Module 2-5 Flashcards
Total quality management (TQM)
Focus on customer
Quality function deployment
Responsibility for quality
Team problem-solving,
Employee training
Fact based management
Quality function deployment
 The house of quality is a matrix showing relationships
Can help a company evaluate trade-offs
What, how, why, how much, target values, competitive assessment
Pareto charts
Identify most frequent causes of quality problems
Cause and affect diagrams
Quality control charts
Standardization and documentation
Formed the basis of continuous improvement
Standardization develops a preset procedure for a performing activity or job after process has been improved. The organization should document the new procedure, so it becomes a standard.
The plan do check act cycle
Plan make sure everything is documented and standardized
Do
Check, analyze, revise process to determine goals have been achieved
Act of goals have been achieved, then standardizing dark changes share results, if not figure out why
Benchmarking
Company compares its performance to the performance of other companies
Statistical processes control
Determine when a process that produces a good or service is getting close to producing an unacceptable level of defects
Seven. Basic tools for statistical process control.
Cause-and-effect diagram
Check Sheets
Control charts
Histograms
Pareto charts
Scatter diagrams
Flow charts/run charts
Six. Sigma.
Quality management strategy using quantitative and qualitative techniques, and tools
Define
Measure
Analyze
Improve
Control 
DMADV
Define
Measure
Analyze
Design
Verify
A secondary methodology of six sigma
Supply chain
Producing goods or providing services, starts with supplier manufacturer, transportation, customer goods
Focal firm
Directs the flow of info designs and manages the supply chain by selecting suppliers
Backward vertical integration
Company owns its suppliers
Agile supply chain
Used in industries with innovation and unpredictable product demand
Focuses on flexibility and receptiveness
Lean supply chain
Supplies the goods/products to the end customer in the most efficient manner possible with minimal waste loss, and with enough flexibility to adapt to delays
Vendor managed inventory, VMI
Vendor replenishes suppliers inventory
Suppliers can use info from the retailer regarding product cells to determine when they should replenish inventory
Supply chain operations reference SCOR
Divides all five chain activities into five groups
Plan
Source
Make
Deliver
Return
Days of supply formula
DoS=finished goods inventory/average sales per day
Communicative technologies
Help companies coordinate/manage their logistics
Primary constraints in resources
Market – demand
Process – throughput
Product – supply
Bottleneck
Most limiting constraints on the system
Strategic alliance
Important in operations management, because they allow organizations to focus on their core competencies
Doesn’t make them partners they remain independent
Agile
Most suitable for innovative products
Focus: speed and flexibility
For price for short life, cycles, and unpredictable demand
Lean
Traditional products with minimal innovation
Focus: eliminate waste and reduce cost
For products with long life, cycles and stable demand
Reverse logistics
Returning defective product to manufacture, repair, or replace
Third-party logistics
Company uses a third-party to outsource distribution warehousing in the fulfillment services
Backward vertical integration
Company owns a supplier or supply process
Vendor managed inventory
Supplier can replenish inventory they have access to inventory
Just in time 2
Supplier can have someone on site in retail to help with replenishment
Just in time
Goods are received from supplier when they are needed
Constraint, bottleneck
Usually the longest task is the bottleneck
Non-constraint bottlenecks
Without time constraints
Pre-designed component is the bottleneck
