Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

MGT 302 > Final Exam > Flashcards

Final Exam Flashcards

1
Q

what is TQM

A

total quality management is managing organization so that it excels on all dimensions that are important to the customer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

what are the two fundamental objectives of TQM

A
  1. Process: something that works for the customer needs

2. Consistency: understanding and constantly improving the process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

what are the 4 TQM commitments

A
  1. commitment to customer satisfaction
  2. commitment to understanding/constantly improving system
  3. commitment to complete employee commitment
  4. commitment to data-based decision making
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

name the three quality gurus

A
  1. Crosby
  2. Deming
  3. Juran
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

what did crosby say about quality

A

conformance to requirements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

what did deming say about quality

A

a predictable degree of uniformity and dependability at low cost and suited to the market

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

what did jura say about quality

A

fitness for use; satisfies customer needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

design quality

A

the inherent value of the product in the marketplace; the value of that item to me as a customer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

conformance quality

A

the degree to which the product of service design specs are met (more engineering based)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

what might be the most important TQM commitment?

A

total employee involvement and commitment; quality is everyones job; you should not rely on inspecting step to validate quality; might require additional training

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

the two types of variations

A
  1. random - natural variation inherent in any system
  2. assignable - changes in process that can be attributed to a specific cause i.e. equipment, improper training, or bad materials
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

detection

A

reacting to problems as they arise

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

prevention

A

taking care of special cases by removing assignable variations in the system (more ideal)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

what are the 4 costs of quality?

A

appraisal - same thing as detection; the costs of inspecting and texting to ensure quality

prevention - sum of p costs

internal failure costs - scrapping, OT, rush shipping

external failure costs - recalls

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

C suite is more concerned with ______

A

external failure costs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

ISO9000

A

international organization for standardization: “document what you do and do as you document”…focuses on the consistency aspect of TQMl; some kind of a focus on suppliers??

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

what is six sigma?

A

a methodology; seeks to improve the quality by identifying and elimination the variations in manufacturing or business processes; each SS project has defined sequence of steps

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

how does six sigma work?

A

uses quality management methods (like stats) and then creates an infrastructure of experts to implement and use these methods within the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

if implemented, there would be _____ defects per million

A

3.4

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

what are the six key concepts of six sigma?

A
  1. critical to quality
  2. defect
  3. process capability
  4. variation
  5. stable operations
  6. design for six sigma
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

critical to quality

A

attributes most important to the customer; if the customer doesn’t want it then don’t do it

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

defect

A

failing to deliver what the customer wants

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

process capability

A

what your process can deliver…is capable of maintaining your sigma

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

variation

A

what the customer sees and feels

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

stable operations

A

ensuring consistent, predictable processes to improve variations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

design for six sigma

A

designing to meet customer needs and process capability; every part of the manufacturing process has to be aware of the six sigma

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

what is the six sigma methodology

A

DMAIC
define - identify customers and their priorities
measure - determine how to measure the process and how it is performing
analyze - determine the most likely causes of defects
improve - identify means to remove the causes of defects
control - figure how to maintain the improvements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

attributes

A

quality characteristics that are classified as wither conforming or not conforming; yes/no

p-charts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

variable

A

characteristics that are measured using an actual value; measuring

x bar and r chart

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

what does x bar mean

A

accuracy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

what does r chart mean

A

precision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

a process is out of control if:

A
  1. above/below UCL/LCL
  2. 2 pt spike near top/bottom (consecutive)
  3. 5 consecutive above or below
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

what are the 2 ways to ensure quality?

A
  1. SPC (x chart, r chart, p chart)

2. acceptance sampling (been around a lot longer than SPC)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

what is acceptance sampling?

A

performed on goods that already exist to determine what percentages of the products conform to specifications ; executed through a sampling plan; results include accept, reject, or retest

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

what are the purposes of acceptance sampling?

A
  1. determine quality level

2. ensure quality is within predetermined level

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

how to design an acceptance sampling plan

A
  1. determine how many units to sample from a lit

2. determine eat maximum number of defective items that can be found in the lot before it is rejected (AQL)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

AQL

A

acceptance quality level; maximum acceptable percentage of defectives defined by producer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

what is lean manufacturing/lean production?

