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Bus-man > Ch 3 > Flashcards

Ch 3 Flashcards

1
Q

The way operations are carried out will directly affect an organisations competitive position because it will 1/2/3

A

Establish the level of quality of the goods or services

Influence the overall cost of production, given that the operations functions is responsible for the largest part of an organisations capital and human expenses

Determine whether sufficient products are available to satisfy consumer demand

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2
Q

Role of operations management

A

The operations manager has significant influence on organisations goods and services (quality, cost and availability of goods and services) – these have a direct affect on whether the organisation achieves it’s other main objectives, specifically to increase profitability, to increase market share, to provide a reasonable return to investors or to contribute to the wellbeing of the community

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3
Q

Operations manager is part of the …

A

Senior management team - and there is often many manager UNDER the operations manager (eg production manager / quality manager)

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4
Q

Strategies // used by managers will depend on particular products and services that are produced by the organisation – but all management use 4 management roles (POLC)

A

Lead – investing in machinery that will complement the operations (cut production costs)
Plan – determining the objective for the organisation and how they will be achieved
Organise – facilitate the process of installing new equipment
Control – once the new equipment is installed the operations manager must control the quality of the product by monitoring the production and inspecting the product to ensure it meets the standards

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5
Q

Define tangibles

A

Are goods that can be touched (materialistic)

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6
Q

Define intangibles

A

Includes services that cannot be touched

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7
Q

Characteristics of a manufacturing organisation

A

Produce tangibles - goods that can be touched

Production occurs prior to consumption - separately

Low degree of customer interaction - often standardised or mass produced products - unlikely to change operations to suit particular customer needs

More capital intensive - users more machinery and technology

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8
Q

Characteristics of a service organisation

A

Produce intangibles - services that cannot be touched

Production and consumption occurs simultaneously (haircut)

High degree of customer interaction - tailored to customer needs

More labour intensive - more reliance on human input

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9
Q

Characteristics SHARED by both manufacturing and service organisations

A

Both produce outputs that are sold to satisfy consumer demand s

Both transform resources into outputs

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10
Q

Any question that asks about OPERATIONS SYSTEMS is referring to

A

Inputs, process and outputs

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11
Q

Define inputs

A

Are resources used in the process of production
Some

Some resources are owned by the organisation and some are owned by suppliers

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12
Q

What are the categories of inputs? RCLITM

A

Inputs differ between manufacturing organisations and service organisations there are six categories of inputs:

Raw materials - consumed or converted by the transformation process

Capital equipment - includes the plant, machinery and property necessary to conduct operations

Labour - refers to people involved in the operations function

Information - from a variety of sources contributes to the transformation process organisations do not always account for the value of the resource because it can not be easily quantified as a business asset

Time - and its efficient use is critical to all organisations – coordinating resources within time frames limits cost and wastage. Operational planning may involve achieving production tasks ranging in duration from one year to hours

Money - is generally considered to be the of all resources because it can be easily converted into ant quantity or combination of materials, capital or labour

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13
Q

Define transformation process

A

Is the conversion of inputs (resources) into outputs (goods and services)

Transformation through differs between manufacturing organisations and servicing organisations

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14
Q

Explain the difference between a service transformation and a process transformation

A

Service organisation transforms inputs into intangible products (services which cannot be touched)

Manufacturing transforms inputs into tangible products (goods which can be touched)

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15
Q

Define outputs

A

Are the end result of organisations efforts – the service or product that is delivered or provided to the consumer

Many organisations carry out manufacturing and services in their output (car manufacturing provides warranty with car)

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16
Q

Explain an ‘operations system for a bank’

A

Inputs:
Raw materials – computer software and paper

Capital equipment – security screens, computers, safes and office furniture

Labour – tellers, mobile lenders, managers and lawyers

Information – provided by market research companies to assist in product design and delivery

