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SCM 301 > Final Exam > Flashcards

Final Exam Flashcards

1
Q

What are the Five Phases of Product Development

A
  • Conception
  • Project Definition
  • Planning
  • Performance
  • Post-Completion
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2
Q

What does Conception Mean

A

Project planners develop a broad description of what the project is and what its scope will be

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3
Q

What is Project Definition

A

Project definition provides greater detail than the concept phase. The project definition identifies how to accomplish the work, how to organize for the project, the key personnel and resources required to support the project, tentative schedules, and tentative budget requirements.

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4
Q

What is Planning?

A

the organization actually starts to execute the project plan. It is here that the value of the previous phases really becomes apparent

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5
Q

What is Performance

A

the organization actually starts to execute the project plan. It is here that the value of the previous phases really becomes apparent

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6
Q

What is Post Completion

A

Closeout-Tasks

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7
Q

Why is it important to fail fast and move on in Product development

A

Too much time spent dwelling on failure, can hinder fixing the problem at hand.

Failure can generally be turned positive, if handled correctly

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8
Q

What can help to accelerate product development timelines.

A

Concurrent Engineering

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9
Q

Concurrent Engineering can help to accelerate product development timelines

A

TRUE

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10
Q

What is Serviceability

A

Serviceability - serviceability refers to the ease with which parts can be replaced, serviced, or evaluated

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11
Q

What is Testability

A

Testability - the ease with which critical components or functions can be tested during production

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12
Q

What is Reliability

A

Repeatability - Are we capable of making the product over and over again, in the volumes needed?

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13
Q

What percentage of a product cost is locked in during the design phase.

A

Up to 80 percent

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14
Q

Be able to explain how Simplification and Standardization can be used in product design and development.

A

Simplification - Reduces complexity by minimizing the number of components, processes, or features, leading to easier manufacturing and lower costs

Standardization - Promotes Consistency by using uniform components and processes, improving interoperability and scalbility

Combined Impact - Both Approaches streamline product design, enhance reliability, and accelerate time to market

Lack of simplification and standardization is a nightmare for companies

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15
Q

What is DMADV

A

It is the Six Sigma Methodology with 5 steps

1: Define the project goals and customer deliverables

2: Measure and determine customer needs and specifications

3: Analyze the product or process options to meet the customer needs

4: Design the product or process

5: Verify the new product or process

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16
Q

Quality Function Deployment (house of quality) is the best practice in product development.

A

Designing New products or services is moving from vague notions of what the customer wants to specific engineering or operational requirements

Understand how to read the box chart

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17
Q

Understand the importance of Value Analysis, which examines all elements of a product or service to ensure it performs its intended function at the lowest possible cost.

A

The process that involves examining all elements of a component, an assembly, an end product, or a service to make sure it fulfills its intended function at the lowest total cost.

Primary objective = increase the value of an item or a service at the lowest cost without sacrificing quality

Value = Function / Cost

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18
Q

Be able to construct a Gantt Chart. (Gantt Charts provide a simple, easy to understand visual aid)

A

Know how to read them, straight down

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19
Q

Construct a network diagram and be able to compute forward pass and backward pass calculations. (Earliest Start Date, Earliest Finish Date, Latest Start Date, Latest Finish Date) Note: The solutions to the Project Management handouts is now published in Canvas.

A

Slack = LS - ES
LS = LF - activity duration

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20
Q

Be able to explain the concept of “crashing” a project

A

A technique used to shorten the project timeline by reducing task durations, typically through additional resources or increased effort

to accelerate the completion of a project without changing its scope, often at an increased cost

Trade-offs = Chrashing involved balancing the higher costs of additional resources with the time savings achieved by completing critical tasks faster

21
Q

What is a Triple Constraint

A

To know how project managers deal with…

  • Schedule
  • Budgeting
  • Scope
22
Q

What is the importance of suppliers

A

Developing good relationships

23
Q

Differentiate between the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT)

A

Critical path is the time that takes the absolute longest to complete

24
Q

Understand that the Performance Phase of a project is when resources are consumed at the fastest rate.

