Chapter 3 - Process Strategy Flashcards Preview

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Flashcards in Chapter 3 - Process Strategy Deck (40)
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1
Q

supply chain processes

A

business processes that have external customers or suppliers

2
Q

process structure

A

the process type relative to the kinds of resources needed, how resources are partitioned between them, and their key characteristics

3
Q

layout

A

the physical arrangement of operations created by the various processes

4
Q

customer involvement

A

the ways in which customers become part of the process and the extent of their participation

5
Q

resource flexibility

A

the ease with which employees and equipment can handle a wide variety of products, output levels, duties and functions

6
Q

capital intensity

A

the mix of equipment and human skills in a process

7
Q

customer contact

A

the extent to which the customer is present, actively involved, and receives personal attention during the service process

8
Q

process divergence

A

the extent to which the process is highly customized with considerable latitude as to how its tasks are performed

9
Q

flexible flow

A

the customers, materials, or information move in diverse ways, with the path of one customer or job often crisscrossing the path that the next one takes

10
Q

line flow

A

the customers, materials, or information move linearly from one operation to the next, according to a fixed sequence

11
Q

front office

A

a process with high customer contact where the service provider interacts directly with the internal or external customer

12
Q

hybrid office

A

a process with moderate levels of customer contact and standard services with some options available

13
Q

back office

A

a process with low customer contact and little service customization

14
Q

process choice

A

a way of structuring the process by organizing resources around the process or organizing them around the products

15
Q

job processes

A

a process with the flexibility needed to produce a wide variety of products in significant quantities, with considerable divergence in the steps performed

16
Q

batch process

A

a process that differs from the job process with respect to volume, variety and quantity

17
Q

line process

A

a process that lies between the batch and continuous processes on the continuum; volumes are high and products are standardized, which allows resources to be organized around particular products

18
Q

continuous flow process

A

the extreme end of high volume standardized production and rigid line flows, with production not starting and stopping for long time intervals

19
Q

make to order strategy

A

a strategy used by manufacturers that make products to customer specifications in low volumes

20
Q

assemble to order strategy

A

a strategy for producing a wide variety of products from relatively few subassemblies and components after the customer orders are received

21
Q

postponement

A

the strategy of delaying final activities in the provision of a product until the orders are received

22
Q

mass customization

A

the strategy that uses highly divergent processes to generate a wide variety of customized products at reasonably low costs

23
Q

make to stock strategy

A

a strategy that involves holding items in stock for immediate delivery, thereby minimizing customer delivery times

24
Q

mass production

A

a term sometimes used in the popular press for a line process that uses the make to stock strategy

25
Q

block plan

A

a plan that allocates space and indicates placement of each operation

26
Q

closeness matrix

A

a table that gives a measure of the relative importance of each pair of operations being located close together

27
Q

weighted distance method

A

a mathematical model used to evaluate layouts (of facility locations) based on closeness factors

28
Q

euclidean distance

A

the straight line distance, or shortest possible path, between two points

29
Q

rectilinear distance

A

the distance between two points with a series of 90 degree turns, as along city blocks

30
Q

flexible workforce

A

a workforce whose members are capable of doing many tasks, either at their own workstations or as they move from one workstations to another

31
Q

automation

A

a system, process, or piece of equipment that is self-acting and self-regulating

32
Q

fixed automation

A

a manufacturing process that produces one type of part or product in a fixed sequence of similar operations

33
Q

flexible (programmable) automation

A

a manufacturing process that can be changed easily to handle various products

34
Q

industrial robot

A

versatile, computer-controlled machine programmed to perform various tasks

35
Q

economies of scope

A

economies that reflect the ability to produce multiple products more cheaply in combination than separately

36
Q

plants within plants (PWPs)

A

different operations within a facility with individualized competitive priorities, processes, and workforces under the same roof

37
Q

focused factories

A

the result of a firm’s splitting large plants that produced all the company’s products into several specialized smaller plants

38
Q

reengineering

A

the fundamental rethinking and radical redesign of processes to improve performance dramatically in terms of cost, quality, service, and speed

39
Q

process improvement

A

the systematic study of the activities and flows of each process to improve it

40
Q

process strategy

A

the pattern of decisions made in managing processes so that they will achieve their competitive priorities