Time

Labour

Transformational process:
Investment advice

Ensuring good customer service

Ensuring the computer systems work

Establishing banking systems and procedures

Output - delivery of financial service to customer

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17
Q

The operations manager must be able to link …

A

The operations manager must be able to link transformational process to the activites performed by other areas of the organisation – outputs must always be responsive to consumer demand

Operations management need to balance quality, efficiency and

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18
Q

Define productivity

A

Is a measure of efficiency – the amount of output produced compared to the amount of input required in production

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19
Q

Productivity can be INCREASED by

A

– reducing the amount of input required to obtain the same of level of output
alternatively productivity may increase if input remains the same but output increases – therefore getting more out of the input

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20
Q

Organisations can improve productivity by:

A

Improving communications (employee decision making) between management and employees can boost production (management styles / employee participation)

HR strategies to improve worker motivation (e.g. recognition and reward)

Automating work processes to reduce labour required to perform task and increase production levels

Improving the design and layout of facilities

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21
Q

What is the link (relationship) between ‘competitiveness’ and productivity

A

Organisations able to improve productivity will become more competitive because they are able to produce more outputs at a lower costs

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22
Q

What is business competitiveness

A

Refers to the ability of an organisation to sell products in a market

A competitive advantage occurs when an organisation is able to produce goods or services at a better price than competitors

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23
Q

What do organisations compete on

A

Cost – providing customers with lower priced goods and services
Differentiation – providing customers with a superior value in terms of (flexibility, speed and quality) or added features compared to lower priced competitors compete

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24
Q

Define ‘competitive scope’

A

includes the range over which the organisation intends to compete – it may be narrow (small markets, small number of countries and customers) or broad (many countries many markets, many customers)

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25
Q

How can organisations ‘compete on cost’

A

Economies of scale – bulk buying or decreasing cost per unit
Outsourcing and downsizing
Updating and introducing new technology - reducing labour costs per unit
Streamline production processes
Standardizing products aimed at larger markets (minimal variety)
Lean manufacturing – eliminating waste
Training and development – improve skills and capabilities of employees (become more efficient and productive

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26
Q

What does competing on quality mean

A

Competing on quality refers to offering the best product available in the market. Organisations can employ quality management strategies such as Quality Control (QC) Quality Assurance (QA) and Total Quality Management (TQM)

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27
Q

Methods to improve quality include

A

Continuous evaluation of processes and reduction of human variables.
Building stronger customer relationships with tailored products to
Customers (specialized/different varieties) and immediate response to
Customer needs.
Integrating technology where possible to reduce defects in production
Process.
Public communication of organisation wide commitment to quality.

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28
Q

Competing on speed of delivery means

A

Insuring a faster transformation process (than competition)

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29
Q

Methods to improve speed of delivery:

A

Improve technology - increase speed of production
Improve supply chains and create independent work teams
Develop faster feedback mechanisms
Adapting process to improve responsiveness to changes

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30
Q

Define facilities design and layout

A

Involves planning the layout of workspace to streamline the production process

The layout of a production plant affects the flow of inputs and the effectiveness of this flow will impact on efficiency of the production process

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31
Q

The best design layouts will

A

ptimize operations – it will result in improved efficiency in productivity, satisfied customers and deadlines met

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32
Q

When choosing a layout for operations mangers need to consider

A

Physical space – for anticipated volume of production
Equipment and technology required to use
Location of stock and warehousing
Efficient flow of goods and services through the system – links between stages of production
Conforms to legal regulations
Work environment

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33
Q

How can the design layout affect efficiency

A

The layout of a production plant affects the flow of inputs and the effectiveness of this flow will impact on efficiency of the production process

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34
Q

Define a fixed position layout

A

Deals with large-scale processes, such as the construction of bridges, ships, aircraft or buildings

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35
Q

Explain a fixed position layout

A

Used for big project production – deals with large scale bulk activities such as contraction of bridges, ships, aircrafts or buildings
Product cannot be moved due to weight or size so - it is more efficient to bring materials to one site; workers and equipment come to one working area
Fixed production layout is best suited to an organisation that have no viable alternative facilities layout due to the difficulty in moving the product due to it’s size

