Final Flashcards
(252 cards)
1
Q
What are the five dimensions of quality?
A
Conformance to specifications, fitness for use, value for the price paid, support services, and psychological criteria.
2
Q
A dimension of quality that measures how well a product or service meets target and tolerances allowed by its designers.
A
Conformance to Specifications
3
Q
A dimension of quality that focuses on how well a product performs its intended function or use.
A
Fitness for Use
4
Q
A quality dimension that defines in terms of product or service usefulness for the price paid.
A
Value for the Price Paid
5
Q
A dimension of quality that focuses on judgmental evaluations of what constitutes product or service excellence.
A
Psychological Criteria
6
Q
What are the four costs of quality?
A
Prevention costs, appraisal costs, internal failure costs, and external failure costs.
7
Q
The costs associated with achieving high quality.
A
Quality Control Costs
8
Q
The costs incurred in the process of preventing poor quality.
A
Prevention Costs
9
Q
The costs of testing, evaluating, and inspecting quality to uncover defects.
A
Appraisal Costs
10
Q
The costs associated with the consquences of poor quality.
A
Quality Failure Costs
11
Q
The costs associated with poor workmanship, including scrap, rework, and material losses.
A
Internal Failure Costs
12
Q
The cost associated with product failure at the customer’s site, including returns, repairs, and recalls.
A
External Failure Costs
13
Q
Name the seven quality gurus.
A
Walter Shewhart, W. Edwards Deming, Joseph Juran, Armand Feigenbaum, Philip Crosby, Kaoru Ishikawa, and Genichi Taguchi.
14
Q
The quality guru that contributed to the understanding of process variability and who developed the concept of statistical control charts.
A
Walter Shewhart
15
Q
The quality guru that stressed management’s responsibility for quality and developed the “14 Points” to guide a company’s quality improvement.
A
W. Edwards Deming
16
Q
The quality guru that defined quality as a “fitness for use” and developed the concept of cost of quality.
A
Joseph Juran
17
Q
The quality guru that introduced the concept of total quality control.
A
Armand Feigenbaum
18
Q
The quality guru that coined the phrase “quality is free” and introduced the concept of zero defects.
A
Philip Crosby
19
Q
The quality guru that developed cause-and-effect diagrams and identified the concept of the internal customer.
A
Kaoru Ishikawa
20
Q
The quality guru that focused on product design quality and developed the Taguchi loss function.
A
Genichi Taguchi
21
Q
A philosophy that seeks to improve quality by eliminating causes of product defects and by making quality the responsibilty of everyone in the organization.
A
Total Quality Management
22
Q
The meaning of quality as defined by the customer.
A
Customer-Defined Quality
23
Q
A philosophy of never-ending improvement.
A
Continuous Improvement
24
Q
A Japanese term that describes the notion of a company continually striving to be better through learning and problem solving.
A
Kaizen
25
A process/diagram that describes the activities that need to be performed to incorporate continuous improvement into an organization.
Plan-Do-Study-Act Cycle
26
The PDSA cycle step that involves evaluating current processes and developing a plan.
Plan
27
The PDSA cycle step that involves implementing the plan.
Do
28
The PDSA cycle step that involves studying the data collected during implementation.
Study
29
The PDSA cycle step that involves acting upon the basis of the study results.
Act
30
The process of studying the practices of companies considered “best-in-class” and comparing your company’s performance against theirs.
Benchmarking
31
A team of volunteer production employees and their supervisors who meet regularly to solve quality problems.
Quality Circle
32
What are the seven quality control tools?
Cause-and-Effect Diagrams, Flowcharts, Checklists, Control Charts, Scatter Diagrams, Pareto Analysis, and Histograms.
33
A chart that identifies potential causes of particular quality problems.
Cause-and-Effect Diagrams
34
A schematic of the sequence of steps involved in an operation or process.
Flowchart
35
A list of common defects and the number of observed occurrences of these defects.
Checklists
36
Charts used to evaluate whether a process is operating within set expectations.
Control Chart
37
Graphs that show how two variables are related to one another.
Scatter Diagrams
38
A technique used to identify quality problems based on their degree of importance.