A

consider the use of materials on anything other than adding value for the end customer to be wasteful and should be eliminated..while also doing less work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

what are the four rules of “lean” logic

A
  1. lean is based on the logic that nothing will be produced until it is needed
  2. a sale pulls a replacement from the last position in the system
  3. this triggers an order to the factory production line
  4. each upstream station then pull fro the next upstream
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

value chain

A

each step in the supply chain should create value for the end customer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

waste

A

anything that does not add value from the customers perspective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

the two pillars of Toyota production

A
  1. eliminating waste

2. respect for people

43
Q

lean suppliers are:

A

able to respond to changes, lower prices, and higher quality

44
Q

lean procurement is:

A

key is automation (e-procrument); suppliers must see into customers operations and customers must see into their suppliers operation

45
Q

lean LAYOUTS principles

A

manufacturing cells, quality at the source, JIT production

46
Q

lean PRODUCTION SCHEDULES principles

A

uniform plant loading, kanban production control systems

47
Q

lean SUPPLY CHAIN principles

A

specialized plant, work with suppliers, building a lean supply chain system

48
Q

preventative maintenance

A

to avoid downtime bc if a machine goes down then that cut into lean manufacturing; the actual operators are responsible for preventative maintenance

49
Q

lean manufacturing is NOT ____

A

flexible/variable –> but most firms use a combo of lean and also flexible

50
Q

manufacturing cells

A

a cell makes one specific item; eliminates movement and queue time, reduces inventory and employees needed

51
Q

quality at the source

A

the responsibility is on the employees to get it right the first time and if they don’t then to stop the process and fix it; workers are put in charge of quality and preventative maintenance

52
Q

JIT

A

prouduce what is needed and nothing more; usually for repetitive manufacturing; vendors ship several times a day based on customer demand; JIT exposes problems hidden by inventory

53
Q

what are Kanban System?

A

trigger to action; mean “sign” or “instruction card”; make up the PULL system; important part of lean production schedules

54
Q

name three kanban approaches

A
  1. K Squares - marked spaces on the floor to identify where material should be stored
  2. Container System - signal device
  3. Colored Golf Balls
55
Q

each K container represents ____

A

the minimum production lot size

56
Q

K calculations are _____

A

daily or weekly events!

  • demand goes up, need more Ks
  • figure out how to replenish in 2 hours instead of 1, need less Ks
57
Q

Set-Up times in lean production

A
  • reductions in set-up and change over necessary for smooth work flow
  • Ks help reduce setup costs
  • reduction in setup can help reduce inventory
58
Q

specialized plants (focused factory)

A

perform tasks where they are most efficient rather than vertically integrating tasks; by outsourcing other activities the operation can be operated in a cost effective manner

59
Q

Lean Supply Chain Overview

A
  1. value must be defined jointly for each product family based on the customers perception
  2. all firms along the value stream must make an adequate ROI
  3. firms must work together to eliminate waste
  4. when cost targets are met, then set new analyzes and goals for continuous improvement
  5. every participating form has the right to examine very activity relevant to the value stream
60
Q

service operation waste uncertainty

A

1 uncertainty in task time (TIME)

  1. volatility in demand
  2. service location (related to demand)
61
Q

explain what purchasing was before the use of outsourcing

A

use in vertically integrated businesses, purchased cost was financially important but strategically not the center of attention

62
Q

in the past, sourcing was another name for _______

A

purchasing

63
Q

what is strategic sourcing

A

the development and management of supplier relationships to acquire goods and services in a way that aids in a achieving the immediate needs of the business

64
Q

as a result of globalization, sourcing now implies________

A

a more complex process suitable for products that are strategically important ; sourcing now includes collaboration

65
Q

RFP

A

request for proposal; used for items that are more complex/expensive and where there may be a number of potential vendors

66
Q

VMI

A

vendor management inventory; when a customer actually allows the suppliers to manage an item or group of items for them

67
Q

strategic sourcing: questions to ask in the concept development / strategy phase

A
  1. what do we want to achieve?

2. make in house or buy from a vendor?

68
Q

strategic sourcing: questions to ask in the market research phase

A
  1. what is our vendor pool and what are their capabilities
  2. what is the subject matter literature research telling us
  3. gartner “magic quadrant”
69
Q

strategic sourcing: questions to ask in the requirements gathering stage

A
  1. what do we want to achieve (again)
  2. build requirements to meet the need/desire vs. conform to vendor solution
  3. may involve extensive EPO involvement
70
Q

contracting will have one or more of the following documents:

A
  • purchase order
  • Master Services Agreement
  • statement of work
71
Q

what is a SOW

A

statement of work: specific agreement, with time and/or deliverable parameters

72
Q

what is a Master Services Agreement

A

general agreement between parties, overrides all other documents

73
Q

the bullwhip effect

A

phenomenon of variability magnification as we move from the customer to the producer in the supply chain; a slight change in consumer sals ripples backwards as magnified oscillations upstream

74
Q

what are some examples of ways to mitigate the bullship effect???????