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36
Q

Positives and negatives of a fixed position layout

A

Advantages
Allows for bulky products to be assembled as efficiently as possible “Storage of materials; need constant change and it’s difficult to find secure storage

Disadvantages
Expensive; high costs of storing and transporting resources to the site”

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37
Q

Define a product layout

A

deals with the manufacturing of goods in mass volume using an assembly line

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38
Q

Explain a product layout

A

Machinery and equipment are arranged in a line and components are added to the product in a sequence of steps (usally along a conveyor-belt)
A product layout is best suited to the manufacture of high volume standardized goods

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39
Q

Advantages and disadvantages of a product layout

A

Advantages
“Reduced need for staff – use of technology result in staff only being required for highly specialized tasks

Allows for economies of scale – reduced cost per unit

Operate 24x7

Produce high quality and consistent goods with few defects

Disadvantages:
Unsatisfied staff become board with low skilled repetitive tasks – job satisfaction lowers

A problem on the production line could result in the whole factory needing to be shut down – stopping all operations

Capital intensive – extremely expensive to setup, as it requires significant machinery and technology “

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40
Q

Define a process layout

A

Deals with high varieties of products by grouping activities, equipment and machinery of similar functions together
Often

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41
Q

Explain a process layout

A

Often referred to as functional layout as equipment and machinery that perform similar function are arranged together

A process layout best suits an organisation that deals with a variety of products

Batch production – similar item are produced simultaneously and move through stages of production
Used to deal with different needs of customers
Process layour often uses cells rather than having a straight production line (arranged such as a ‘U’ shaped figure
The teams working on a product or components in this cell would be able to solve problems together as communications is improved
If other cells fail other teams can continue to work on their product
Products which a cell is responsible for can be easily changed and altered

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42
Q

Benefits and disadvantages of process layout

A

Advantages
Flexible – can quickly change to meet customer needs

Improved communication and cooperation between cells

Will not stop entire operations is one cell, this will not affect operations

Allows for use of technology

Disadvantages
Unsatisfied staff become board with low skilled repetitive tasks within a single cell (work can be monotonous)

Less efficient use of resources – can not achieve the benefits of economies of scale “

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43
Q

Explain a ‘retail layout’

A

Focuses on attracting customers and allowing easy movement throughout the store, while providing high exposure to certain products
Strategies include:
‘High impulse’ or ‘high margin’ products in predominant locations
Locating ‘high draw’ (essential/popular) items on opposite sides of the store
Locating ‘power items’ (high priority items for most shopping trips) at intervals throughout a series of aisles

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44
Q

Explain an office layout

A

An office layout focuses on efficient movement of information and proximity to resources and improved communications.
Strategies may include:
Provide a break room – enable employees to take a break from the work environment
Personal storage space / meeting rooms
Office working space is often ‘open’ or in pods – with staff working closely together, a code of conduct is often adopted called ‘cubicle etiquette’ (ensuring minimal noise and tidy workplaces

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45
Q

Materials management involves

A

Controlling the release of materials into the production process
Receiving materials
Storing materials safely
Identifying ongoing materials requirements through timely purchase of goods and through forecasting
Reducing holdings of surplus stock

46
Q

Define materials management

A

Is the strategy that manages the use storage and delivery of materials to ensure the right amount of inputs is available when required in the operations system

47
Q

Define inventory

A

Is the goods and materials held as stock by an organisation

48
Q

Define materials handeling

A

Is the physical handling of gods in the warehouse an at distribution points

49
Q

Explain materials handeling

A

Adequate material handling procedures and techniques can result in a more efficient production process and cost savings – proper handling can also reduce accidents, breakages and spoilage
Timely purchase of goods to prevent a surplus of holding stock