Pareto Analysis
39
A chart that shows the frequency distribution of observed values of a variable.
Histogram
40
A set of international quality standards and a certification demonstrating that companies have met all the standards specified. It is the starting point for understanding the system of standards.
ISO 9000
41
An international standard for the certification of a firm’s quality management system and how the firm conforms to meet customer requirements.
ISO 9001
42
An international standard that provides guidelines for establishing a quality management system; focuses on improving performance.
ISO 9004
43
A set of international standards developed to help organizations evaluate and address their social responsibility.
ISO 26000
44
A set of international standards and a certification focusing on a firm’s environmental responsibility.
ISO 14000
45
The general category of statistical tools used to evaluate organizational quality.
Statistical Quality Control
46
What are the three categories of statistical quality control?
Descriptive statistics, statistical process control (SPC), and acceptance sampling.
47
Statistics used to describe quality characteristics and relationships
Descriptive Statistics
48
A statistical tool that involves inspecting a random sample of the output from a process and deciding whether the process is producing products with characteristics that fall within a predetermined range.
Statistical Process Control (SPC)
49
The process of randomly inspecting a sample of goods and deciding whether to accept the entire lot based on the results.
Acceptance Sampling
50
A plan for acceptance sampling that specifies the parameters of the sampling process and the acceptance/rejection criteria.
Sampling Plan
51
Random causes of variation that cannot be identified and are typically attributed to variations in materials, workers, machines, and tools used in the production process.
Common Causes of Variation
52
Causes of variation that can be identified and are caused by poor material quality, poor employee workmanship, or machines in need of repair.
Assignable Causes of Variation
53
The ability of a production process to meet or exceed preset specifications.
Process Capability
54
Preset ranges of acceptable quality characteristics.
Product Specifications
55
An index of the inherent process variability of a given characteristic.
Process Capability Index
56
A high level of quality associated with approximately 3.4 defective parts per million.
Six Sigma Quality
57
What are the five steps of six sigma?
Define, Measure, Analyze, Improve, and Contol (DMAIC)
58
The six sigma step where you would define the quality problem of the process
Step One: Define
59
The six sigma step where you would measure the current performance of the process.
Step Two: Measure
60
The six sigma step where you would analyze the process to identify the root causes of the quality problem.
Step Three: Analyze
61
The six sigma step where you would improve the process by eliminating the root causes of the quality problem.
Step Four: Improve
62
The six sigma step where you would control the process to ensure the improvements continue.
Step Five: Control
63
The chance of accepting a lot that contains a greater number of defects than the limit.
Consumer’s Risk
64
The chance that a lot containing an acceptable quality level will be rejected.
Producer’s Risk
65
The expected proportion of defective items that will be passed to the customer under the sampling plan.
Average Outgoing Quality (AOQ)
66
The maximum output rate that can be achieved by a facility.
Capacity
67
The process of establishing the output rate that can be achieved by a facility.
Capacity Planning
68
The maximum output rate that can be achieved by a facility by ideal conditions.
Design Capacity
69
The maximum output rate that can be sustained under normal conditions.
Effective Capacity
70
A measure of how well available capacity is being used in percentage terms.
Capacity Utilization
71
The volume of output that results in the lowest average unit cost.
Best Operating Level
72
A condition in which the cost of each additonal unit produced is reduced as the amount of output is increased.
Economies of Scale
73
A condition in which the cost of each additional unit made increases as output increases.
Diseconomies of Scale
74
Facilities that are small, specialized, and focused on a narrow set of objectives.
Focused Factories
75
What are the three steps of capacity planning decisions?
Identify capacity requirements
Develop capacity alternatives
Evaluate capacity alternatives
76
The additional capacity added to regular capacity requirements to provide greater flexibility.
Capacity Cushion
77
A process for determining location decisions.
Location Analysis
78
What are the seven factors to consider when making a location decision?
```
Proximity to sources of supply
Proximity to customers
Proximity to sources of labor
Community considerations
Site considerations
Quality-of-life considerations
Other considerations, such as room for expansion
```
79
What are the three steps to making a location decision?
