
,customer specific production that is personalized and delivered
upon ordering
Assemble-to-order
ANSWER:
half outsourcing to standardize production and half customer
specific production, includes "postponement"
Make-to-stock
ANSWER:
outsource entire process to have fully standardized production
Consideration for increasing capacity (2)
ANSWER:
magnitude of demand and incremental cash flow, increasing
capacity also creates a new bottleneck
What is true about cycle time
ANSWER:
it is the process time for the slowest step and it is the time between
completion of two consecutive orders
OPMA Majors %
ANSWER:
8.6%, third highest concentration
Operations and supply chain management
ANSWER:
design, operation, and improvement of the systems that create and
deliver goods and services. Follows source, make, and deliver
Operations
ANSWER:
, manufacturing and service processes that use an organization's
resources to transform inputs into outputs
Supply chain management
ANSWER:
processes that move information and material to and from the
operations processes where transformation occurs
S&O transformation examples
ANSWER:
physical (manufacturing), locational (logistics), physiological
(healthcare), informational (telecom)
Cross functional integration
ANSWER:
financing the capital expenditures, budgeting, and accounting for
the related expenses, human resource considerations, information
system requirements, marketing and public relations, legal, etc.
Triple bottom line
ANSWER:
increasing focus on economic prosperity (profit), environmental
stewardship (planet), and social responsibility (people)
OPMA addressing the triple bottom line
ANSWER:
profit through efficiency, planet through logistics, and people
through suppliers. Operations and SCM has the largest direct impact
Why would a supply chain focus on outsourcing
ANSWER:
