SCM 300 DAVILA ASU FINAL UPDATED ACTUAL Questions and CORRECT
Answers
mini supply chain within an organization.
tiny cells in the bones
What is a process? Any activity or group of activities that takes an input, adds
value to it, and provides an output to an internal or exter-
nal customer.
recipe for pizza example Why do we measure?
Process Maps (Flowcharts)
Critical Paths
Crashing
Process Maps symbols
Series vs. Parallel
,R from afar
e guiding someone to success
c A diagram made up of a series of symbols that maps a
i process. Each symbol represents a different step or activity
p in the process. The chart aids in building a quality process
e and identifying points of concern in terms of managing
and delivering quality.
= longest path out of all options
b when you lower the length of your critical path
u Rectangle: task or operation (what size pizza)
s Diamond: decision point (pickup or delivery) answer takes
i us in one direction or the other
n skinny Arrow: which direction things go
e Oval: Terminator, entry or exit point
s Rectangle within rectangle: process within it's own (hand
s order to people making pizza, and then have to wait until
its done to be boxed up.)
p Box Arrow: transportation
r Circle: inspection
o Box D: delay
c Connector: move parts to different pages.
e Use Series for pizza example, there's only one way to go.
s Parallel there's lots of ways to go
s
m
a
n
a
g
e
, can motivate good behavior
help us manage from afar
help us manage large numbers of resources, outcomes
makes decisions
help identify/establish standards - design and perfor-
mance
metrics that motivate companies to work toward outcomes
that favor both sides of a supply chain relationship is vital.
Whats a good metric? measurable
easily understood
attainable
descriptive - what happened?
predictive - what could happen?
types of metrics prescriptive - what should we do?
discovery - things we don't know, weren't looking for.
questions and answers we didn't know existed.
GPA - plague on education
can cause poor outcomes
lower morale
bad metric
processes not being manageable
high costs and low eflciency when employees push for
perfection
A measure of how long a unit sits in a process versus the
Process Velocity amount of work time that is expended on the unit. optimal
time is when it doesn't sit in inventory. 1.0 process velocity
A ratio of the amount of product produced by a man-
ufacturing process versus the maximum capacity of that
Capacity Utilization
facility.
what they're producing/what they can produce
Answers
mini supply chain within an organization.
tiny cells in the bones
What is a process? Any activity or group of activities that takes an input, adds
value to it, and provides an output to an internal or exter-
nal customer.
recipe for pizza example Why do we measure?
Process Maps (Flowcharts)
Critical Paths
Crashing
Process Maps symbols
Series vs. Parallel
,R from afar
e guiding someone to success
c A diagram made up of a series of symbols that maps a
i process. Each symbol represents a different step or activity
p in the process. The chart aids in building a quality process
e and identifying points of concern in terms of managing
and delivering quality.
= longest path out of all options
b when you lower the length of your critical path
u Rectangle: task or operation (what size pizza)
s Diamond: decision point (pickup or delivery) answer takes
i us in one direction or the other
n skinny Arrow: which direction things go
e Oval: Terminator, entry or exit point
s Rectangle within rectangle: process within it's own (hand
s order to people making pizza, and then have to wait until
its done to be boxed up.)
p Box Arrow: transportation
r Circle: inspection
o Box D: delay
c Connector: move parts to different pages.
e Use Series for pizza example, there's only one way to go.
s Parallel there's lots of ways to go
s
m
a
n
a
g
e
, can motivate good behavior
help us manage from afar
help us manage large numbers of resources, outcomes
makes decisions
help identify/establish standards - design and perfor-
mance
metrics that motivate companies to work toward outcomes
that favor both sides of a supply chain relationship is vital.
Whats a good metric? measurable
easily understood
attainable
descriptive - what happened?
predictive - what could happen?
types of metrics prescriptive - what should we do?
discovery - things we don't know, weren't looking for.
questions and answers we didn't know existed.
GPA - plague on education
can cause poor outcomes
lower morale
bad metric
processes not being manageable
high costs and low eflciency when employees push for
perfection
A measure of how long a unit sits in a process versus the
Process Velocity amount of work time that is expended on the unit. optimal
time is when it doesn't sit in inventory. 1.0 process velocity
A ratio of the amount of product produced by a man-
ufacturing process versus the maximum capacity of that
Capacity Utilization
facility.
what they're producing/what they can produce