Identify dominant location factors
Develop location alternatives
Evaluate location alternatives
80
A procedure that can be used to evaluate multiple alternative locations based on a number of selected factors.
Factor Rating
81
A procedure for evaluating location alternatives based on distance.
Load-Distance Model
82
The process of defining all of a product’s characteristics.
Product Design
83
The process of establishing all of the characteristics of a service, including physical, sensual, and psychological benefits.
Service Design
84
What is the primary difference between products and services?
Products are tangible, services are intangible.
85
What are the four steps of the product design process?
1. Idea Development
2. Product Screening
3. Preliminary Design & Testing
4. Final Design
86
The process of disassembling a product to analyze its design features.
Reverse Engineering
87
A technique used to compute the amount of goods a company would need to sell to cover its costs.
Break-Even Analysis
88
The costs a company incurs regardless of how much it produces.
Fixed Costs
89
The costs that vary directly with the amount of units produced.
Variable Costs
90
A series of guidelines to follow in order to produce a product easily and profitably.
Design for Manufacture
91
A series of stages that products must pass through in their lifetime, characterized by changing product demands over time.
Product Life Cycle
92
An approach that brings together multifunction teams in the early phase of product design in order to simultaneously design the product and the process.
Concurrent Engineering
93
The concept of using components of old products in the production of new ones.
Remanufacturing
94
What are the two types of manufacturing process selections?
Intermittent and Repetitive
95
Process selection that is used to produce a variety of products with different processing requirements in lower volumes.
Intermittent Operations
96
Process selection type that is used to produce one or a few standardized products in high volume.
Repetitive Operations
97
What are the two process within Intermittent operations?
Project Processes and Batch Processes
98
A process type that is used to make one-of-a-kind products exactly to customer specifications.
Project Process
99
A process type that is used to produce small quantites of products in groups or batches based on customer orders or product specifications.
Batch Process
100
What are the two types of processes within repetitive operations?
Line Processes and Continuous Processes
101
A process type that produces a large volume of standardized product for mass production.
Line Process
102
A process type that operates continuously to produce a very high volume of a fully standardized product.
Continuous Process
103
What are the two types of process design?
Process Flow Analysis and Process Flowcharts
104
A design process technique used for evaluating a process in terms of the sequence of steps from inputs to outputs with the goal of improving its design.
Process Flow Analysis
105
A design process chart that shows the sequence of steps in producing a product or service.
Process Flowchart
106
A design process that produces standard products and services for immediate sale or delivery.
Make-to-Stock Strategy
107
A process design that produces standard components that can be combined to customer specifications.
Assemble-to-Order Strategy
108
A design process that produces products to customer specifications after an order has been received.
Make-to-Order Strategy
109
The measurements of different process characteristics that tell how a process is performing.
Process Performance Metrics
110
The average amount of time a product takes to move through a system.
Throughput Time
111
A measure of wasted time in the system.
Process Velocity
112
F: throughput time / value-added time
Process Velocity Formula
113
A measure of how well a company uses its resources.
Productivity
114
F: output / input
Productivity Formula
115
The proportion of time a resource is actually used.
Utilization
116
F: the time a resource is used / the time a resource is available
Utilization Formula
117
Measures performance relative to a standard.
Efficiency
118
F: actual output / standard output
Efficiency Formula
119
Technology that enables storage, processing, and communication od information within and between firms.
Information Technology
120
Using machinery to perform work without human operators.
Automation
121
A type of automated system that combines the flexibility of intermittent operations with the efficiency of repetitve operations.
Flexible Manufacturing System (FMS)
122
A machine controlled by a computer that can perform a variety of tasks.
Numerically Controlled Machine
123
A system that uses computer graphics to design new products.
Computer-Aided Design (CAD)
124
A term used to describe the integration of product design, process planning, and manufacturing using an integrated computer system.
Computer-Integrated Manufacturing (CIM)
125
A grouping of physical, sensual, and psychological benefits that are purchased together as part of a service.
Service Package
126
The process of deciding on the best physical arrangement of all resources that consume space within a facility.
Layout Planning
127
What are the four types of layouts?
Process, Product, Hybrid, and Fixed-Position
128
Layouts that group resources based on similar processes or functions.
