Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
63 Cards in this Set
- Front
- Back
|
identify a relationship between two factors, one that precedes and causes changes in the second or effect factors
|
Causal relationships
|
|
|
measures the amount of variation in the dependent variable that the regression line explains
|
coefficient of determination, r2
|
|
|
a group of business processes supported by information technology where supply chain members agree to shared business objectives and measures, develop joint sales and operational plans, and collaborate electronically to generate and revise forecasts and production plans
|
Collaborative planning, forecasting and replenishment (CPFR)
|
|
|
r, measures the strength and direction of the relationship between the independent variable X and the dependent variable Y
|
correlation coefficient
|
|
|
measures total forecast error
|
cumulative sum of forecast errors (CFE)
|
|
|
uses a team of experts to develop a consensus forecast
|
Delphi method
|
|
|
calculates forecasts by giving more weight to recent demands than to earlier demands
|
Exponential smoothing
|
|
|
the difference between the forecast and the actual demand for a given period
|
Forecast error
|
|
|
statistical technique that expresses the forecast variable as a linear function of one or more independent variables
|
Linear regression
|
|
|
a systematic approach to measure customer interest in a service or product through data-gathering surveys
|
Market research
|
|
|
a measure that reports error in proportion to the demand
|
a measure that reports error in proportion to the demand
|
|
|
measure that reports error in proportion to the demand
|
Mean absolute percentage error
|
|
|
all measure the dispersion of forecast errors
|
Mean square error (MSE), standard deviation (Ã), and mean absolute deviation (MAD)
|
|
|
a technique for estimating the average of a demand series and filtering out the effects of random variation
|
Moving average
|
|
|
a method that calculates seasonal factors that are multiplied by an estimate of the average demand to develop a seasonal forecast
|
multiplicative seasonal method
|
|
|
uses the demand for the current period as the forecast for the next period.
|
naïve forecast
|
|
|
based on subjective factors, estimates, and opinions
|
Qualitative forecasting
|
|
|
utilizes an integrated circuit and a tag antenna printed on a tag to transmit and record information on a product
|
Radio Frequency Identification (RFID)
|
|
|
involves gathering the opinions of sales people and managers for a particular product or family of products
|
Salesforce planning
|
|
|
percentage of the average demand
|
seasonal index
|
|
|
measures the distance between dependent variable and the regression line
|
standard error of the estimate, syx
|
|
|
utilizes past demand data to predict future demand by examining cyclical, trend, and seasonal influences
|
Time series analysis
|
|
|
a technique that allows periods to have different weights with the total weight equaling 1.0 (one)
|
Weighted moving average
|
|
|
identify a relationship between two factors, one that precedes and causes changes in the second or effect factors
|
Causal relationships
|
|
|
measures the amount of variation in the dependent variable that the regression line explains
|
coefficient of determination, r2
|
|
|
the technique of assigning work to individual stations so that the variability across all stations in an assembly line is minimized.
|
Assembly line balancing
|
|
|
a higher volume job shop, in which the same or similar products are produced repetitively
|
Batch process
|
|
|
the step with the slowest cycle time in a given process. This is the limiting step that limits productivity for the process
|
bottleneck
|
|
|
a basic mathematical technique that allows a comparison of total costs for different processes .
|
Break-even Analysis
|
|
|
high volume, low flexibility and work with non-discrete items that are not divided into their final packages until the very end of production
|
Continuous processes
|
|
|
the degree to which customers are involved in shaping the end service/product that the customer receives
|
Customer involvement
|
|
|
the time it takes to complete that step/action one time
|
cycle time
|
|
|
requires the product (due to its extreme weight or size) to remain at its location
|
fixed-position layout
|
|
|
involves graphically portraying the key elements, steps, participants, and materials of a process
|
Flowcharting
|
|
|
shows the number of trips or the amount of materials flowing between different departments or workcenters
|
From-to Charts
|
|
|
provides a visual representation of schedules for the resources used in a particular process
|
Gantt chart
|
|
|
an approach in which the product parts having similarities (shape, usage and/or manufacturing process) are grouped together to achieve higher level of integration between the product design and manufacturing
|
Group technology
|
|
|
attempt to combine the advantages of process and product layouts by grouping disparate machines into work centers or cells to work on products that have similar shapes and processing requirements.
|
Hybrid layouts
|
|
|
a process that provides high flexibility to produce a variety of products in limited
|
Job Shop
|
|
|
the amount of labor needed to provide a service relative to the total amount of physical resources.
|
Labor intensity
|
|
|
the point at which customers lose physical sight of the steps in a particular process. Separates front-office operations that directly interact with customers from back-office operations that are more independent.
|
line of visibility
|
|
|
have high volumes, standardized products, and dedicated resources
|
Line processes
|
|
|
a weighted calculation of the load times the distance covered
|
Load * Distance Score
|
|
|
have low customer contact/customization in combination with high labor intensity
|
Mass Services
|
|
|
the number of units that can be produced per unit of time
|
output
|
|
|
nvolves selecting suppliers with an expertise in a particular area of business to produce and deliver a component part or service to another company
|
Outsourcing
|
|
|
involves numerous decisions regarding relationships between workers, technology, raw materials and job assignments
|
Process choice
|
|
|
group machines, equipment, or people with similar functions or goals together
|
Process layouts
|
|
|
employs computer software to develop a visual model of a process that incorporates multiple workcenters, inputs and processing techniques as variables
|
Process Simulation
|
|
|
dedicates equipment and workers to specific products on a linear route
|
Product layout
|
|
|
matches the product life-cycle stage (ranging from low volume-low standardization products to high volume-high standardization commodity products) with the appropriate choice of production process
|
Product-Process Matrix
|
|
|
have both high customer contact/customization and a high degree of labor intensity
|
Professional services
|
|
|
possesses a high degree of customization, large project scope, high degree of customer involvement, and the use of primarily generalized tools and equipment
|
Project process
|
|
|
involves a shift from a functional perspective of the business to a process-oriented perspective
|
Reengineering
|
|
|
includes customers in the process in a way that reduces the resource demands on the organization providing the product or service while also providing the customer with improved service
|
Self-sourcing
|
|
|
includes customers in the process in a way that reduces the resource demands on the organization providing the product or service while also providing the customer with improved service
|
Self-sourcing
|
|
|
includes customers in the process in a way that reduces the resource demands on the organization providing the product or service while also providing the customer with improved service
|
Self-sourcing
|
|
|
a technique for describing and analyzing a service that incorporates both customer and server actions.
|
service blueprint
|
|
|
services with both low customer contact/customization and a low degree of labor intensity
|
Service Factories
|
|
|
services with both low customer contact/customization and a low degree of labor intensity
|
Service Factories
|
|
|
services with low labor intensity but high customer contact/customization
|
Service Shops
|
|
|
the time one unit must spend in that process or step
|
throughput time
|
|
|
the percentage of available time that equipment, space or labor is used and adding value
|
utilization
|
