MIDTERMS - OP Flashcards
(107 cards)
1
Q
Costs associated with preventing defects.
A
Prevention Costs
2
Q
Costs of inspecting and testing to ensure quality.
A
Appraisal Costs
3
Q
Costs of defects found before the product reaches the customer.
A
Internal Failure Costs
4
Q
Costs of defects found after the product reaches the customer.
A
External Failure Costs
5
Q
A holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal.
A
Total Quality Management
6
Q
The primary focus is to meet and exceed customer expectations.
A
Customer Focus
7
Q
Organizations should constantly work on improving manufacturing and quality procedures.
A
Continuous Improvement
8
Q
Employees are trained in quality measurement tools and then entrusted to use them for their day-to-day work.
A
Employee Empowerment
9
Q
Tools like flowcharts, control charts, and Pareto charts help in understanding and measuring quality issues.
A
Use of Quality Tools
10
Q
Products should be designed to meet customer expectations and needs.
A
Product Design
11
Q
Ensure processes are efficient and meet the required quality standards.
A
Process Management
12
Q
Customers return and recommend the product or service.
A
Customer Loyalty
13
Q
Quality often leads to a competitive advantage and thus higher market share and revenues.
A
Higher Revenues
14
Q
Engaged employees who are a part of quality initiatives feel a sense of ownership.
A
Improved Employee Morale
15
Q
Reduction in waste and optimization of resources.
A
Operational Efficiency
16
Q
Being known for high-quality products/services enhances brand image.
A
Brand Reputation
17
Q
A product’s ability to meet or exceed customer expectations. This can encompass aspects like functionality, reliability, durability, aesthetics, and other attributes.
A
Product Quality
18
Q
Pertains to the comparison of perceived expectations with actual service performance. It encompasses reliability, responsiveness, assurance, empathy, and tangibles.
A
Service Quality
19
Q
The efficiency and effectiveness of a process, aiming for minimal waste and maximum value.
A
Process Quality
20
Q
Meeting defined specifications or criteria, like ISO standards.
A
Conformance to Standards
21
Q
Products or services must meet the intended purpose.
A
Fitness for Purpose
22
Q
Before the industrial revolution, artisans and craftsmen took personal responsibility for the quality of their hand-made products.
A
Craftsmanship Era
23
Q
Mass production started, and the need for quality control in factories became apparent.
A
Industrial Revolution
24
Q
Quality inspection was emphasized. Workers were responsible for producing and inspecting their own work.
A
Early 20th Century
25
Quality control concepts were introduced to Japan by Americans like W. Edwards Deming and Joseph M. Juran. This contributed to Japan's rapid economic recovery and growth in the latter half of the 20th century.
Post-WWII Era
26
As Japanese products began to dominate global markets due to their high quality and reliability, Western companies took note and started implementing Total Quality Management (TQM).
1970s-1980s
27
The focus shifted to Six Sigma, a set of techniques and tools for process improvement, introduced by Bill Smith at Motorola.
1990s
28
With the advent of globalization and digital technologies, quality management has incorporated concepts from agile methodologies, lean manufacturing, and more, with a focus on continuous improvement and customer satisfaction.
21st Century
29
Quality products or services lead to satisfied customers, which in turn can lead to repeat business, positive reviews, and referrals.
Customer Satisfaction
30
The quality of products or services can be a unique selling proposition.
Competitive Advantage
31
Poor quality often results in rework, returns, or complaints. Ensuring good quality from the beginning can reduce these costs.
Cost Efficiency
32
In many industries, meeting quality standards is not just about customer satisfaction but also about complying with regulations and ensuring safety.
Compliance & Safety
33
Maintaining consistent quality is imperative to uphold and enhance ________
Brand Reputation
34
Quality processes and systems can improve ____________ by reducing waste, improving resource utilization, and streamlining operations.
Operational Efficiency
35
He believed in a system-focused approach to quality. He maintained that the majority of quality problems were the result of processes and systems, rather than employees.
W. Edwards Deming
36
His philosophy centered around the idea that quality should be viewed in terms of fitness for use rather than mere conformance to specifications.