Process Layouts
129
Layouts that arrange resources in sequence to allow for an efficient build-up of product.
Product Layouts
130
Layouts that combine the characteristics of process and product layouts.
Hybrid Layouts
131
Layouts in which the product cannot be moved due to its size and all resources must come to the production site.
Fixed-Position Layouts
132
What are the three steps in designing a process layout?
1. Gather Information
2. Develop a block plan or schematic
3. Develop a detailed layout
133
A schematic showing the placement of resources in a facility.
Block Plan
134
A table that gives the number of trips or units of product moved between any pair of departments.
From-to-Matrix
135
A table that reflects opinions of managers with regard to the importance of having any two departments close together.
REL Chart
136
The process of assigning tasks to workstations in a product layout in order to achieve a desired output and balance the work load among stations.
Line Balancing
137
What are the six steps of designing a product layout?
1. Indentify tasks and their immediate predecessors.
2. Determine output rate.
3. Determine cycle time.
4. Compute theoretical minimum number of workstations.
5. Assign tasks to workstations.
6. Compute efficiency, idle time, and balance delay.
138
A task that must be performed immediately before another task.
Immediate Predecessor
139
A visual representation of the precedence relationships between tasks.
Precedence Diagram
140
The number of units we wish to produce over a specific period of time.
Output Rate
141
The maximum amount of time each workstation has to complete its assigned tasks.
Cycle Time
142
The number of workstations needed on a line to achieve 100 percent efficiency.
Theoretical Minimum Number of Stations
143
The ratio of total productive time divided by total time, given as a percentage.
Efficiency
144
The amount of time by which the line efficiency falls short of 100 percent.
Balance Delay
145
A system in which the product being worked on is physically attached to the line and automatically moved to the next station when the cycle time has elapsed.
Paced Line
146
A production line designed to produce only one version of a product.
Single-Model Line
147
A production line designed to produce many versions of a product.
Mixed-Model Line
148
The degree to which a job is physically and mentally doable.
Technical Feasibility
149
The degree to which the cost of the job is less than the value it adds.
Economic Feasibility
150
The degree to which the job is intrinsically satisfying to the employee.
Behavioral Feasibility
151
The breadth of the job design.
Specialization
152
A horizontal expansion of the job through increasing the scope of the work assigned.
Job Enlargement
153
A vertcal expansion of the job through increased worker responsibility.
Job Enrichment
154
Small groups of employees and supervisors trained in problem-solving techniques.
Problem-Solving Teams
155
Highly-focused, short-term teams addressing issues important to management and labor.
Special-Purpose Teams
156
Integrated teams empowered to control their process.
Self-Directed Teams
157
A anaylsis concerned with the detailed process for doing a particular job.
Methods Analysis
158
What are the seven steps of methods analysis?
1. Identify
2. Gather information
3. Gather employee input
4. Chart the operation
5. Evaluate the proposed changes
6. Revise as needed
7. Put the operation into effect
159
Determines how long it should take to complete a job.
Work Measurement
160
The length of time it should take a qualified worked using appropriate tools and processes to complete a specific job, allowing for personal fatique and unavoidable delays.
Standard Time
161
A technique for developing a standard time based on actual observations of the operator.
Time Study
162
A subjective estimate of a worker’s pace relative to a normal work pace.
Performance Rating Factor
163
How often a work element must be done each cycle.
Frequence of Occurrence
164
The mean observed time multiplied by the performance rating factor by the frequency of occurrence.
Normal Time
165
The amount of time the analyst allows for personal time, fatigue, and unavoidable delays.
Allowance Factor
166
Established standards based on previously completed time studies, stored in an organization’s database.
Elemental Time Data
167
A technique for estimating the proportion of time a worker spends on a particular activity.
Work Sampling
168
Pay based on the number of hours worked.
Time-Based Compensation Systems
169
Pay based on the number of units completed.
Output-Based (Incentive) System
170
Scheduling that calculates the capacity needed at work centers in the time period needed without regard to the capacity available to do the work.
Infinite Loading
171
Scheduling that loads work centers up to a predetermined amount of capacity.
