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Operations Management (TQM) > Handout 9 > Flashcards

Handout 9 Flashcards

1
Q

refer to bar charts on which factors are plotted along the horizontal axis in decreasing order of frequency.

A

Pareto Charts

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2
Q

a nineteenth-century Italian scientist whose statistical work focused on inequalities of data.

A

Vilfredo Pareto

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3
Q

states that eighty percent of the activity is caused by twenty percent of the factors. It is also known as the “80–20 rule”.

A

Pareto Principle

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4
Q

relate a key performance problem to its potential causes. It is used to identify and isolate the causes of a problem

A

Cause-and-Effect Diagrams

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5
Q

sometimes called the “fishbone diagram” because of its structure.

A

Cause-and-Effect Diagrams

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6
Q

a Japanese quality expert who developed the Cause-and-Effect Diagram

A

Kaoru Ishikawa

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7
Q

a structured form for collecting and analyzing data.

A

check sheet

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8
Q

These are the graphical representation of data presented by columns on a graph which vary in height depending on the frequency or number of times a specific range of data occur

A

Histograms

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9
Q

These are used to show the relationship between two (2) numerical data.

A

Scatter Diagrams

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10
Q

This is used to study data for trends or patterns over a specified period of time focusing on vital changes in the process

A

Run Charts

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11
Q

It refers to a predictable process where outputs meet customer needs

A

Ideal

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12
Q

It refers to a predictable process; however, it does not consistently meet customer needs.

A

Threshold

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13
Q

It refers to a process that is unpredictable, but the outputs still meet customer requirements

A

Brink of chaos.

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14
Q

it refers to a process that produces unpredictable levels of nonconformance

A

State of chaos.

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15
Q

This involves investigating the cause of a problem by grouping data into categories. The groups include data relative to the environment, the people involved, the machine(s) and materials used in the process, and so on.

A

Stratification

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16
Q

It represents Japanese words that describe the steps of a workplace organization process

A

Five-S.

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17
Q

It refers to the practice of distinguishing necessary things and eliminating the unnecessary things in the workplace.

A

Seiri (Sort)

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18
Q

it refers to the practice of creating an orderly storage so items can be located efficiently.

A

Seiton (Straighten, Set)

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19
Q

It refers to the practice of maintaining a clean workplace so problems like leaks, spills, or furniture damages can be more easily identified.

A

Seiso (Shine, Sweep)

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20
Q

It refers to the practice of setting up standards for a clean workplace.

A

Seiketsu (Standardize).

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21
Q

It refers to the practice of supporting behaviors and habits that maintain organizational standards for the long-term success of the company.

A

Shitsuke (Sustain)

22
Q

It is a graphic representation of a process.

A

Flow Charts

23
Q

It is used to obtain relevant feedback from internal and external customers. I

A

Survey

24
Q

It involves a paper-and-pencil instrument that is administered to the respondents.

A

Questionnaire

25
Q

It involves two (2) persons: the researcher as the interviewer, and the respondent as the interviewee.

A

Interview

26
Q

is the name given by the Japanese to the concept of continual incremental improvement.

A

“Kaizen”

27
Q

responsible for establishing Kaizen as the corporate strategy of the organization.

A

Role of executive management

28
Q

are responsible for implementing the Kaizen policies established by the executive management.

A

Role of middle managers.

29
Q

are responsible for applying the Kaizen approach in their functional roles by developing plans, improving communication, maintaining morale, providing coaching for teamwork activities, and for soliciting Kaizen suggestions from employees.

A

Role of supervisors.

30
Q

are responsible for participating in Kaizen by taking part in teamwork activities, engaging in continual self-improvement activities, and enhancing job skills through education and training.

A

Role of employees.

31
Q

This approach focuses on maximizing customer value while minimizing waste

A

Lean Approach

32
Q

the process of developing a better product or service at the minimum amount of resources

A

lean operation

33
Q

It refers to the excessive manufacturing of a product or delivery of a service.

A

Overproduction waste

34
Q

It refers to the excessive inventory stored in a warehouse.

A

Inventory waste.

35
Q

It refers to the unnecessary movement into the production process or into the delivery of services.

A

Motion waste

36
Q

It refers to the rejected work or rework as the result of production or processing errors

A

Defects waste

37
Q

It refers to the idle time of people, machines, or processes because of unavailable resources.

A

Waiting waste. `

38
Q

It refers to the underuse capabilities of technology or underutilized talents, skills, and creativity of people.

A

Underutilization waste.

39
Q

This tool is used to promote ease of communication.

A

Visual Workplace Systems.

40
Q

This tool is used to achieve the optimum plant layout that will minimize motion wastes

A

Layout

41
Q

This tool is used to ensure that processes involving repetitive tasks are being accomplished in the most efficient and productive manner.

A

Standardized Work (SW).

42
Q

This tool is used to make process conversions as rapidly as possible

A

Quick Changeover (QCO)

43
Q

This tool is used to ensure that all equipment and parts of a specific process are in good condition and ready for use when needed.

A

Productive Maintenance (PM).

44
Q

This approach is used to improve production processes to the point where the defect rate is 3.4% per million or less which makes a company more competitive, profitable, and successful.

A

Six Sigma Approach

45
Q

This approach refers to a data-driven quality strategy for improving processes.

A

DMAIC Approach

46
Q

It involves determining customer requirements, defining variables in production, and identifying the process standards of a company.

A

Define

47
Q

It involves understanding the process, evaluating risks on process inputs, and measuring current performance of a company through data collection.

A

Measure

48
Q

It involves identifying the wastes in production and analyzing collected data to determine root cause of wastes and opportunities for improvement.

A

Analyze

49
Q

It involves designing process improvements to formulate creative solutions to fix and prevent problems.

A

Improve

50
Q

It involves development, documentation, and implementation of an ongoing monitoring plan to ensure that processes are being carried out based on the established standards.

A

Control

Operations Management (TQM) (10 decks)

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