Joseph M. Juran
37
Designing products and processes that align with customer needs.
Quality Planning
38
Monitoring processes to maintain desired performance levels.
Quality Control
39
Taking actions to elevate performance levels to an even higher standard.
Quality Improvement
40
Also known as the 80/20 rule, Juran observed that in many cases, 80% of problems are caused by 20% of the causes.
Pareto Principle
41
He believed in a more absolute and uncompromising view of quality. For him, quality meant conformance to requirements, not elegance or luxury.
Philip B. Crosby
42
A direct outcome of process optimization and continuous improvement.
Productivity
43
TQM focuses on optimizing every process, ensuring that resources are used efficiently.
Process Optimization
44
TQM believes in harnessing the collective knowledge and skills of all employees, leading to innovative solutions and improved productivity.
Employee Involvement
45
TQM's emphasis on Kaizen ensures that productivity is always on an upward trajectory.
Continuous Improvement
46
The capability of an organization to provide products or services that meet or exceed market standards compared to its rivals.
Competitiveness
47
TQM places the customer at the center of all decisions. By understanding and exceeding customer expectations, organizations can gain a competitive edge.
Customer Focus
48
TQM encourages organizations to benchmark against industry bests, ensuring they remain competitive.
Benchmarking
49
By reducing defects, wastage, and inefficiencies, TQM helps in cutting costs, allowing organizations to provide competitive pricing.
Reduction in Costs
50
It pertains to the long-term planning that integrates quality as a core component.
Strategy
51
Every department or function aligns its strategy with quality principles, ensuring organizational coherence and unity.
Holistic View
52
Instead of short-term gains, TQM emphasizes sustainable success, which is only possible with strategic planning and execution.
Long-term Focus
53
Refers to a prediction of future demand for products or services over a specified future time period.
Forecast
54
A vital activity that influences decision-making related to production, inventory management, capacity planning, and resource allocation, among other areas.
Forecasting
55
Based on historical data, qualitative analysis, statistical methods, or a combination of these.
Forecasting
56
Used for decisions related to day-to-day operations, such as scheduling, inventory ordering, and production runs. It typically spans days to a few months.
Short-term Forecasts
57
Used for decisions related to resource allocation, capacity planning, and budgeting. It usually spans from a few months to a couple of years.
Medium-term Forecasts
58
Focuses on strategic decisions like business growth, capital investments, and entering new markets. It covers time frames that are several years or more.
Long-term Forecasts
59
Relies on expert judgment, intuition, and subjective assessments. It is typically used when historical data is not available, such as for new product launches.
Qualitative Forecasting
60
Employs mathematical models and historical data to predict future demand. Common methods include moving averages, exponential smoothing, and regression analysis.
Quantitative Forecasting
61
Averages data from several consecutive periods.
Moving Averages
62
Weighs the most recent data more heavily than older data.
Exponential Smoothing
63
Separates data into components such as trend, seasonality, and randomness.
Decomposition
64
A more advanced model combining autoregressive, differencing, and moving average methods.
Box-Jenkins (ARIMA)
65
Assumes that the variable being forecasted is related to other variables in the environment.
Causal or Explanatory Methods
66
A common causal method, where one variable (e.g., sales) is predicted based on its relationship with one or more other variables (e.g., advertising spend, GDP).
Regression Analysis
67
Used when historical data is scarce or when forecasting new product introductions
Qualitative or Judgmental Methods
68
Uses computer-based models to simulate the behavior of consumers, the market, or the system being studied.
Simulation Methods
69
Extends past data trends into the future. It's a simple method and assumes that the conditions causing past trends will continue unchanged in the future.
Extrapolation
70
It's more subjective and typically used in conjunction with other methods or when other methods are not applicable.
Intuitive or Gut-Feel Methods
71
It is a human-centered approach that focuses on improving the quality of service encounters and creating services that are useful, usable, desirable, efficient, and effective
Service design
72
This is the first phase of the product design and development process. It involves identifying a need or problem and generating ideas for potential solutions.
Idea Generation
73
The prototypes are tested and validated against the design specifications and performance requirements. Any issues or problems are identified and addressed.
