2020-11-23T22:40:03+03:00[Europe/Moscow] en true Lean Systems' Ultimate Goal, Lean Systems' Supporting Goals, Lean Systems' Building Blocks, Warning about Pull Systems, Requirements for Implementing Lean, Differences between project management and general operations management, Project managers' responsibilities, Reason why waiting lines can form even when there is enough capacity, Activities that have slack time, Fact about the critical path, Reasons to use lean, factor that allows quick changeovers, PERT, PERT chart, What to do when deploying activities on a PERT chart, Number of Individual Steps in the "Mercury Marine Lean" video's process, Number of Production Steps in the "Mercury Marine Lean" video's process, Travel Distance in the "Mercury Marine Lean" video's process, Number of People who touched the unfinished product in the "Mercury Marine Lean" video's process, "HP Stockless Production": Space Used in the Push 6 System, "HP Stockless Production": WIP in the Push 6 System, "HP Stockless Production": Cycle time in the Push 6 System, "HP Stockless Production": Rework Quantity in the Push 6 System, "HP Stockless Production": Type of Problems in the Push 6 System, "HP Stockless Production": Space Used in the Pull 3 System, "HP Stockless Production": WIP in the Pull 3 System, "HP Stockless Production": Cycle Time in the Pull 3 System, "HP Stockless Production": Rework Quantity in the Pull 3 System, "HP Stockless Production": Space Used in the Pull 1 System, "HP Stockless Production": WIP in the Pull 1 System, "HP Stockless Production": Cycle Time in the Pull 1 System, "HP Stockless Production": Rework Quantity in the Pull 1 System, "HP Stockless Production": Type of Problems in the Pull 1 System, Lean systems' ideal lot size, Lean Process Design Aspects, Small lot size benefits, Lean operating with low inventories basic requirement, Lean Systems' Vendor Characteristics, Things that require PERT's use, Work Breakdown Structure, Work breakdown Structure Step 1, Work breakdown Structure Step 2, Work breakdown Structure Step 3, Lean systems' eight wastes, Excess inventory example, Overproduction example, Waiting time example, Unnecessary transporting example, Processing waste example, Inefficient work methods example, Product defects example, Underused people example, Critical Path Definition, Reason waiting can occur in infinite source queuing systems, Effect when the arrival-rate-to-service-rate increases ;the number of arrivals increases but the service rate stays the same, X’s on this PERT chart, Y’s on this PERT chart, The shaded path’s name on this PERT chart, How to solve for the critical path, Crashing a node effect, How to choose which nodes to crash, What it means to crash a project for a certain number of days, Effect on a system when its channel utilization is over 100%, Important step for calculating the number of kanban containers, How to tell if you can use fewer containers if the kanban system improves, Project management tools, Network diagram explanation, Gantt chart explanation, Risk Management Explanation flashcards

MSC 385 Supply Chain Test 4 (Final Exam)

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  • Lean Systems' Ultimate Goal
    to achieve a system that matches supply to customer demand
  • Lean Systems' Supporting Goals
    eliminating disruptions, making the system flexible, and eliminating waste, especially excess inventory
  • Lean Systems' Building Blocks
    product design, process design, personnel/organizational elements, and manufacturing planning and control
  • Warning about Pull Systems
    Large variations in volume, product mix, or product design will undermine the system
  • Requirements for Implementing Lean
    High quality, highly capable production systems, standard parts, a modular design, concurrent engineering, a spirit of cooperation among workers, management, and vendors, and a pull system
  • Differences between project management and general operations management
    Project management has a limited timeframe, narrow focus, specific objectives, and it is less bureaucratic
  • Project managers' responsibilities
    Effectively managing the work, human resources, communications, quality, time, and costs
  • Reason why waiting lines can form even when there is enough capacity
    Arrival and service rates are variable
  • Activities that have slack time
    Activities that are not on the critical path
  • Fact about the critical path
    It does not have slack time.
