op management chapter 6

is any part of an organization that takes inputs and transforms them into outputs

is the average successive time between completions of successive units

ratio of the time that a resource is actually activated relative to the time that it is available for use

is the use of a diagram to present the major elements of a process

taks or operations

decision points

storage areas or queues

flow sof materials or customers

a storage area between stages where the output of a stage is placed prior to being used in a downstream stage

occurs when the activities in a stage must stop because there is no place to deposit the item just completed- employee has to stop working and hold onto the unit

occurs when activities in a stage must stop because there is no work; employee stops working bc no work is coming their way

when the limited capacity of a process causes work to pile up or become unevenly distribute in the flow of a process

refers to the fixed timing of the movement of items through the process (assembly lines)

only activated in response to an actual order; both work-in-process and finished goods inventory kept to a min

process activated to meet expected or forecast demand; customer orders are served from target stocking level

perform activities in parallel, change the sequence of activities, reduce interruptions

combination of make-to-stock and make-to-order

the sum of the setup time and the run time for a batch of parts that are run

time required to produce a batch of parts

the time required to prepare to make a particular item

average time that it takes a unit to move through the entire process (lead time)

ratio of output to input

ratio of the actual output of a process relative to some standard

the output rate the process is expected to produce for a given period of time

ratio of the total throughput time to the time value is being added

the time in which useful work is actually being done on the unit

throughput time is = to work-in-process / throughput rate