50
Q

Define and explain a production plan

A

Is an outline of the activities undertaken to combine resources (inputs) to create goods and services (outputs)

Outline of the transformation process
Organisation needs to decide what to produce, how to produce it and how much of it
Provides basic details for materials planning

51
Q

Define master production scheduling

A

Details what is to be produced and when

52
Q

Explain master production scheduling

A

Linked to specific delivery dates or contracts for delivery in the future
Business cannot increase it’s rate of production without increasing the amount of necessary inputs
Inability to conform to MPS could lead to decisions such as upgrading plant, equipment and employing more staff
Provide a clear focus to employees of what an organisation is trying to produce over a period of time.

53
Q

Define materials requirement planning

A

Involves developing an itemized list of all materials involved in the production to meet the specified orders

54
Q

Explain materials requirement planning (mrp)

A

Completed once MPS is updated
Ensures accuracy and helps to build more effective supplier relationships
Helps to reduce the cost by minimizing waste

MRP should consider:
Lead time required by suppliers – whether items need to be ordered in advance (days, months, weeks)
The exact number of inputs needed to complete the task
The amount of stock (inventory) on hand
Purchasing procedures e.g. whether the organisation wishes to take the advantages of bulk buying receiving discounts from suppliers

55
Q

Define inventory control

A

Ensures that the costs are minimized and that the operations system has access to the right amounts of inputs when required

56
Q

Explain strategies for inventory control

A

Costs can be minimized by not allowing materials to remain idle and by making sure that inputs are available for the operations system when needed – an operations system that runs out of materials will not perform at optimal level
Strategies may include:
Some organisations choose to have a large inventory base ensuring they will not run out
Not allowing materials to remain idle – stock taking up space for lengthy periods of time can result in missed opportunity to invest in other capital
Materials can also have a ‘used by date’ which means they can become unusable after a certain period of time
Smaller inventory results in lower costs, but requires efficient handling to ensure inventory does not run out to avoid devastating consequences
Bar coding and computerized stock to control inventory and minimize loss or theft of stock as well as proving an ‘up-to-date’ information about stock such as stock levels
Stocktakes physically count stock on hand them compare to the amount expected to be available – any differences indicates issues with stock control

57
Q

Define the individual inventory strategy ‘just in time’

A

Is a materials management strategy that ensures that the exact amount of materials inputs will arrive only as they are needed in the operations process
Appropriate for non-durable goods

58
Q

Positives and disadvantages of just in time strategy

A

Benefits
Minimize storage space required and decrease storage costs and capital investment required

Reduce chance (or effect) of over ordering

Reduce risk of waste in storage
Limitations
Reliant on suppliers – if delivers are delayed or canceled insufficient inputs may be available to conduct operations
(productively if at all)

59
Q

Define supply chain

A

Is the range of suppliers from which the organisation purchases materials and resources

60
Q

Supply chain is considered critically low if

A

Low quality – it is difficult or costly to produce quality products
Low quantity – organisations cannot meet demand (or produce anything)
If materials are not on hand nothing can be produced

61
Q

Supply chain Management involves

A

Assessing location (distance) to suppliers
Efficiency of delivery
Stock use rate
Price and comparisons (including quality) with other suppliers of similar products

62
Q

Modern day supply chain management needs / demands

A

Suppliers must be able to guarantee delivery and adapt to varying production schedules
LSO’s have recently come to terms with developing more sustainable (greener) supply chains to promote social responsibility – suppliers agree to the organisations code of conduct for suppliers
Maintaining effective relationships with suppliers to provide more productive outcome and minimize waste. Monitoring and investing time into building relationships is costly

63
Q

Define quality

A

Refers to the degree of excellence of goods and services and their fitness for a stated purpose

A quality product should be durable, well designed, easy to use and delivered on time

64
Q

When managing quality LSO’s will:

A

Minimize waste and defects
Strictly conform to standards
Reduce variance in final output

