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OPERATIONS MANAGEMENT > Long Quiz Final > Flashcards

Long Quiz Final Flashcards

1
Q

deciding on the way
production of goods or services will be
organized

A

Process Selection

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2
Q

What are the major implications on Process Selection?

A
  • Capacity Planning
  • Layout of facilities
  • Choice of Equipment
  • Design or work system
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3
Q

Process Selection can involve substantial
investment in equipment and influence layout of
facilities
Selection based on:

A

● Variety - How much
● Flexibility - What
degree
● Volume - Expected
output

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4
Q
  • Intermittent and low volume production
  • Wide variety of products which requires
    frequent set-ups of machines.
  • Orders are usually customized using low
    purpose equipment.
    Ex.printing of invitations, emergency room and
    appliance repair
A

Job Shop

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5
Q

What is the advantage and disadvantage of Job Shop

A

Advantage - able to handle wide variety of work
Disadvantage - High cost per unit, complex
planning and scheduling

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6
Q
  • variety of standard products at moderate
    volume
  • Products are produced periodically in
    these to reduce the impact of set up
    time on equipment
    Ex. commercial bakery, students
A

Batch

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7
Q

What is the advantage and disadvantage of Advertising and Promotion

A

Advantage - Flexibility
Disadvantage - moderate cost, moderate

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8
Q
  • Designed to make discrete parts;
  • Parts are moved through a set of
    especially designed workstations at a
    controlled rate.
    Ex: Automotive assembly, Automatic car wash
    Advantage - low unit cost, high volume, efficient
    flow
A

Assembly/Repetitive

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9
Q

What is the disadvantage of Assembly/Repetitive

A

Disadvantage - low flexibility, high cost of
downtime (if an equipment breaks down, a lot of
manpower time will be wasted)

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10
Q
  • Very high volumes of non discrete
    goods
  • Highly standardized goods and services
    Ex. steel production, water purification, steel
    refinery, sugar refinery
A

Continuous

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11
Q

What is the advantage and disadvantage of continuous?

A

Advantage - very efficient, high volume
Disadvantage - very rigid, lacks variety, costly to
change and very high cost of downtime

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12
Q

Service provider interacts with the
internal or external customer
Ex. customer service representatives,
receptionists, cashiers

A

Front Office

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13
Q
  • Good interpersonal skills
  • Sales Skills
  • Good listening skills
  • Basic understanding of math, how to
    schedule, and how to place orders
A

Skill requirements for Personal

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14
Q

moderate levels of customer
contact and standard services with some options
available

A

Hybrid Options

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15
Q

Low customer contact and little
service customization
Ex. Technical support, data entry, claims
processing, accounting administrative, human
resources work

skills of this
- Should understand a wide range of
programs related to their specific jobs
- Effective oral and written skills

A

Back Office

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16
Q

used
to design components and products to exact
measurement and detail

A

Computer-aided design and
manufacturing systems (CAD/CAM)

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17
Q

controlled machines

A

Numerically

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18
Q

is
automated machine cell, consisting of a
group of processing workstations,
interconnected with automated material
handling and storage system

A

Flexible manufacturing systems (FMS)

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19
Q

Process Design may involve automation such
as:

A

● Computer-aided design and
manufacturing systems (CAD/CAM)
● Numerically
● Robot
● Manufacturing cell
● Flexible manufacturing systems (FMS)
● Computer- integrated manufacturing
(CMS)

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20
Q

the configuration of departments, work
centers and equipment, with particular emphasis
on movement of work (customers or materials)
through the system.

