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Scm 300 > Final Exam > Flashcards

Final Exam Flashcards

1
Q

5 process categories of the SCOR model

A 
Plan
Source
Make
Deliver 
Return
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2
Q

External failure costs

A

Result from defects discovered after customer receives product or service

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3
Q

ISO 9000

A

International quality certification that helps organisations to understand basics of quality management and identify their quality and areas for improvement

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4
Q

Business process

A

Any activity that adds value to an input and provides an output

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5
Q

3 requirements of a good process

A

Good intentions
Reproducible results
Measurable and manageable

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6
Q

Reasons for bad processes

A

Ambiguity of goals
Misalignment of goals and actions
Miscommunication to employees

Market evolutions- customers needs change
Lack of tools
Development of poor processes

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7
Q

Cow path theory

A

A cow was not told to do his job, had to figure out how to get to the water himself.
Effective does not mean efficient
A good job doesn’t have directions

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8
Q

Stages of designing a business process

A
  1. Define goals, values, stakeholders, block diagram
  2. Define success, measurement and management
  3. Develop process map, evaluate and test, improve
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9
Q

Block diagram

A

Not at all detailed, puts us in a mind set of what is going on

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10
Q

Scope inflation

A

Allowing scope to get so big you cannot handle everything

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11
Q

Attributes of a good consultant

A 
Data skills
Values feedback
Creativity 
Understands people
Change agent
Desire to help people
Values simplicity
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12
Q

Common consulting errors

A 
Making assumptions
Developing solutions too soon
Listening to clients pre fabricated solutions
Scope inflation
Sticking to a dead end scope
Maintaining happiness
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13
Q

Business process improvement

A 
Desired state- goals
Present state- collect data
Gap analysis- compare above
Project scope- focus
Collect and share data- get feedback
Develop solutions
Develop implementation plan
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14
Q

Developing solutions

A

Ask: does problem require innovation?
Avoid one size fits all solutions
Start with two options and eliminate
Bruise on skin- must stop bad things that cause the bruise not make bruise better

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15
Q

Gap analysis

A

Illustrate the gap
Do not develop solutions
Share and discuss gap with client
Consider why gap exists

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16
Q

Scoping project

A

Develop focused project
What gap will be addressed?
Establish goals and outcomes
What will be investigated/ developed?

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17
Q

Selling solutions

A

Present valuable idea upfront
Convince on cost benefit, value to worn, organisational fit
Explain path to success with metrics
Implementation

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18
Q

Project

A

An endeavour where human material and financial resources are organised in a novel way

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19
Q

4 steps in project management

A

Define project- 50% of time is planning
Establish priorities- cost time and performance triangle
Work breakdown structure- focus on people, time, and cost separately, make estimates
Track project process- are we on time?

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20
Q

Objectives examples

A

Improve design, reduce cost by 10%, reduce delivery times by two days

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21
Q

Deliverables examples

A

Documents, reports, contracts, research data, physical outputs, software

22
Q

Performance metric

A

A single performance measurement used to evaluate, motivate, improve

23
Q

System of metrics

A

Collection of measurements used to evaluate something from multiple perspectives

24
Q

Reasons organisations use metrics

A 
Helps us manage from afar
Helping us manage large numbers of resources 
Motivating good decisions
Help identify standards 
Point to required corrective actions
25
Q

Problems of a poor metric like GPA

A

Motivates students to take easy classes
Doesn’t tell which classes a student is good at
Doesn’t tell if someone improved or their GPA stayed the same

26
Q

Requirements of a good metric

A 
Measurable
Easily understood
Attainable
Strategically oriented
Provides value, guidance
Easy to measure
Cheater proof
Motivates someone to change
27
Q

Cash to cash cycle

A

Amount of days that inventory money is out of pocket

Days of inventory + days of accounts receivable + days of accounts payable

28
Q

Balance scorecard measurements

A

Financial results
Customer results
Operational effectiveness
Learning/growth perspective

29
Q

Capacity utilisation

A

Percentage of total available capacity presently being used

Actual output/design capacity

30
Q

Process velocity

A

Measures time productivity

Time a job is in a system/ time item was worked on during processing

31
Q

Penalty

A

Penalty cost per week x (critical path - company goal)

32
Q

Slack time of a path

A

Critical path - path asked about

33
Q

Quality

A

How the customer feels about what they paid

34
Q

Dimensions of product quality

A 
Performance
Reliability
Durability
Features
Aesthetics
Reputation
35
Q

Dimensions of service quality

A

Serviceability- can an item be fixed and at what cost?
Service response- can someone find help

Time
Complete
Accurate
Responsive
Courtesy
Convenient
36
Q

Total quality management

A

3 principles: customer, involvement, continuous improvement

Basis of every quality management program

37
Q

Six sigma

A

Motorola program focused on defect elimination. Problem before was focusing on not making mistakes and there was no innovation

38
Q

Types of benchmarking

A

Competitive- against competitors

Functional- different industry similar process

39
Q

SCM it system requirements

A 
Low cost
Speed, efficient delivery 
On time
Tracking
Quality
Shrinkage
Accuracy
40
Q

ERP system

A

Bucket of numbers, transactions are recorded here. Does not process numbers

Stores our financial operations and hr data in central database

41
Q

ERP purchasing considerations

A

Single vendor approach- get a package deal

Best of breed approach- buying all the pieces from the best companies, more expensive

42
Q

RFID

A

Dormant, only woken up when hit by RFID reassert. Can scan 100 of the same item at once and can tell where each was made and when

43
Q

Blockchain

A

List of records that are collected among a shared network of computers that cannot be corrupted.

Can track money, inventory, most other things

“Distributed ledger”

44
Q

Artificial intelligence

A

Cognitive computing- most like humans

Machine learning

Rooted in Bayesian statistics

45
Q

SMART metrics

A 
Specific
Measurable
Attainable
Relevant
Timely
46
Q

3 measurement attributes

A

Effective- meeting expectations
Efficient- minimising resources
Adaptable- handle special requests

47
Q

Executive dashboard

A

Computer generated visual representation of a company’s performance available to executives digitally

48
Q

Managerial paralysis

A

Situation where managers can’t make decisions due to information overload, too focused on strategic activity

49
Q

Shared metric

A

A metric that is impacted by two related parties

50
Q

SCOR model

A

Enables supply chain partners to track performance, communicated progress and develop opportunities for improvement

51
Q

Perfect order fulfilment

A

Percentage of orders that are full, arrive on time, and are damage free

52
Q

Costs of quality

A

Internal failure- wasted resources
External failure- problems that reach consumer, warranty costs
Appraisal costs- costs of monitoring quality
Prevention costs- fix present problems

Scm 300 (3 decks)

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