65
Q

3 quality strategies are:

A

Quality control
Quality assurance
Quality management

66
Q

Define quality control

A

Involves the use of inspections at various points in the production process to check for problems and defects

67
Q

Explain quality control

A

Specifications or benchmarks are set before the physical checks are completed Actual performance is then compared to the established criteria

if the established criteria is met it is likely the business will be meeting customer expectations – competitiveness also increases as costs associated with waste and faulty products are reduced

68
Q

What are the 4 main steps of quality control

A

Establish performance standards
Inspect performance
Compare actual performance with standards
Take corrective action if necessary

69
Q

Benefits and limitations of quality control

A

Benefits
Defects recognized – immediately by trained specialists

Issue identifies – in production process that can later be addressed

Accountability for quality rests with management and QC team

Clearly defined roles for personnel and workers

Limitations
Some defects may be missed

Limited focus on production only

Workers avoid responsibility for quality and do not feel encouraged to suggest improvements

Lack of ownership over quality

70
Q

Define quality assurance

A

Involves the use of a system so that an organisation achieves set standards in production

71
Q

Explain quality assurance

A

Certification by an external body which shows the quality of the production meets a set of predetermined quality standards
QA sets specifications that an organisation must meet to gain certification – an achievement valued by customers

An International Standardization organisation (ISO) provides guidelines on how organisations should establish quality assurance systems by adopting specific procedures, controls and recording and documentation measures

72
Q

Positives and negatives of quality assurance

A

Benefits
Productivity improvements from improved processes that reduce waste

Consistent standard of quality across whole organisation

Suppliers have documented quality systems

Loss of experienced staff has less impact

Employees and management share responsibility for improving quality”
Limitations:
Expensive to implement –high cost of audits/training

Pressure on management to create and continually update processes

Audits and extensive training time consuming and can detract from core business

Time and cost issues negatively effect productivity

73
Q

Define total quality management

A

is an ongoing organisation wide commitment to excellence that is applied to every aspect of the organisations operation

74
Q

Explain quality management

A

Quality becomes both a commitment and a responsibility to every member of the organisation
Aims to provide zero defects whilst maximizing customer satisfaction
TQM can improve price competitiveness and quality – allowing a business to attain a ‘competitive advantage’

W Edwards Deming said that:
If employees tried to build a product correctly the first time, then organisations would avoid the expense of inspections and waste of rejected products

75
Q

Explain employee empowerment

A

Deming’ believed that quality problems would be best solved with an emphasis on employee involvement – many organisations use ‘quality circles’ as a means of achieving employee empowerment

76
Q

Define quality circles (employee empowerment)

A

Are groups of workers who meet to solve problems relating to quality

Participation of employees in decision making encourages worked who meet to solve problems relating to quality

Quality circles introduce ideas from all areas of the organisation that will improve quality and the processes to improve productivity

77
Q

Define continuous improvement

A

Involves and ongoing commitment to achieving perfection

78
Q

Explain ‘continuous improvement’

A

The process that involves a constant evaluation of and improvement, in the way things are done in a LSO
Kaizen emphasizes continues improvement in all facets of an organisation
All employees are involved in continually seeking ways to improve work performance
Benchmarking against worlds best practices

79
Q

Explain ‘customer focus’

A

Quality is based on the expectations of the customer – includes ‘internal customers’

All team realize they are serving needs of customers – external or another team within the organisation reliant on quality of their input

80
Q

Benefits and limitations of ‘customer focus’

A

Benefits
Organisation-wide responsibility – all workers and management have responsibility for quality – improving employee motivation and input

Continual assessment – of every aspect of the organisation

Limitations
Allocating responsibility for errors is difficult

Reliant on staff motivation and willing to contribute

Difficult to manage – if staff of managers have poor communication skills

Expensive – with training and costs associated with implementing and monitoring

81
Q

Explain positives and negatives of ‘use of technology’

