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Operations Management > Chapter 6 exam 3 > Flashcards

Chapter 6 exam 3 Flashcards

1
Q

Managing quality supports differentiation, low cost and

A

response strategies

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2
Q

quality helps firms _______ and _______

A

increase sales and reduce costs

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3
Q

ability of a product or service to meet customer needs.

A

quality

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4
Q

Marketers say quality is _____: Propose that quality lies in the eyes of the beholder.

A

user-based

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5
Q

Production managers say quality is ______. quality means conforming to standards and making it right the first time

A

manufacturing-based

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6
Q

third approach says quality is ______. views quality as a precise and measurable variable.

A

product-based.

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7
Q

in addition to being critical in operations, quality has other implications, other reasons quality is important. first being_____ that an organization can expect its reputation for quality to follow it.

A

company reputation.

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8
Q

courts hold organizations that design, produce, or distribute faculty products or services liable for damages or injuries resulting from their use. an implication of quality.

A

product liability

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9
Q

must meet global quality, design, and price expectations. an implication of quality.

A

global implications.

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10
Q

quality standard with international recognition. its focus is to enhance success through 8 quality management principles.

A

ISO 9000

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11
Q

cost of doing things wrong.

A

cost of quality.

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12
Q

Management principles of ISO 9000:

  1. Top management leadership
  2. customer satisfaction
  3. continual ____
  4. involvement of people
  5. process analysis
  6. use of data-driven decision making
  7. systems approach to management
  8. mutually beneficial _____
A

improvement, supplier relationships.

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13
Q

costs associated wit reducing potential for defective parts or services.

A

prevention costs

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14
Q

costs related to evaluating products, processes, parts and services.

A

appraisal costs

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15
Q

costs that result from production of defective parts or services before delivery to customers.

A

internal failure costs

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16
Q

costs that occur after delivery of defective parts or services.

A

external failure costs.

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17
Q

Japanese character that symbolizes a broader dimension than quality, a deeper process than education, and a more perfect method than persistence.

A

Takumi

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18
Q

management of an entire organization so that it excels in all aspects of products and services that are important to the customer.

A

total quality management

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19
Q

Deming’s Fourteen points for implementing quality improvement:

  1. create consistency of purpose
  2. lead to promote change
  3. build ___ into the product
  4. build long term relationships
  5. continuously improve
  6. start ____
  7. emphasize ____
A

quality, training, leadership

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20
Q

14 points cont.

  1. drive out fear
  2. break down barriers
  3. stop haranguing workers
  4. support, help, and ___
  5. remove barriers to pride in work
  6. institute vigorous program of education and self improvement
  7. put everyone in the company to work on the ______
A

improve, transformation.

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21
Q

seven concepts of TQM:

  1. continuous improvement
  2. six ___
  3. employee empowerment
  4. _____
  5. just in time
  6. taguchi concepts
  7. knowledge of TQM tools
A

sigma, benchmarking

22
Q

man that developed circular model known as PDCA. works as _____ _______

A

Walter Shewhart

23
Q

PDCA stands for

A

plan, do, check, act

24
Q

has two meanings; statistical definition of a process that is 99.9997% capable, and it is a program designed to save time, improve quality and lower costs.

A

six sigma

25
Q

six sigma is a ___ because it focuses on total customer satisfaction, and it is a ____ because it follows a model known as DMAIC

A

strategy, discipline

26
Q

DMAIC stands for

A

Define, measure, analyze, improves and controls.

27
Q

enlarging employee jobs so that added responsibility and authority is moved to the lowest level possible in the organization.

A

employee empowerment

28
Q

techniques for employee empowerment include:

  1. build communication networks that include employees
  2. develop open, supportive _____
  3. move responsibility to employees
  4. build a high morale organization
  5. create formal ___ ____
A

supervisors, team structures

29
Q

group of employees who meet regularly with a facilitator to solve work related problems in their work area.

A

quality circles.

30
Q

selecting administrated standard of performance that represents the very best performance for a process or activity.

A

benchmarking

31
Q

steps for developing benchmarks:

  1. determine what to benchmark
  2. form a benchmark team.
  3. identify benchmarking ___
  4. collect and ___ benchmarking info.
  5. take action to match or exceed the benchmark.
A

partners, analyze

32
Q

JIT relates to quality in 3 ways:

cuts the cost of quality, ____ quality, better quality means less ___ and better, easier to employ JIT system.

A

improves, inventory

33
Q

3 concepts provided by this person to improve product and process quality: quality robustness, target oriented quality and quality loss function.

A

Taguchi

34
Q

Products that are consistently built to meet customer needs in spite of adverse conditions in the production process.

A

quality robustness

35
Q

math function that identifies all costs connected with poor quality and shows how these costs increase as product quality moves from what the customer wants.

A

quality loss function.

36
Q

L=D^2C
L= loss to society, D^2= square of distance from the target value
C= cost of deviation at

A

specific limit.

37
Q

philosophy of continuous improvement to bring a product exactly on target.

A

target-oriented quality.

38
Q 
TQM tools:
check sheet
scatter diagram
cause and effect diagram
\_\_\_ chart
\_\_\_chart
A

pareto, flow

39
Q

also known as Ishikawa diagram or fishbone chart, is a schematic technique used to discover possible locations of quality problems.

A

cause and effect diagram

40
Q

graphic way of classifying problems by level of importance, referred to as 80-20 rule

A

Pareto chart

41
Q

block diagrams that graphically describe a process or system

A

flowcharts

42
Q

distribution showing the frequency of occurrences of a variable.

A

histogram

43
Q

process used to monitor standards, make measurements, and take corrective action as a product or service is being produced.

A

statistical process control

44
Q

graphic representation of process-data over time, with pre-determined control limits.

A

control charts

45
Q

means of ensuring an operation is producing at quality level expected

A

inspection

46
Q

controlling or monitoring at the point of production or purchase- at the source.

A

source inspection

47
Q

translated as foolproof, technique used to ensure production of a good unit every time.

A

poka-yoke

48
Q

type of poka-yoke, lists steps needed to ensure consistency and completeness in a task.

A

checklist

49
Q

inspection that classifies items as good or defective

A

attribute inspection

50
Q

classifications of inspection items as falling on a continuum scale, such as dimension or strength.

A

variable inspection

51
Q

training and empowering frontline workers to solve a problem immediately.

A

service recovery.

52
Q

LEARN:

A

Listen, empathize, apologize, react, notify.

Operations Management (10 decks)

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