A

Layout

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21
Q

What are the objectives of layout design

A
  • Facilitate attainment of product or
    service quality
  • Use workers and space efficiently
  • Avoid bottlenecks
  • Design for safety
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22
Q

Layout that uses
standardized processing operations to
achieve smooth, rapid, high- volume flow

A

Product Layouts

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23
Q

layout that can handle
varied processing requirements
Uses for Intermittent Processing Job Shop or
Batch Processes
Advantages of this
- Can handle a variety of processing
requirements
- Not particularly vulnerable to equipment
failures
- Equipment used is less costly
- Possible to use individual incentive
plans

A

Process Layout

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24
Q

layout in which the
product or project remains stationary and
workers, materials and equipment are
moved as needed

A

Fixed-position layout

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25
Q

layout in which machines
are grouped into a cell that can process items
that have similar processing requirements

A

Cellular Production

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26
Q

the grouping into part
families of item with similar design or
manufacturing characteristics

A

Group Technology

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27
Q

must be aesthetically
pleasing as well as functional

A

Service Layouts

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28
Q

What are the types of service layouts

A
  • warehouse and storage layouts
  • Retail layout
  • Office layout
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29
Q
  • the use of diagram to present the major
    elements of a process
  • the basic elements can include tasks or
    operations, flows of materials or customers,
    decision points, and storage areas or queues
  • ideal methodology by which to begin
    analyzing a process
A

Process Flowcharting

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30
Q

What part of this in a flowchart?

Ex. Giving an admission
ticket to a customer
installing a engine in a car

A

Task or Operations (Square)

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31
Q

Ex. How much change
should be given to a
customer?
Which wrench should be
used?

A

Decision (Diamond)

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32
Q

Ex. Sheds, lines of people
waiting for a service

A

Storage areas and queues (Reversed triangle)

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33
Q

Ex. Customers moving to a
seat, mechanic getting a
tool

A

Flow (right arrow)

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34
Q

the act of specifying the contents
and methods of jobs
- What will be done in a job
- Who will do the job
- How the job will be done
- Where the job will be done

A

Job Design

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35
Q

productivity, safety and quality of
work life

A

Objectives

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36
Q

Giving a worker a larger portion of the
total task by horizontal loading

A

Job Enlargement

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37
Q

Workers periodically exchange jobs

A

Job Rotation

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38
Q

Increasing responsibility for planning
and coordination tasks, by vertical
loading

A

Job Enrichment

39
Q
  • Analyzing how a job gets done.
  • It begins with an analysis of the overall
    operation
  • It then moves from general to specific
    details of the job concentrating on:
  • Workplace arrangement
    -Movement of the workers and/or
    materials
A

Method Analysis

40
Q

What is the method Analysis procedure

A

1) Identify the operation to be studied, and
gather relevant data
2) Discuss the job with the operator and
supervisor to get their input
3) Study and document the present methods
4) Analyze the job
5) Propose new methods
6)Install the new methods
7) Follow the implementation to assure
improvements have been achieved

41
Q

1.Have a high labor content
2.Are done frequently
3. Are unsafe, tiring, unpleasant, and or noisy
4. Are designed as problems (quality problems
and processing bottlenecks)

A

Guidelines for Selecting a Job to Study
Consider jobs that:

42
Q

used to examine the
overall sequence of an operation by focusing on
movements of the operator or flow of materials

A

Flow Process Chart

43
Q

used to determine
portions of a work cycle during which an
operator and equipment are busy or idle

A

Worker-Machine Chart

44
Q

systematic study of the
human motions used to perform an operation

A

Motion Study

45
Q

guidelines for
designed motion-efficient work procedures

A

Motion Study Principles

46
Q

basic elemental
motions into which a job can be broken
down

A

Analysis of therbligs

47
Q

use of motion
pictures and slow motion to study motions
that otherwise would be too rapid to
analyze

A

Micromotion study

48
Q

activity of process charts, simo
charts (simultaneous motions)

A

Charts

49
Q

What are the developing work methods

A
  • Eliminate unnecessary motions
  • Combine activities
  • Reduce fatigue
  • Improve the arrangement of the
    workplace
  • Improve the design of tools and
    equipment
50
Q

What are the work measurements?

