PRODUCTION/OPERATIONAL MANAGEMENT 1. 2. 3. 4. 5. 6. 7. Managers actively manage one or more system constraints. The order in which customers are processed.

A server in a service system. The number of potential customers in limited. Time estimates taht are fairly certain. Estimates of times that allow for variation. Allowable slippage for a path, the difference between the length of a path and the length of critical path. 8. A sequence of activities that leads from the starting node to the finishing node. 9. PERT stands for? 10. A hierarchical listing of what must be done during a project. 11. Difference between the cost of inputs and the value or price of outputs. 12. A sequence of activities and organizations involved in producing and delivering a good or service. 13. The time between ordering a good or services and receiving it. 14. An abstraction of reality. 15. A few factors account for a high percentage of the occurence of some events. 16. Parts of a product made to such precision that they do not have to be custom fitted. 17. Breaking up of production process into small tasks. 18. Using the resources in ways that do not harm ecological systems that support human existence. 19. A process for reducing costs, improving quality, and increasing customer satisfaction. 20. System that uses minimal amount of resources to produce a high volume of high quality goods with some variety. 21. The special attributes or abilities that give an organization a competitive edge. 22. Characteristics that customers perceive as minimum standards of acceptability to be considered as potential for purchase. 23. Characteristics of an organizations goods or services that cause it to be perceived as better that the competition. 24. The considering of events and trends that presents threat or opportunities for a company. 25. A measure of the effective use of resources,usually expressed as the ratio of output to input. 26. Bottleneck operations was developed and promoted by whom? 27. Technique for minimizing makespan for a group of jobs to be processed on two machines or at two work centers. 28. A method of assigning jobs by one-for-one matching to identify the lowest cost solution.

29. A Gantt chart that shows the orders or jobs in progress and whether they are on schedule. 30. A Gantt chart that shows the loading and idle times for a group of machines or lisr of departments. 31. Chart used as visual aid for loading and scheduling purposes. 32. Scheduling for low- volume systems with many variations in requirements. 33. Just-in-time approach where workers perform preventive maintenance on the machines they operate. 34. Reactive approach; dealing with breakdowns or problems when they occur. 35. Proactive approach; reducing breakdowns through a program of lubrication, adjustment,cleaning , inspection, and replacement of worn parts. 36. System of lights used at each wokstations to signal problems or slowdowns. 37. Automatic detection of defects during production. 38. The cycle time needed to match cutomer demand for final product. 39. A statement about future value of a variable of interest. 40. Difference between the actual value and the value that was predicted for a given period. 41. An iterative method process in which managers and staff complete a series of questionnaires, each developed from the previous one, to achieve a consensus. 42. A forecasts for any period that equals the previous periods actual value. 43. A weighted average method based on previous forecast plus a percentage of the forecast error. 44. A measure of the strength and direction of relationship between two variables. 45. The capability of an organization to produce an item at an accpetable profit. 46. Products carry an implication of merchantibility and fitness. 47. Examination of the function parts and materials in an effort to reduce cost and/or improve product performance. 48. The process of producing, but not quite completing, a product or service until customer preferneces are known. 49. A form of standardization in which component parts are grouped into modules that are easily replaced or interchanged. 50. Design that results in product or services that can function over a broad range of conditions. 51. Dismantling and isnpecting competitorss product to discover product improvements. 52. Layout in which workstations are grouped into a cell that can process items that have similar processing requirements. 53. The process of assigning tasks to workstations in such a way that the workstations have approximately equal time requirements. 54. Basic elemental motions that make up a job.

55. Method for locating a distribution center that minimizes distribution cost. 56. Incorporating design that prevent incorrect procedures. 57. Japanese term for continuous improvement. 58. A chart of an empirical frequency distribution. 59. Inventory oscillations become progressively larger looking backward through the supply chain. 60. The movement of materials, cash, services and information in a supply chain. 61. A manufacturer controls both the forward and reverse shipment of product. 62. A technique whereby goods arriving at a warehouse from a supplier are unloaded from the suppliers trucks and loaded onto outbound, thereby avoiding warehouse storage. 63. The average amount of inventory in a system is equal to the product of the average demand rate and the average time a unit is in the system. 64. Two-containers of inventory;reorder when the first is empty. 65. Matching capacity to demand;that planned output for a period is set at the expected demand for that period. 66. Points in time that separate phases of a master schedule planning horizon. 67. Bringing engineering design and manufacturing personnel togehter early in the design phase. 68. Limitations that restrict the available alternatives. 69. The percentage of demand filled from stock on hand. 70. The approach, consistent with the organization strategy, that is used to guide the operations function.