A

Benefits
Reduced time and errors in process

Reduction in labour costs

Improved health and safety performance

New opportunities – for upskilling (acquiring of new skills)

Speed up (shorten) processes

Maximize use of raw materials

Limitations
Large capital investment – to purchase implement and train employees

Impact on workforce – may lead to job losses and increased stress for workers required to use new technology
“

82
Q

Explain ‘office technology’

A

Includes any technology used in the office environment such as; computer, hardware and software, cabling severs, internet, eftpos, telecommunications.
Both service and manufacturing use office technology (services are likely to use more though)
Development of technology has enabled the opportunity for people to do more work in less time which means a greater range of tasks can be completed in work time

83
Q

Explain benefits and limitations of ‘office technology’

A

Benefits
Can work from many locations outside the office

Enables tasks to be completed in less time (more efficient) and more accurately

Limitations
Cost to purchase, implement maintain and operate

84
Q

Define robotics

A

Are highly specified from of technology capable of complex tasks

85
Q

Explain robotics

A

Used in engineering and special areas of research, as well as assembly lines
Allows a high degree of speed, strength, precision and accuracy generally unmatched by human labour
Use to undertake repetitive tasks
No emotional complaints – work conditions, hours, management or pay
High cost items usually unaffordable for small/medium firms (only affordable to LSO’s)

86
Q

Define computer aided design

A

Is a computer design tool that allows a business to create product possibilities from a series of input parameters
Once

87
Q

Explain computer aided design

A

Once the design is created it can be viewed on many angles assisting designers and end users to visualize what is to be produced
Materials and time required for completion can be calculated, which then enables costing for the project to be quantified
If cost is too high or design is too limited, input parameters (limits) can be altered

88
Q

Define computer aided manufacture

A

Is software that designs and controls manufacturing processes

89
Q

Explain computer aided manufacture

A

Can be linked to CAD

CAM can be used broadly to calculate how much each input would be required

90
Q

Define computer intergrated manufacture

A

Is the method of manufacturing in which the entire production is controlled by a computer

91
Q

Explain computer integrated manufacturing

A

CIM uses a computerized system to combine CAD and CAM to manage the entire production process (product design, analysis, planning, purchasing, costing, inventory control and distribution can be controlled by a computer

Can take product from concept to production very swiftly

92
Q

Define cooperate responsibility and explain

A

Refers to going over and above legal requirements to satisfy all stakeholders
Initially can have a negative affect due to higher costs – however long-term gains form more productive workers, increased satisfaction from customers and better yield for shareholders due to increased sales will outweigh any investment costs

93
Q

The aspects of ethics and social responsibilities that would concern an operation manager include

A

Managing inputs appropriately
Managing suppliers appropriately
Managing staff appropriately
Managing customer relations appropriately

94
Q

Explain managing inputs appropriately (ethical/social)

A

procurement (supply of inputs) – ensure suppiers are ethical and socially responsible – this may be costly and take time and effort to investigate
Fair dealing with suppleirs – prompt payment
Local VS international suppliers – local creates jobs for the cimmunity, the increased spending from wages the local community where as overseas suppliers take away from Aus’t eco growth
Greenhouse gas emissions and increases in environmental costs (choice of transport)
Environmentally sustainable inputs – (cost more and may not be available locally e.g resources and materials

95
Q

Explain managing suppliers (ethically / socially)

A

Efficient use of resources – minimize wastage
Not appropriate for organisations to offer suppliers gifts such as free meals, trips or entertainment based on personal friendships

96
Q

Explain managing staff ethically and socially

A

Occupational health and safety - beyond legal requirements – improved outcomes for staff, less time lost through injuries. Can be costly for rewriting procedures, providing safety equipment, writing documentation etc
Training – benefits staff by upskilling increasing motivation – however loss of time while employees are trained, as well as the cost of training
Efficient use of resources – minimize wastage
Irregular and incomplete maintenance of production facilities can result in detrimental consequences
Introduce an online health and safety training program