A
  • Concerned with how long it should take
    to complete a job
  • It is not concerned with either job
    content or how the job is to be
    completed since these are considered a
    given when considering work
    measurement
51
Q

The amount of time should take a
qualified worker to complete a specified
task, working at a sustainable rate,
using given methods, tools and
equipment, raw material inputs and
workplace arrangement

A

STANDARD TIME

52
Q

It is the mean observed time multiplied by the performance rating factor (PRF)

A

Normal Time

53
Q

A subjective estimate of a worker’s pace relative to a normal work pace

A

Performance Rating Factor (PRF)

54
Q

The amount of time allowed for personal, fatigue, and unavoidable delays

A

Allowance Factor (AF)

55
Q
  • Technique for estimating the proportion
    of time that a worker or machine spends
    on various activities and the idle time
  • this does not require timing
    an activity or involve continuous
    observation of the activity
A

Work Sampling

56
Q

It is important to make design of work systems a
key element of strategy:
- People are still at the heart of the
business
- Workers can be valuable sources of
insight and creativity
- It can be beneficial to focus on quality of
work life and instilling pride and respect
among workers
- Companies are reaping gains through
worker empowerment

A

Operations Strategy

57
Q

the ability of a product or service to
consistently meet or exceed customer
expectations.

A

Quality

58
Q

company’s method for
assessing product quality-adherence to
specifications (dimension, tolerance, finish)

A

Quality Control

59
Q

the ability of a product, part, or
system to perform its intended function under a
prescribed set of conditions

A

Reliability

60
Q
  • The probability that the product system
    will function when activated
  • The probability that the product system
    will function for a given length of time
A

Reliability is expressed as a probability

61
Q

What are the dimensions of service quality?

A
  1. Convenience
  2. Reliability
  3. Responsiveness
  4. Time
  5. Assurance
  6. Courtesy
  7. Tangibles
  8. Consistency
  9. Expectancy
62
Q

the availability and accessibility
of the service

A

Convenience

63
Q

ability to perform a service
dependably, consistently and accurately

A

Reliability

64
Q

willingness to help customer
in unusual situations and to deal with problems

A

Responsiveness

65
Q

the speed with which the service delivers

A

Time

66
Q

knowledge exhibited by personnel
and their ability to convey trust and confidence

A

Assurance

67
Q

the way customers are treated by
employees

A

Courtesy

68
Q

the physical appearances of
facilities, equipment, personnel and
communication materials

A

Tangibles

69
Q

the ability to provide the same
level of good quality repeatedly

A

Consistency

70
Q

meet(or exceed) customer
expectations

A

Expectancy

71
Q

● Audit service to identify strengths and
weaknesses
● In particular, look for discrepancies between:
1) Customer expectations and management
perceptions of those expectation
2) Management perceptions customer
expectations and service-quality
specifications
3) Service quality and service actually
delivered
4) Service actually delivered and what is
communicated about the service to
customers
5) Customers’ expectations of the service
provide and their perceptions of provider
delivery

A

Assessing Service Quality

72
Q

What are the types of materials checked for quality

A
  • Raw materials
  • Work-in-process(WIP)
  • Finished Products
73
Q

What are the Benefits of Good Quality

A
  • Enhanced reputation for quality
  • Ability to command premium prices
  • Increased market share
  • Greater customer loyalty
  • Lower liability costs
  • Fewer production or service problems
  • Lower production costs
  • Higher profits
74
Q

What are the Consequences of Poor Quality

A
  • Loss of business
  • Liability
  • Productivity
  • Costs
75
Q

What are the Ethics and Quality
Substandard work

A
  • Defective products
  • Substandard service
  • Poor designs
  • Shoddy workmanship
  • Substandard parts & materials
76
Q
  • means of collecting data, analyzing data,
    identifying root causes and measuring the
    results
    -sample statistical tools used for problem-
    solving and most helpful in troubleshooting
    issues related to quality
  • used to analyze the production process,
    identify the major problems, control fluctuations
    of product quality, and provide solution to avoid
    future defects
A

The,7 Quality Tools

77
Q

process map identifies the
sequence of activities of the flow of material
and information in a process

A

Flowchart

78
Q

-special types of data collection forms in which
the results may be interpreted on the form
directly without additional processing.
- All officially documented of these shall be
linked to its mother procedure.
- used during phases to monitor the situation,
analyze causes, review effectiveness of an
action, perform standardization, and implement
a selected control measure.

A

Check Sheets

79
Q

When do you use check sheets

A
  • collecting data repeatedly by the same person
    or same location
    -Frequency or patterns of events, problems,
    defects, defect location, defect causes
  • data from production process
    -monitoring data for root cause analysis
  • monitoring the company requirement based on
    agreed frequency
80
Q

Simple graphical method for presenting a
chain of causes and effects and for sorting
out causes and organizing relationships
between variables.
- Also known as, Ishikawa Diagram or
Fishbone Diagram
- Generates and sorts hypothesis about
possible causes of problem within a
process

A

Cause and Effect Diagrams

81
Q

Uses of Cause and effect diagram

A
  • Clarifying a cause and effect relationship
  • Discover the root cause of a problem and
    plan countermeasures
  • It uncovers bottlenecks in the process
  • It identifies where and why the process is
    not working
  • Uncover bottlenecks in the process
  • Identify where and why the process is not
    working
82
Q

provide clues about the
characteristics of the parent population from
which a sample is taken. Patterns that would
be difficult to see in an ordinary table of
numbers become apparent.
- Display a large amounts of data that are
difficult to interpret in tabular form
- Shows centering, variation and shape
- Illustrates the underlying distribution of the
data
- Provides useful information for predicting
future performance
- Helps to answer “Is the process capable of
meeting requirements? ”

A

Histogram

83
Q
  • one in which characteristics observed are
    ordered from largest frequency to smallest.
  • Pareto Diagrams is a histogram of the data
    from the largest frequency to the smallest
  • 80/20 rule - vital few and trivial many
A

Pareto Diagrams

84
Q
  • Plot of the relationship between two
    numerical variables.
  • Supplies the data to confirm hypothesis that
    two variables are related
  • Provides both a visual and statistical means
    to test the strength of a relationship
  • Provides a good follow up to cause and
    effect diagrams
A

Scatter Diagrams

85
Q
  • Show the performance and the variation of a
    process
  • Also identify process changes and trends
    over time and show the effects of corrective
    actions
A

Control Charts

86
Q
  • father of statistical quality control
  • “Grandfather of total quality
    management”
  • Mentor of deming
  • Control charts, variance reduction
A

Walter Shewhart

87
Q
  • Special versus common cause variation
  • The 14 points
  • Focuses on continual improvements in
    product and service quality by reducing
    uncertainty and variability in design,
    manufacturing, and service processes,
    driven by the leadership of top
    management.
  • He insisted that management accept
    responsibility for building good systems.
    The employee cannot produce products
    that on average exceed the quality of
    what the process is capable of
    producing
A

William Edwards Deming

88
Q
  • Management consultant specializing
    in managing for quality
  • Authored hundreds of paper and 12
    books such as Juran’s Quality Control
    handbook, quality planning and
    analysis, Juran on leadership for quality
  • Quality Control Handbook, 1951
  • Viewed quality as fitness -for-use that
    are external and internal perspectives
    related to (1) product performance that
    results in customer satisfaction;(2)
    freedom from product deficiencies,
    which avoids customer dissatisfaction.
A

Joseph M. Juran

89
Q

What are Juran’s Quality Trilogy?

A
  • quality planning,
  • quality control
  • quality improvement
90
Q
  • Quality is a “total field”
  • The customer defines quality
  • Devised the concept of Total Quality
    Control inspired Total Quality
A

Armand Feigenbaum

91
Q

What are the three steps to quality?

A
  1. Quality Leadership
  2. Modern Quality Technology
  3. Organizational Commitment
92
Q
  • Zero defects
  • Quality is Free, 1979
  • Author who contributed to management
    theory and quality management
    practices.
A

Philip B. Crosby

93
Q
  • Cause and effect diagram
  • Quality circles
  • Recognized the internal customer
  • Noted for his quality manage,ent
    innovations
  • Considered a key figure in the
    development of quality initiatives in
    japan, particularly the quality circle
A

Kaoru Ishikawa (Japanese Org Theorist)

94
Q
  • Taguchi loss function
  • Developed a methodology for applying
    statistics to improve the quality of
    manufacture goods
  • Pioneered a new perspective on quality
    based on the economic value of being
    target and reducing variation and
    dispelling the traditional view of
    conformance to specifications.
A

Genichi Taguchi

OPERATIONS MANAGEMENT (2 decks)

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