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PLANO PARCIAL

Luz Amairany G PLANO partial English 52 cards

PLANO PARCIAL

Cards in this deck (52)

  1. 1Managementis the process, which combines and transforms various resources used in the operations subsystem of the organization into value added services in a controlled manner as per the policies of the organization
  2. 2Production managementThe set of interrelated management activities, which are involved in MANUFACTURING certain products
  3. 3Operations managementThe set of interrelated management activities, which are involved in OFFERING A SERVICE.
  4. 4Operationthat part of as organization, which is concerned with the transformation of a range of inputs into the required output (services) having the requisite quality level.
  5. 5Operations and supply chain management involvesProduct design, Purchasing, Manufacturing, Service operations, Logistics, Distribution
  6. 6The production systemthat part of an organization, which produces products of an organization
  7. 7Continuous production1. Dedicated plant and equipment with zero flexibility. 2. Material handling is fully automated. 3. Process follows a predetermined sequence of operations. 5. Planning and scheduling is a routine action.
  8. 8Schematic production systemSchematic production system
  9. 9Job-shop production1. High variety of products and low volume. 2. Use of general purpose machines and facilities. 3. Highly skilled operators who can take up each job as a challenge because of uniqueness. 4. Large inventory of materials, tools, parts.
  10. 10Batch Production1. Shorter production runs. 2. Plant and machinery are flexible. 3. Plant and machinery set up is used for the production of item in a batch and change of set up is required for processing the next batch.
  11. 11Classification of production systemsClassification of production systems
  12. 12Mass Production1. Standardization of product and process sequence. 3. Large volume of products. 4. Shorter cycle time of production. 5. Lower in process inventory. 6. Perfectly balanced production lines.
  13. 13Objective of Production Management‘to produce goods and services of Right Quality and Quantity at the Right time and Right manufacturing cost’
  14. 14Operation managers are concerned with...planning, organising, and controlling the activities, which affect human behaviour through models.
  15. 15Planningis the activity that establishes a course of action and guide future decision-making
  16. 16Organizingare the activities that establish a structure of tasks and authority
  17. 17ResourcesResources are the human, material and capital inputs to the production process. Human resources are the key assets of an organization.
  18. 18Controllingare the activities that assure the actual performance in accordance with planned performance
  19. 19Modelsare schematic representations of the situation, which will be used as a tool for decision-making
  20. 20TYPES OF MODELS• Aggregate planning models
    • break-even analysis
    • Linear programming and computer simulation
    • Decision tree analysis for long-term capacity problem of facility expansion
  21. 21Systems controlall actions necessary to ensure that activities conform to preconceived plans or goals
  22. 224 elements of systems control1. Measurement by an accurate sensory device. 2. Feedback of information in a timely manner. 3. Comparison with standards such as time and cost standards. 4. Corrective actions by someone with the authority and ability to correct.
  23. 23Strategic planningcurrent decisions are based on future conditions and results
  24. 24TRANSFORMATION AND VALUE ADDING ACTIVITIESThe objective of combining resources under controlled conditions is to transform them into goods and services having a higher value than the original inputs.
  25. 25Modes of strategic planningentrepreneurial, adaptative and planning models
  26. 26Forced Choice Modelanalysts assess environmental considerations together with the organization’s current production/operations position, thus forcing management
  27. 27Operations Modelany strategic business unit of a company operates in the context of its corporate resources, the general and competitive industry environment, and the specific corporate goals of the company
  28. 28Productivityis the ratio of output to input. The productivity is energized by competition.
  29. 29Productivity analysis1. Trend analysis
    2. Horizontal analysis
    3. Vertical analysis
    4. Budgetary analysis
  30. 30FACTORS AFFECTING PRODUCTIVITY1. Capital/labour ratio, 2. Scarcity of some resources, 3.Work-force changes,4. Innovations and technology, 5. Regulatory effects, 6. Bargaining power, 7. Managerial factors, 8. Quality of work life
  31. 31INTERNATIONAL DIMENSIONS OF PRODUCTIVITY1. Moving to a new and more advanced products, and
    2. Employing better and more flexible system
  32. 32Factscome from the analysis of data, which must be gathered, compiled and digested into meaningful form, such as graphs and summary statistics.
  33. 33FRAMEWORK FOR DECISION-MAKING• Defining the problem.
    • Establish the decision criteria.
    • Formulation of a model.
    • Generating alternatives .
    • Evaluation of the alternatives
    • Implementation and monitoring.
  34. 34Complete Certainty MethodsAlgebra
    Calculus
    Mathematical Programming
  35. 35Risk and Uncertainty MethodsStatistical analysis
    Queuing theory
    Simulation
    Utility theory
  36. 36Extreme Uncertainty MethodsGame theory
    Coin flip
  37. 37MaximaxDetermine the best possible pay-off, and choose the alternative with that pay-off.
  38. 38MaximinDetermine the worst possible pay-off for each alternative, and choose the alternative that has the “best worst.”
  39. 39LaplaceDetermine the average pay-off for each alternative, and choose the alternative with the best average.
  40. 40Minimax regretDetermine the worst regret for each alternative, and choose the alternative with the “best worst.” This approach seeks to minimize the difference between the pay-off that is realized and the best pay-off for each state of nature.
  41. 41Break-even Analysis‘A Break-even Analysis indicates at what level of output, cost and revenue are in equilibrium’
  42. 42—increasing the activity levelincreasing the activity level
  43. 43—increasing sales priceincreasing sales price
  44. 44—reducing fixed costsreducing fixed costs
  45. 45—reducing variable costsreducing variable costs
  46. 46Manufacturing and service systemsare arrangements of facilities, equipment, and people to produce goods and services under controlled conditions
  47. 47DESIGN AND SYSTEMS CAPACITYProduction systems design involves planning for the inputs, transformation activities, and outputs of a production operation.
  48. 48System capacityis the maximum output of the specific product or product mix the system of workers and machines is capable of producing as an integrated whole.
  49. 49—measures of system effectivenessmeasures of system effectiveness
  50. 50Capacityis usually expressed as volume of output per period of time
  51. 51Object (Entity)A product is any tangible output or service that is a result of a process
  52. 52—

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ALGUNOS CONCEPTOS PARA EL PARCIAL DE PLANO
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Luz Amairany G
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