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A Level DT > 2.9 Design for Manufacture and Project Management > Flashcards

2.9 Design for Manufacture and Project Management Flashcards

1
Q

main aims of TQM (total quality management)

A
  • remove waste
  • make products right first time
  • continuous improvement
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2
Q

Deming’s principles (5)

A
  • removes quotas & rating systems for employees
  • encourage all workers to constantly improve
  • constantly improve products/services
  • workers trained on the job
  • barriers broken down between ‘hierarchy’ of job roles
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3
Q

internal customer (definition)

A
  • a customer that works within the company and uses their products/services
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4
Q

external customer (definition)

A
  • a customer that uses the company’s products/services but does not work within the company
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5
Q

kaizen (definition)

A
  • continuous improvement with a focus on efficiency, use of RFID
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6
Q

right first time (definition)

A
  • all products are produced correctly so there are no failed products
  • achieved by rigorous prototyping and testing before production
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7
Q

zero defect (definition)

A
  • the quest for perfection in a product by eliminating all unnecessary processes
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8
Q

continuous improvement (definition)

A
  • improve products/services by getting feedback for customers, workers etc
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9
Q

quality circles (definition)

A
  • group of people working on similar jobs who meet up to solve problems & generate ideas
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10
Q

benchmarking (definition)

A
  • comparing processes to best in industry and aiming to meet this level by improving processes etc
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11
Q

ISO9001 (definition)

A
  • international standard of quality control

- buying parts/components from companies with this ensures they are high quality

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12
Q

scrum (definition)

A
  • project management method
  • focuses on organisation of workforce teams to reduce lead time
  • tasks are broken down and delegated to smaller teams
  • feedback is given immediately after each ‘sprint’ (run of 1-4 weeks)
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13
Q

benefits of scrum (6)

A
  • shorter lead time
  • easy to make changes as feedback given after each stage
  • solves problems quickly
  • improves teamwork & cohesion
  • more specific needs met- due to daily feedback also meaning issues solved faster
  • collaboration means more creativity
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14
Q

5 stages of six sigma

A
  • DEFINE- issues within process identified, goals set, team assembled
  • MEASURE- measure extent of issue, base estimates taken, factors critical to cost, quality & schedule considered
  • ANALYSE- determine where measured issues are, consider value stream for process and which add value to customer
  • IMPROVE- introduce procedures to rectify issues
  • CONTROL- ensure modified procedures are implemented & maintained
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15
Q

aim of six sigma

A
  • reduce number of defective products to less than 3.4 in a million
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16
Q

main aim of lean manufacture

A
  • to reduce waste to zero

- waste = anything that does not benefit client

17
Q

TIMWOOD (types of waste)

A
  • TRANSPORT
  • INVENTORY
  • MOVEMENT
  • WAITING
  • OVERPRODUCTION
  • OVER PROCESSING
  • DEFECTS
18
Q

TIMWOOD

transport

A
  • when product transported risk of damage/loss

> reduce distance = reduce risk & chance of production being delayed

19
Q

TIMWOOD

inventory

A
  • JiT aims to reduce inventory on sight, stock held on sight at risk of damage & loss in value
    > delays sales
20
Q

TIMWOOD

movement

A
  • refers to employees & equipment

- unnecessary movement increases production time

21
Q

TIMWOOD

overproduction

A
  • main aim of JiT is to reduce storage
  • if products are over produced ‘just in case’ more storage needed
  • products may not sell- wastes time & money
22
Q

TIMWOOD

over processing

A
  • correct equipment must be used

- investment in heavy machinery must be justified

23
Q

TIMWOOD

defects

A
  • any defective products must be removed

- relies of QC & QA

24
Q

critical path analysis (definition)

A
  • project management method
  • used to analyse all individual stages within a project and plan the most effective and time efficient completion of each element within the time schedule
25
Q

advantages of critical path analysis (4)

A
  • reduces risks & costs of complex projects
  • reduces/eliminates wasted time
  • provides concise overview of whole project
  • highlights important tasks & dependencies
26
Q

disadvantages of critical path analysis (3)

A
  • reliability based on estimates & assumptions
  • diagram can become too complex to understand
  • project still requires management due to external factors subject to change
27
Q

what is a CMM- coordinate measuring machine?

A
  • a probe scanner used to check pre-defined measurements on a product/component
  • traditional ‘touch’ probes can measure in 3D by lightly touching probe to component
  • data is automatically compared to a 3D model of the part
  • laser scanning recently introduced- faster & more accurate

A Level DT (21 decks)

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