Chapter 2

Question 1

customer contact

Answer 1

the extent to which the customer is present, is actively involved, and receives personal attention during the service process
-slows down process every time

Question 2

customization

Answer 2

service level ranging from highly customized to standardized
a lot of time and money

Question 3

flow

Answer 3

how the work progresses through the sequence of steps in a process

Question 4

front office

Answer 4

like the relationship between a waiter and their customer

focus here is usually quality and personal attention

Question 5

hybrid office

Answer 5

combination of front and back office

Question 6

back office

Answer 6

typical interaction in our classroom game we will play or someone like a payroll clerk
focus here is usually on low cost and on time

Question 7

make to order

Answer 7

low volumes, small batches, customization (lots of 3)

Question 8

assemble to order

Answer 8

produces a wide variety of products from relatively few assemblies and components after orders received

• postponement
• mass customization

Question 9

make to stock

Answer 9

standardized products with high volume
it’s a line process with little variability in the products manufactured
mass production

Question 10

customer involvement

Answer 10

increased value to the customer, quality, delivery, lower cost. disadvantage is resource flexibility

Question 11

resource flexibility

Answer 11

you can do it more than one way

flexible workforce, general purpose equipment

Question 12

re-engineering

Answer 12

lets try it out changing to make it better
the fundamental rethinking and radical redesign of processes to improve performance dramatically in terms of cost, quality, service, and speed

Question 13

process analysis

Answer 13

involves looking how work is actually done and finding ways to improve processes
it helps build commitment when wide group is involved bc diversity of ideas and different perspectives

Question 14

work sampling method

Answer 14

as long as you take correct sample and is random you’re good to go

Question 15

process charts E, S, and C

Answer 15

flowcharts trace the flow of information, customers, employees, equipment or materials through the process

Question 16

ESC

Answer 16

elimination
simplify
combine
put each step into flow

Question 17

pareto charts

Answer 17

helps you decide what needs closer analysis and that’s what you look at

Question 18

scatter diagrams

Answer 18

you suspect that the number of process failures is related to the number of total units produced of a particular product
-to see what happens when you vary one thing to see its effect on another

Question 19

cause-and-effect

Answer 19

fishbone*

for detailed problem solving

Question 20

pareto

Answer 20

it helps you decide which problem to address first

Question 21

vital few, trivial many-20% of causes represent 80% of problems

Answer 21

helps you organize your errors and problems so you can decide what’s most important

Question 22

fishbone or cause and effect

Answer 22

used to analyze and trace all the possible causes of a problem (customer complaints) directly to the process involved

Question 23

checklist

Answer 23

different types of process failures is constructed from last month’s production records

Question 24

bar chart

Answer 24

according to shift because the personnel on the three shifts had varied amounts of experience

Question 25

improving your process

Answer 25

questioning and brainstorming-it’s a communication tool so you must have a way for all participants to communicate

Question 26

bench marking

Answer 26

• don’t need a direct competitor for comparison
• don’t need a team composing of at least one member from each department in the organization
• but you do need quant goals or it simply won’t work