lecture 10

Question 1

holding vs output example hospital

Answer 1

Holding/storing measurements (input measures)
Beds available

Output rates
Number of patients treated per week

Question 2

holding vs output theatre example

Answer 2

Holding/storing measurement
Number of seats

Output rates
Number of customers entertained per week

Question 3

Capacity utilization rate

Answer 3

Capacity used/best operating level

Question 4

capacity MGT in operations and scm graph

Answer 4

Job process (low volume, customized process)

Small batch - large batch process (Multiple products, with low to moderate volume, disconnected line flows, moderately repetitive work)

Line process (few major products, higher volume, connected line and highly repetitive work)

Continuous flow process (high volume, high standardization commodity products, continuous flows)

Question 5

Changing capacity systems

Answer 5

system ballance: bottleneck

Additions: too much or too little

Decreasing: plan less, sell?

External sourcing: outsourcing

Question 6

capacity requirements

Answer 6

forecast –> equipment and labor needed -> equipment and labor available

Question 7

Decision tree

Answer 7

value of the alternatives are given; Percentages (probabilities) are given = make the tree and the best choice

Question 8

planning service capacity
service vs manufacturing

Answer 8

time: cant be stored
Location: no distribution after production
Volatility: higher (no inventories, customer differences, behavior)

Question 9

Total quality management

Answer 9

managing the entire organization so that it excels on all dimensions of products and services that are important to the customer

Question 10

two fundamental operational goals

Answer 10

Careful design of the product or service

Assurance that the organizations systems can consistently produce the design

Question 11

International reference for quality management standards

Answer 11

ISO 9000 (quality principles) ISO 14000 (environmental)

Question 11

TQM: specifications and costs

Answer 11

quality specifications: Design (performance, features, reliability, serviceability, aesthetics, perceived quality) and conformance to the design by the source

Quality costs: costs when quality is not perfect, appraisal (inspections) prevention (redesign), internal (reworking), external (warranties)

Question 12

Six Sigma

Answer 12

a philosophy and set of methods companies use to eliminate defects in their products and processes

Seeks to redue variation in the processes that lead to product defects

Question 13

six sigma stats definition

Answer 13

A statistical term to describe the quality goal of no more than 3.4 defects out of every million units

Question 14

sigma six tierlist

Answer 14

sigma 1 DPMO = 500000
process yield = 50%

Sigma 2 DPMO = 308537
process yield = 65%

Sigma 3 DPMO = 66807
Process yield = 93%

Sigma 4 DPMO = 6210
Process yield = 99.4%

Sigma 5 DPMO 233
process yield = 99.976%

Sigma six DPMO = 3.4
Process yield 99.9997%

Question 15

DPMO

Answer 15

a metric used to descripe the variability of the process

Defects per million opportunities

Question 16

DPMO formula

Answer 16

unit = the item produced or being serviced

Defect = any item or event that does not meet the customers demand requirements

Opportunity = a chance for a defect to occur

DPMO = (Number of defects/number of opportunities for error per unit * number of unity) * 1 000 000

Question 21

DMAIC

Answer 21

Define
Idenfity customers, projects the CTQs

measure
key internal processes that influence CTQs, how to measure performance

analyze
cuase of defects, variables that create variation

Improve
Means to remove causes, quantify, acceptance ranges, modify the process

Control
Maintain improvements
Tools to remain within range

Question 21

Flowchart SIPOC

Answer 21

Supplier (internal division, external customer)

input (request for quotation)

Process (check Q, perform risk analysis, identify resources, prepare quotation, check compliance, approve quotation)

Output (quotation contract, project costs, project risks, lead time)

customer (external customer, internal division)

Question 21

Pareto charts (analytical tools)

Answer 21

focus on the three main commpalints would solve roughly the 80% of the problems

E.g.

Lack of freshness (80%)
bad taste (77%)
lack of food diversity (42.5%)

Question 21

cause and effect diagrams fishbone (analytical tools)

Answer 21

Potential causes –> effect (missed free throw)

influenced by

Material (ball)

Method (shooting process)

manpower (shooter)

machine (hoop & backboard)

Question 22

many more to support DMAIC steps (analytical tools) green belt - quick reference guide

Answer 22

1) define (whats the problem and process and who can fix it)

2) measure (can I explain my problem with data)

3) analyze (whats the real problem and proper cause)

4) Improve (lets create solutions and improve the process)

5) control (did we improve and did we save money)

6) Report (tell others)