A

continuous replenishment - a program for automatically supplying groups of items to customers on a regular basis using EDI (electronic data interchange) and forecasting

75
Q

functional products

A

staples that people buy in a wide range of retail outlets like grocery stores and gas stations

76
Q

innovative products

A

can allow for higher profit margins; but newness makes them unpredictable; competitors come in quickly making it necessary to always innovate

77
Q

efficient supply chains

A

utilize strategies aimed at creating the highest cost of efficiency

78
Q

risk-hedging supply chains

A

utilize strategies aimed at pooling and sharing resource in a supply chchian to share risk

79
Q

responsive supply chain

A

utilize strategies aimed at being responsive and flexible

80
Q

TCO

A

total cost of ownership; estimate of the cost of an item that includes all the costs related to the procurement and use of an item, including any related costs in disposing of the item; can be applied to internal costs or more broadly to costs throughout the supply chain

81
Q

acquisition costs

A

purchase planning costs, quality costs taxes, purchase price, financing costs, searching cots

82
Q

ownership costs

A

energy costs, maintenance and repair, financing, supply chain network costs

83
Q

post-ownership costs

A

disposal, environmental costs, warranty, product liability, customer dissastification costs

84
Q

outsourcing

A

moving some of a firm’s internal activities and decision responsibility to outside providers; allows company to create a competitive advantage while reducing costs; an entire function may be outsources or some elements of an activity

85
Q

purchasing/procrument/sourcing is usually tied into the overall function called _____

A

Procure to pay

86
Q

what all is included in procure to pay

A
  1. sourcing
  2. procurement/contracting process
  3. execution of goods transfer and receipt
  4. invoice process
  5. payment and reconciliation processes
87
Q

potential improvements in the procure to pay

A
  1. e-procrument
  2. vendor managed inventories
  3. blanket purchase orders
88
Q

logistics

A

the art and science of obtaining, producing, and distributing material and product in the proper place and in the proper quantities

89
Q

international logistics

A

managing these functions when the movement is on a global scale

90
Q

third party logistics company

A

an outside company used to manage all or part of another company’s logistics functions

91
Q

logistic options

A

truck - great flexibility
ship - high capacity and low cost, but slow
plane - fast but expensive
train - low cost but slow and variable
pipeline - highly specialized and limited to liquids gases and solids in slurry form
hand deliver - last step and labor intensive

92
Q

when it is best to outsource 3PL

A
  • understanding local markets/emerging markets
  • worldwide presence
  • better coordination of internal capabilities
  • “core competency”
93
Q

when it is best to insource 3PL

A
  • proprietary or security issues
  • stable supply chain, able to effectively negotiate and control the related logistics
  • industry alliances
  • specific cost issues that are favorable to insourcing
94
Q

why do people use 3PL?

A

as cost factors such as component price and transportation narrows among production locations, total landed cost become critical information for decision making; in addition to agility, speed, and increased capability

95
Q

facility location factors

A
  1. free trade zones
  2. political risk
  3. government barriers
  4. trading blocs
  5. environmental regulation
  6. host community
  7. competitive advantage
  8. proximity to customers
  9. business climate
  10. total costs
  11. infrastructure
  12. quality of labor
  13. suppliers
  14. other facilities
96
Q

what is competitive clustering

A

competitors in the same service industry locating close together; synergistic effects attracts more customers; facilities comparison shopping

97
Q

saturation marketing

A

multiple facilities of the same company locating close together; segments to a high-density area into a small, focused market; cannibilation offset by closer proximity to more customers

98
Q

co-location

A

putting personnel in (or very near) a customer’s facility; they can often make decisions that will help meet customers need without the customer having to ask

99
Q

how to obtain data for location decisions

A
  1. syndicated data = commercially available, at a cost
  2. primary research
  3. POS (point of sale) like Dunhumby
100
Q

cross-docking

A

large shipments are broken down into small shipments for local delivery in an area; minimizes inventory in the warehouse

101
Q

hub and spoke systems

A

the sole purpose for the hub (warehouse) is sorting goods to consolidation areas where each area is assigned a specific location

102
Q

the two plant location methods:

A
  1. factor rating system

2. centroid method

103
Q

factor rating system

A
  • most widely used
  • list of factors is developed
  • range of possible points assigned to each factor
  • each site is rated against each factor
  • the sums of the assigned points for each site are computed
  • the site with the most points is selected `
104
Q

centroid method

A
  • used for locating single facilities that considers existing facilities, distances between them, and the volume of goods to be shopped between them
  • assumes outbound and inbound transportation costs are equal

MGT 302 (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions