Long Quiz Final Flashcards
(94 cards)
1
Q
deciding on the way
production of goods or services will be
organized
A
Process Selection
2
Q
What are the major implications on Process Selection?
A
- Capacity Planning
- Layout of facilities
- Choice of Equipment
- Design or work system
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
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
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
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
7
Q
What is the advantage and disadvantage of Advertising and Promotion
A
Advantage - Flexibility
Disadvantage - moderate cost, moderate
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
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)
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
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
12
Q
Service provider interacts with the
internal or external customer
Ex. customer service representatives,
receptionists, cashiers
A
Front Office
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
14
Q
moderate levels of customer
contact and standard services with some options
available
A
Hybrid Options
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
16
Q
used
to design components and products to exact
measurement and detail
A
Computer-aided design and
manufacturing systems (CAD/CAM)
17
Q
controlled machines
A
Numerically
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)
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)
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
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
22
Q
Layout that uses
standardized processing operations to
achieve smooth, rapid, high- volume flow
A
Product Layouts
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
24
Q
layout in which the
product or project remains stationary and
workers, materials and equipment are
moved as needed
A
Fixed-position layout
25
layout in which machines
are grouped into a cell that can process items
that have similar processing requirements
Cellular Production
26
the grouping into part
families of item with similar design or
manufacturing characteristics
Group Technology
27
must be aesthetically
pleasing as well as functional
Service Layouts
28
What are the types of service layouts
- warehouse and storage layouts
- Retail layout
- Office layout
29
- 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
Process Flowcharting
30
What part of this in a flowchart?
Ex. Giving an admission
ticket to a customer
installing a engine in a car
Task or Operations (Square)
31
Ex. How much change
should be given to a
customer?
Which wrench should be
used?
Decision (Diamond)
32
Ex. Sheds, lines of people
waiting for a service
Storage areas and queues (Reversed triangle)
33
Ex. Customers moving to a
seat, mechanic getting a
tool
Flow (right arrow)
34
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
Job Design
35
productivity, safety and quality of
work life
Objectives
36
Giving a worker a larger portion of the
total task by horizontal loading
Job Enlargement
37
Workers periodically exchange jobs
Job Rotation
38
Increasing responsibility for planning
and coordination tasks, by vertical
loading
Job Enrichment
39
- 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
Method Analysis
40
What is the method Analysis procedure
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
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)
Guidelines for Selecting a Job to Study
Consider jobs that:
42
used to examine the
overall sequence of an operation by focusing on
movements of the operator or flow of materials
Flow Process Chart
43
used to determine
portions of a work cycle during which an
operator and equipment are busy or idle
Worker-Machine Chart
44
systematic study of the
human motions used to perform an operation
Motion Study
45
guidelines for
designed motion-efficient work procedures
Motion Study Principles
46
basic elemental
motions into which a job can be broken
down
Analysis of therbligs
47
use of motion
pictures and slow motion to study motions
that otherwise would be too rapid to
analyze
Micromotion study
48
activity of process charts, simo
charts (simultaneous motions)
Charts
49
What are the developing work methods
- Eliminate unnecessary motions
- Combine activities
- Reduce fatigue
- Improve the arrangement of the
workplace
- Improve the design of tools and
equipment
50
What are the work measurements?
- 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
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
STANDARD TIME
52
It is the mean observed time multiplied by the performance rating factor (PRF)
Normal Time
53
A subjective estimate of a worker's pace relative to a normal work pace
Performance Rating Factor (PRF)
54
The amount of time allowed for personal, fatigue, and unavoidable delays
Allowance Factor (AF)
55
- 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
Work Sampling
56
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
Operations Strategy
57
the ability of a product or service to
consistently meet or exceed customer
expectations.
Quality
58
company’s method for
assessing product quality-adherence to
specifications (dimension, tolerance, finish)
Quality Control
59
the ability of a product, part, or
system to perform its intended function under a
prescribed set of conditions
Reliability
60
- The probability that the product system
will function when activated
- The probability that the product system
will function for a given length of time
Reliability is expressed as a probability
61
What are the dimensions of service quality?
1. Convenience
2. Reliability
3. Responsiveness
4. Time
5. Assurance
6. Courtesy
7. Tangibles
8. Consistency
9. Expectancy
62
the availability and accessibility
of the service
Convenience
63
ability to perform a service
dependably, consistently and accurately
Reliability
64
willingness to help customer
in unusual situations and to deal with problems
Responsiveness
65
the speed with which the service delivers
Time
66
knowledge exhibited by personnel
and their ability to convey trust and confidence
Assurance
67
the way customers are treated by
employees
Courtesy
68
the physical appearances of
facilities, equipment, personnel and
communication materials
Tangibles
69
the ability to provide the same
level of good quality repeatedly
Consistency
70
meet(or exceed) customer
expectations
Expectancy
71
● 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
Assessing Service Quality
72
What are the types of materials checked for quality
- Raw materials
- Work-in-process(WIP)
- Finished Products
73
What are the Benefits of Good Quality
- 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
What are the Consequences of Poor Quality
- Loss of business
- Liability
- Productivity
- Costs
75
What are the Ethics and Quality
Substandard work
- Defective products
- Substandard service
- Poor designs
- Shoddy workmanship
- Substandard parts & materials
76
- 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
The,7 Quality Tools
77
process map identifies the
sequence of activities of the flow of material
and information in a process
Flowchart
78
-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.
Check Sheets
79
When do you use check sheets
- 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
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
Cause and Effect Diagrams
81
Uses of Cause and effect diagram
- 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
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? ”
Histogram
83
- 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
Pareto Diagrams
84
- 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
Scatter Diagrams
85
- Show the performance and the variation of a
process
- Also identify process changes and trends
over time and show the effects of corrective
actions
Control Charts
86
- father of statistical quality control
- “Grandfather of total quality
management”
- Mentor of deming
- Control charts, variance reduction
Walter Shewhart
87
- 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
William Edwards Deming
88
- 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.
Joseph M. Juran
89
What are Juran's Quality Trilogy?
- quality planning,
- quality control
- quality improvement
90
- Quality is a “total field”
- The customer defines quality
- Devised the concept of Total Quality
Control inspired Total Quality
Armand Feigenbaum
91
What are the three steps to quality?
1. Quality Leadership
2. Modern Quality Technology
3. Organizational Commitment
92
- Zero defects
- Quality is Free, 1979
- Author who contributed to management
theory and quality management
practices.
Philip B. Crosby
93
- 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
Kaoru Ishikawa (Japanese Org Theorist)
94
- 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.
Genichi Taguchi