Finite Loading
172
A schedule that determines the earliest possible completion date for a job.
Forward Scheduling
173
Schedule that starts with the due date for an order and works backward to determine the start date for each activity.
Backward Scheduling
174
The amount of time a job can be delayed and still be finished by its due date.
Slack
175
A management philosophy in which a system’s output is determined by three kinds of constraints: internal, market, and policy.
Theory of Constraints (TOC)
176
A type of constraint a regular process bottleneck represents.
Internal Resource Constraint
177
A constraint that results when market demand is less than production capacity.
Market Constraint
178
A condition that results when a specifc policy dictates the rate of production.
Policy Constraint
179
What are the six aspects of JIT Philosophy?
1. Elimination of waste
2. Broad view of operations
3. Simplicity
4. Continuous improvement
5. Visibility
6. Flexibility
180
Getting the right quantity of goods at the right place at the right time.
Just-In-Time (JIT) Philosophy
181
A JIT philosophy that ecompasses the entire organization.
The Broad View of JIT
182
What are the four types of waste under JIT?
Material, energy, time, and space
183
Organizational problems must be visible to be identified and solved.
Visibility of JIT
184
What are the three elements of JIT philosophy?
1. Just-In-Time Manufacturing
2. Total Quality Management
3. Respect for People
185
The element of JIT that focuses on the production system to achieve value-added manufacturing.
JIT Manufacturing
186
A philosophy that seeks to improve quality by eliminating causes of product defects and by making quality the responsibility of everyone in the organization.
Total Quality Management (TQM)
187
An element of JIT that considers human resources as an essential part of the JIT philosophy.
Respect for People
188
The belief that it is best to uncover the source of quality problems and eliminate it.
Quality at the Source
189
Why is the kanban card significant to JIT’s “pull” system of manufacturing?
It specifies the exact quantity of a product that needs to be produced.
190
What is primary purpose of a “push” manufacturing process?
The “push” moves the product foward in anticipation for demand.
191
What is the primary objective of a “pull” manufacturing process?
To eliminate excessive inventory; product is made on demand.
192
Which function does marketing play in a JIT organization?
JIT marketing focuses on customer-driven quality.
193
A network of all the activities involved in delivering a finished product or service to a customer.
Supply Chain
194
What are the three components of the supply chain?
External suppliers, internal functions of the company, and external distributors.
195
Mamagement of the flow of materials from suppliers to customers in order to reduce overall cost and increase responsiveness to customers.
Supply Chain Management
196
All suppliers providing materials or services to manufacturing or service organizations, including the suppliers’ suppliers.
External Suppliers
197
Supply activities performed by the final product company, such as processing, purchasing, production planning and control, quality assurance, and shipping.
Internal Functions
198
Transport product or service to appropriate locations for eventual sale to customers.
External Distributors
199
A supplier that supplies materials or services directly to the processing facility.
Tier One Supplier
200
A supplier that directly supplies materials or services to a tier one supplier in the suplly chain.
Tier Two Supplier
201
Activities involved in obtaining, producing, and distributing materials and products in the proper place and in proper quantities.
Logistics
202
A measure of how much of tye supply chain is actually owned or operated by the manufacturing company.
Vertical Integration
203
Owning or controlling sources of raw materials and components.
Backward Integration
204
Owning or controlling the channels of distribution.
Forward Integration
205
Purchased items or extracted materials transformed into components or products.
Raw Materials
206
Parts or subassemblies used in the final product.
Components
207
Items in process of production throughout the plant.
Work-in-Process
208
Products sold to customers.
Finished Goods
209
Finished goods in the distibution system.
Distribution Inventory
210
The ability to satisfy customer requirements.
Customer Service
211
An inventory system that updates inventory balances after each inventory transaction.
Continuous Review System
212
An inventory system that requires periodic reviews of the on-hand quantity to determine the size of the replenishment order.
Periodic Review System
213
An inventory system with one bin that has enough stock to satisfy demand during replenishment time on the floor, with another bin placed in the storage room.
Two-Bin System
214
A physical counting of inventory that is taken periodically, usually annually.