Testing and Validation
74
This phase involves developing detailed designs and creating prototypes for testing and refinement.
Design and Engineering
75
The ideas generated in the previous phase are refined and developed into concept designs. These designs are evaluated based on technical feasibility, market demand, and other factors.
Concept Development
76
The practice of planning and organizing a business’s resources to enhance the experience of employees and their customers.
Service design
77
The product is launched into the market and promoted to potential customers. The success of the product is measured and feedback is used to improve the product for future versions.
Launch and Commercialization
78
1. Discovery
2. Definition
3. Design
4. Development
5. Launch
6. Evaluation
Phases of Service Design and Development
79
This phase involves creating the production plans and setting up the manufacturing processes.
Manufacturing and Production
80
In operations management, it is an important aspect of creating and delivering high-quality services to customers
Service design
81
It is the process of determining the production capacity needed by an organization to meet changing demands for its products or services
Capacity Planning
82
Increasing production capacity in anticipation of increased demand
Lead strategy
83
Increasing production capacity only after demand has already exceeded current capacity
Lag strategy
84
Adjusting production capacity to meet the exact level of demand
Match strategy
85
Step 1: Forecast future demand
Step 2: Evaluate existing production capacity
Step 3: Identify capacity gaps
Step 4: Develop a capacity plan
Step 5: Implement the plan
Step 6: Monitor and adjust as necessary
Capacity planning process
86
The percentage of available production capacity that is actually being used
Capacity utilization
87
Production is kept constant over time regardless of demand. The organization produces at a constant rate and uses inventory to absorb fluctuations in demand.
Level Capacity Plan
88
Production is adjusted to match the demand. The organization varies its workforce and production capacity in line with fluctuations in demand.
Chase Demand Plan
89
This is common in industries where there's a predictable seasonality. For instance, a toy manufacturer might maintain a steady production rate throughout the year (level capacity) but also hire seasonal workers or use overtime during the holiday season to chase the heightened demand.
Combination Plan
90
a critical aspect of operations management, as it involves determining the most appropriate method to produce goods or deliver services. This decision can greatly impact a company's efficiency, effectiveness, and overall competitiveness.
Process Selection
91
Assembly line processes (e.g., Company A: Standard Office Furniture Manufacturer)
High volume, low variety
92
Job shop or project-based processes (e.g., Company B: Customized Furniture Manufacturer)
Low volume, high variety
93
Streamlined, efficient processes (e.g., Restaurant X: Fast Food Chain)
Cost and speed focus
94
Detail-oriented, personalized processes (e.g., Restaurant Y: Fine Dining Establishment)
Quality and ambiance focus
95
Automation and standardization (e.g., Manufacturer C: Mass-Market Clothing Manufacturer)
Mass-market production
96
Advanced technology for customization and precision (e.g., Manufacturer D: Made-to-Measure Garments)
Custom, high-end production
97
- Relatively small scale
- Low volume of high-variety goods or services
- Processing is intermittent
- High flexibility of equipment
Job Shops
98
- Moderate volume of moderate variety products or services.
- The equipment need not be as flexible as in a job shop, but processing is still intermittent.
- The skill level of workers doesn’t need to be as high as in a job shop because there is less
variety in the jobs being processed.
Batch
99
- Higher volumes of more standardized goods or services
- Slight flexibility of equipment
- Skill of workers is generally low.
Repetitive
100
- Very high volume of nondiscrete, highly standardized output is desired
- No variety in output
- No need for equipment flexibility.
Continuous
101
- Nonroutine work
- Unique set of objectives
- Limited time frame
- Equipment flexibility and worker skills can range from low to high.
Project
102
Refers to the configuration of departments, work centers, and equipment, with particular emphasis on movement of work (customers or materials) through the system.
Layout
103
Most conducive to repetitive processing
Product layouts
104
Used for intermittent processing
Process layouts
105
Used when projects require layouts
Fixed-position layouts
106
This involves grouping machines and workstations into cells, each dedicated to producing a family of similar products.
Cellular manufacturing
107
This layout combines the efficiency of product layouts with the flexibility of process layouts.
Cellular layout