  • Reasons to use lean
    It reduces waste, continuously improves, minimizes inventory, it has high quality, small lot sizes, quick changeovers, and matches output to demand
  • factor that allows quick changeovers
    Single-minute exchange of dies
  • PERT
    Program evaluation and review technique
  • PERT chart
    A sequence of relationships and orders that activities have to be deployed in
  • What to do when deploying activities on a PERT chart
    Number the nodes on the chart
  • Number of Individual Steps in the "Mercury Marine Lean" video's process
    122
  • Number of Production Steps in the "Mercury Marine Lean" video's process
    27
  • Travel Distance in the "Mercury Marine Lean" video's process
    20,793'
  • Number of People who touched the unfinished product in the "Mercury Marine Lean" video's process
    106
  • "HP Stockless Production": Space Used in the Push 6 System
    2 tables
  • "HP Stockless Production": WIP in the Push 6 System
    30
  • "HP Stockless Production": Cycle time in the Push 6 System
    3:17
  • "HP Stockless Production": Rework Quantity in the Push 6 System
    26
  • "HP Stockless Production": Type of Problems in the Push 6 System
    Hidden
  • "HP Stockless Production": Space Used in the Pull 3 System
    2 tables
  • "HP Stockless Production": WIP in the Pull 3 System
    12
  • "HP Stockless Production": Cycle Time in the Pull 3 System
    1:40
  • "HP Stockless Production": Rework Quantity in the Pull 3 System
    10
  • "HP Stockless Production": Space Used in the Pull 1 System
    1 table
  • "HP Stockless Production": WIP in the Pull 1 System
    4
  • "HP Stockless Production": Cycle Time in the Pull 1 System
    :19
  • "HP Stockless Production": Rework Quantity in the Pull 1 System
    3
  • "HP Stockless Production": Type of Problems in the Pull 1 System
    Visible
  • Lean systems' ideal lot size
    1
  • Lean Process Design Aspects
    Small lot sizes, setup time reduction, manufacturing cells, quality improvement, production flexibility, a balanced system, little inventory storage, and fail-safe methods
  • Small lot size benefits
    Smaller work in progress, lower inspection and rework costs, greater scheduling flexibility, increase production flexibility, and it makes balancing operations easier
  • Lean operating with low inventories basic requirement
    Have suppliers deliver to the production floor
  • Lean Systems' Vendor Characteristics
    they are a small number of suppliers that are expected to provide frequent, small deliveries of high-quality goods
  • Things that require PERT's use
    Early start, early finish, late start, and late finish
  • Work Breakdown Structure
    A hierarchal listing of what must be done during a project
  • Work breakdown Structure Step 1
    Identify the project's major elements
  • Work breakdown Structure Step 2
    Identify each major element's supporting activities
  • Work breakdown Structure Step 3
    Break down each major supporting activity into a list of activities that will be needed to accomplish it
  • Lean systems' eight wastes
    Excess inventory, overproduction, waiting time, unnecessary transporting, processing waste, inefficient work methods, product defects, and underused people
  • Excess inventory example
    Anything that is not necessary for the minimum buffers; any inventory above the minimum amount to meet daily demand
  • Overproduction example
    Producing more than is required for the daily demand
  • Waiting time example
    Any time spent waiting for parts; any unproductive time spent waiting
  • Unnecessary transporting example
    Most of the time the unfinished product was moved in the Mercury Marine Lean video
  • Processing waste example
    Scraps and reduced yield, such is when a die cut process begins
  • Inefficient work methods example
    When people have to move too much or reach too much if moving objects closer together is possible
  • Product defects example
    Any kind of quality problem
  • Underused people example
    Failure to implement line balancing
  • Critical Path Definition
    The longest sequence of activities from the starting node to the finishing node
  • Reason waiting can occur in infinite source queuing systems
    Customer arrivals are unrestricted
  • Effect when the arrival-rate-to-service-rate increases ;the number of arrivals increases but the service rate stays the same
    The answer's value increases
  • X’s on this PERT chart
    X’s on this PERT chart
    Activities’ name numbers (i.e., if one is 5, that activity is activity 5)
  • Y’s on this PERT chart
    Y’s on this PERT chart
    Activities’ length numbers (i.e., if one is 5, that activity takes 5 days to complete)
  • The shaded path’s name on this PERT chart
    The shaded path’s name on this PERT chart
    1-2-5-8-10-12
  • How to solve for the critical path
    Sum each of the paths’ activity numbers separately. The critical path has the highest sum.
  • Crashing a node effect
    The node’s length in days is reduced.
  • How to choose which nodes to crash
    Start on the critical path and crash the cheapest node first.
  • What it means to crash a project for a certain number of days
    Crash nodes on the project until all paths are the critical path's length minus the specified number of days or less
  • Effect on a system when its channel utilization is over 100%
    Its line will keep growing
  • Important step for calculating the number of kanban containers
    Rounding the answer number up; i.e. 1.3 rounds to 2
  • How to tell if you can use fewer containers if the kanban system improves
    Set X to zero and re-calculate the number of containers. If the new answer rounds to a smaller whole number than the original, the answer is yes.
  • Project management tools
    Work breakdown structure, network diagram, Gantt chart, and risk management
  • Network diagram explanation
    This "big picture" visual aid is used to estimate project duration, identify activities critical for timely project completion, identify areas with slack time, and develop activity schedules.
  • Gantt chart explanation
    This is a visual aid used to plan and monitor individual activities.
  • Risk Management Explanation
    These are analyses of potential failures or problems, assessment of their likelihood and consequences, and contingency plans.