Periodic Counting
215
Prespecified items that are counted on a regular basis, usually daily.
Cycle Counting
216
An inventory system in which a vendor maintains an inventory at the customer’s facility.
Vendor-Managed Inventory (VMI)
217
An inventory optimizing method used for determining order quantity and reorder points where the demand for the product is known and constant.
Economic Order Quantity (EOQ)
218
An inventory model designed for use with highly perishable products.
Single-Period Model
219
A statement of long-range strategy and revenue, cost, and profit objectives.
Strategic Business Plan
220
The process that brings together all the functional business plans (marketing, operations, engineering, and finance) into one integrated plan.
Sales and Operations Planning
221
Identifies the markets to be served, desired levels of customer service, product competitive advantage, profit margins, and the market share needed to achieve the objectives of the strategic business plan.
Marketing Plan
222
Includes the budgeted levels of finished products, inventory, backlogs, workforce size, and the aggregate production rate needed to support the marketing plan.
Aggregate Plan
223
Identifies the sources and uses of funds; projects cash flows, profits, return on investment, and provides budgets in support of the strategic business plan.
Financial Plan
224
Identifies new products or modifications to existing products that are needed to support the marketing plan.
Engineering Plan
225
The anticipated production schedule for the company expressed in specific configurations, quantities, and dates.
Master Production Schedule
226
A group of options that repsond to demand fluctuations through the use of inventory or back orders, or by shifting the demand pattern.
Demand-Based Options
227
A group of options that allow a firm to change its current operating capacity.
Capacity-Based Options
228
A marketing strategy that attempts to shift demand from peak periods to non-peak periods to smooth out the demand pattern.
Shifting Demand
229
The percentage of normal capacity the company is currently using.
Point of Departure
230
The relative size of the (capacity) change needed.
Magnitude of the Change
231
The expected length of time the different capacity level is needed.
Duration of the Change.
232
A planning approach that produces the same quantity each time period. Inventory and back orders are used to absorb demand fluctuations.
Level Aggregate Demand
233
A planning approach that varies production to meet demand each period.
Chase Aggregate Plan
234
A planning approach that uses a combination of level and chase approaches while developing the aggregate plan.
Hybrid Aggregate Plan
235
Large, sophisticated software systems used for identifying and planning the enterprise-wide resources needed to coordinate all activites involved in producing and delivering products.
Enterprise Resource Planning (ERP)
236
What are two common challenges of implementing an ERP planning solution?
1. It takes a long time to implement and see any benefits.
| 2. It requires extensive and complex training
237
A planning system that uses the master production schedule (MPS), inventory record data, and bill of materials (BOM) to calculate material requirements.
Materials Requirement Planning (MRP)
238
A planning system that determines the labor and machine resources needed to fill the open and planned orders generated by the MRP.
Capacity Requirements Planning (CRP)
239
Lists all the subassemblies, component parts, and raw materials that go into an end item and shows the usage quantity of each required.
Bill of Material (BOM)
240
The demand for an item that is unrelated to the demand for other items.
Independent Demand
241
The demand for component parts that is based on the number of end items being produced.
Dependent Demand
242
An endeavor with a specific objective, multiple activities, and defined precendence relationships, to be completed in a specific time period.
Project
243
The longest sequential path through the network diagram (for job planning).
Critical Path
244
A network planning technique used to determine a project’s planned completion date and identify the project’s critical path.
Program Evaluation and Review Technique (PERT)
245
A network planning technique, with deterministic times, used to determine a project’s planned completion date and identify the project’s critical path.
Critical Path Method (CPM)
246
Reducing the completion time of a job or project.
Crashing
247
What are the five PROJECT life-cycle phases?
Concept, Feasibility Analysis, Planning, Execution, and Termination.
248
The project life-cycle phase in which the need for the project is identified.
Concept
249
The project life-cycle phase where the costs, benefits, and risks are evaluated.
Feasibility Study/Analysis
250
The project life-cycle phase where it is decided who does what, how long the project should take, and what will be needed in order to complete it.
Planning
251
The project life-cycle phase in which the project is carried out.
Execution
252
The project life-cycle phase in which the project is terminated.
Termination