97
Q

Explain managing customer relationships ethical and socially

A

create good products that provide value – fir for the intended purpose and provide value for money
Packaging decisions – aim to minimize packaging and reduce the environmental damage while still considering perishable items and hygiene
Dangerous or defected products could result in injury
Delivery option – (e.g replacing older cars with green environmentally friendly cars)
Ensure goods and services are available and accessible to all customers – all nationalities including disabled (installation of auto entrance doors)

98
Q

Define operations management

A

Consists of all the activities in which managers engage to produce goods and services

ACreating, operating and controlling a transformational process that takes a variety of resources to produce and produces outputs of goods and services to satisfy consumer demand

The core objective of all organisations is to effectively produce goods and services – and operations management is the strategy used to achieve this objective

Production involves the skillful brining together of a number of resources such as; finance, equipment, management, technology and people to create finished goods and services through a series of operations

99
Q

Operational management strategies are

A

Technology
Product design layout
Materials management
Quality management

100
Q

What is customer relationship management (CRM)

A

Refer to the systems that organisations are introducing to maintain customer contact
Can be used to improve customer service and competivness as it stores infomation about existing and potential customers

Use software to handle contact between a business and its customers. This allows more accurate identification of customers and their needs (improves services provided to customers)

101
Q

Define six sigma

A

Is the quality management approach that seeks to identify and remove the causes of problems in the operations process, achieving virtually defect free process (99.999%)

Deals with quality management

102
Q

5 steps of ‘six sigma’ process DMAIC

A

Define - project goals that will satisfy demand

Measure - characteristics that are critical to quality such as production capabilities and risks

Analyse - the cause of defects

Improve - proposing ways to improve defects

Control - the performance of the process so that defects are reduced or eliminated

103
Q

What is free trade

A

The social movement that Aims to help producers in developing countries create fairer trading conditions for themselves
Free trade is about responsible payment to producers, decent work conditions for workers and sustainable farming practices

Fair trade is governed by a standards set by international certification body of fair trade international - responsibilities of members to comply with standards of quality

104
Q

What is customer relationship management (CRM)

A

Refer to the systems that organisations are introducing to maintain customer contact
Can be used to improve customer service and competivness as it stores infomation about existing and potential customers

Use software to handle contact between a business and its customers. This allows more accurate identification of customers and their needs (improves services provided to customers)

105
Q

Define six sigma

A

Is the quality management approach that seeks to identify and remove the causes of problems in the operations process, achieving virtually defect free process (99.999%)

Deals with quality management

106
Q

5 steps of ‘six sigma’ process DMAIC

A

Define - project goals that will satisfy demand

Measure - characteristics that are critical to quality such as production capabilities and risks

Analyse - the cause of defects

Improve - proposing ways to improve defects

Control - the performance of the process so that defects are reduced or eliminated

107
Q

What is free trade

A

The social movement that Aims to help producers in developing countries create fairer trading conditions for themselves
Free trade is about responsible payment to producers, decent work conditions for workers and sustainable farming practices

Fair trade is governmened by

108
Q

What is free trade

A

The social movement that Aims to help producers in developing countries create fairer trading conditions for themselves
Free trade is about responsible payment to producers, decent work conditions for workers and sustainable farming practices

Fair trade is governmened by

109
Q

Social responsibility

A

Obligations a business had over legal responsibilities to wellbeing of consumers shareholders and community and environment

110
Q

Management ethics

A

The application of moral standards to management behaviours

111
Q

Define lean manufacturing

A

Aims to eliminate waste at every stage of production. Involves analysing each stage of the production process detecting where inefficiencies are and correcting them

112
Q

Benefits of lean manufacturing

A

Reduces unnecessary movement of workers machines and products

Minimises storage required

Reduces defects in products and equipment breakdown

Reduces waste

Shortens time taken to produce new products

Bus-man (10 decks)

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