A

True

25
Q

Project Managers deal with the “triple constraint” of schedule, budget and scope

A

True

26
Q

It is a best practice to have early supplier involvement in projects. Suppliers can bring expertise and innovation to many projects.

A

True

27
Q

Waterfall and Agile are both methodologies used to manage software development project. Be able to differentiate between these two approaches.

A

Waterfall - A linear, sequential approach where each phase (requirements, design, implementation) is completed before moving to the next, making it ideal for well-defined project with stable requirements.

Agile - An iterative, flexible approach emphasizing collaboration, adaptability, and continuous delivery, suited for projects with evolving requirements

Key Difference = Waterfall prioritizes upfront planning while agile focuses on incremental progress and customer feedback

28
Q
  1. Capacity is defined as output per unit of time.
A

True

29
Q
  1. Know the differences between Theoretical and Rated Capacity.
A

Theoretical - Ideal Maximum
Rated Capacity - Actual/Realistic Maximum output level

30
Q
  1. The three primary capacity strategies are Lead, Lag and Matching.
A

True

31
Q
  1. Be familiar with the concept of Learning Curves and be able to use Table 6.4 in Chapter 6.
A

OK

32
Q
  1. Understand how to calculate Break Even Points and Expected Value. Decision Trees are often used to demonstrate the Expected value of different options.
A

Pearson Homework

33
Q
  1. Higher levels of conformance quality, process improvements and increases in productivity can all be used to increase capacity.
A

True

34
Q
  1. Theory of Constraints is a technique used to identify bottleneck operations. A system’s output can be no greater than its least producing work center.
A

True

35
Q
  1. The video on Southwest Airlines Gate Turn-around demonstrated how business processes and capacity measurement are inter related.
A

True

36
Q
  1. A key trade-off in services is capacity versus cost.
A

True

37
Q

If you can measure a process, then you can improve it.

A

True

38
Q

Developing superior cross functional business processes is a best practice in business.

A

True

39
Q

Mapping creates a common understanding of the content of a process: its activities, its results and who performs each of the steps.

A

True

40
Q

Swim Lane process maps are especially effective for cross functional processes.

A

True

41
Q

Six Sigma is a mathematical expression equivalent to 3.4 defects per million and uses the DMAIC process.

A

True

42
Q

The value of the Cause and Effect Diagram is that it forces a team to look at all potential categories of issues when trying to identify the root cause of a defect.

A

True

43
Q

Understand and be able to use the Process Mapping symbols.

A
  • Oval: Represents the start or end of a process
  • Rectangle: Indicates a specific task or activity within the process
  • Diamond: Shows a decision point where a yes/no or true/false choice is made
  • Arrow: Depicts the flow or direction from one step to another
  • Circle: Represents a jump or continuation to another point in the process map
44
Q

Productivity is a ratio of outputs to inputs.

A

True (EXAM QUEStioN DEFINITELY)

45
Q

Be able to differentiate between single factor and multifactor productivity.

A

SF - Measures output relative to a single input (labor or materials), focuses on one specific resource’s efficiency.

MF - Measures output relative to a combination of multiple inputs (labor, materials, and capital), providing a broader view of overall efficiency

Key Difference - SF focuses on one input, while MF considers the combined impact of several inputs

46
Q

Measures of Process Performance include Quality, Cost, Time and Flexibility.

A

True

47
Q

Know the four types of processes (mass, mass customization, artistic and nascent (broken).

A

Mass Process - Standardized production of large quantities of identical products, emphasizing efficiency and consistency

Mass Customization - Combines efficiency with flexibility to produce customized products at near mass production costs

Artistic Process - Focuses on creativity and uniqueness, often with high variability and lower volune

Nascent (Broken) Process - Inefficient or underdeveloped processes that lack structure, often requiring improvement or redesign

48
Q

Business Process Reengineering involves radical redesign of business processes.

A

True

SCM 301 (5 decks)

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