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Quality and Operations Management > Quality and Operations Management > Flashcards

Quality and Operations Management Flashcards

1
Q

What are the 4Vs?

A

The 4Vs are Volume, Variety, Variation (in demand) and Visibility

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2
Q

What are the five performance objectives of OM and what are their purpose?

A

The five performance objectives are cost (being productive), quality (being right), speed (being fast), dependability (being on time) and flexibility (being able to change)

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3
Q

What are the four sections of principles in OM?

A

Foundation principles, design principles, measurement principles and improvement principles

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4
Q

What are the 4D:s of OM?

A

Direct, Design, Develop and Deliver

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5
Q

What is the triple bottom line?

A

Social, Environmental and Economic sustainability

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6
Q

What are the 5 different manufacturing processes?

A

Project, Job shop, Batch production, Line production and Continuous processing

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7
Q

What are the 4 different service processes?

A

Professional services, Service shop, Service factory and Mass service

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8
Q

What are the three areas for sustainable Operations Management according to Kleindorfer?

A
  1. Green product and process development
  2. Lean and green operations
  3. Remanufacturing and closed-loop supply chains
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9
Q

What are the 4 types of R&D projects?

A
  1. Research or advanced development projects
  2. Breakthrough development projects
  3. Platforms or generational development projects
  4. Derivate development projects
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10
Q

What are the three most important aspects of project portfolio management?

A
  1. Having a strong link to strategy
  2. Maximizing the value of the portfolio
  3. Achieving a balanced portfolio
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11
Q

Give three examples of tools that can be used in project portfolio managemement

A
  1. Scoring models
  2. Strategic buckets
  3. Bubble diagrams
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12
Q

What two processes are needed to ensure a good portfolio?

A
  1. Formal selection process
  2. A review process
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13
Q

What are the six common pitfalls of product development?

A
  1. The moving target
  2. Mismatch between functions
  3. Lack of product distinctiveness
  4. Unexpected technical problems
  5. Problem-solving delays
  6. Unresolved policy issues
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14
Q

What are the four parts of IHIP?

A

Intangibility, Heterogeneity, Inseparability and Perishability

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15
Q

What are the three different configuration frameworks for value creation?

A

Value chain, value shop and value network

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16
Q

What are the 4 most common drivers of servitization?

A
  1. Loyalty (“lock-in”)
  2. Competition
  3. Access to opportunities in “use phase”
  4. Capitalizing on product knowledge
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17
Q

What are the three value creating spheres according to Grönroos?

A
  1. Provider sphere
  2. Joint sphere
  3. Customer sphere
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18
Q

What are some of the problems that manufacturing firms face when transitioning to service business?

A
  1. Limited service department
  2. No own business unit with results to live up to
  3. No formalised service development
  4. No focus on service sales (product oriented)
  5. Service offers are often limited and traditional
  6. Services seen as cannibalising on products
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19
Q

What are the 8 dimensions of quality for a service?

A
  1. Reliability
  2. Assurance
  3. Access
  4. Communication
  5. Responsiveness
  6. Courtesy
  7. Empathy
  8. Tangibles
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20
Q

What are the 8 dimensions of quality for a product?

A
  1. Reliability
  2. Performance
  3. Serviceability
  4. Environmental kindness
  5. Aesthetics
  6. Faultless
  7. Safety
  8. Durability
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21
Q

In SERVQUAL, what are the five dimensions of quality?

A
  1. Reliability
  2. Assurance
  3. Tangibles
  4. Empathy
  5. Responsiveness
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22
Q

In SERVQUAL, what are the five gaps?

A
  1. Not knowing what customers expect
  2. Improper service-quality standards
  3. Service performance gap
  4. Promises that do not match the actual delivery
  5. Customer gap (perception vs expectation) - depends on other gaps
23
Q

According to the Grönroos model, what are the two imporant qualities of service quality and what do they mean?

A
  1. Technical quality - process-related dimensions
  2. Functional quality - Outcome of the process
24
Q

What are the four houses of QFD (Quality Function Deployment)?

A
  1. House of Quality (Product planning)
  2. Product design
  3. Process planning
  4. Production planning
25
Q

What are the different parts of DMAIC?

A

Define
Measure
Analyze
Improve
Control

26
Q

Define the three steps of Kurt Lewin’s change model

A
  1. Unfreeze
  2. Change
  3. Refreeze
27
Q

How does Edgar Schein’s change model differ from Kurt Lewin’s?

A

Schein’s model takes personalities into account. There are two different types of anxiety related to change: survival and learning anxiety

28
Q

What are the steps of Deming-Stewhards PDCA cycle?

A

P: Plan
D: Do
C: Check
A: Act

29
Q

What are the steps in the ADKAR change model?

A

Awareness
Desire
Knowledge
Ability
Reinforcement

30
Q

What are the five main drivers of change today?

A
  1. Technogical evolution and development, e.g digitalisation
  2. Changes in the market (new business entrants, mergers, new business models)
  3. Consumer habit changes
  4. Regulations and policies
  5. Organisational restructuring, re-organisation, efficiency, performance
31
Q

What are the three approaches to managing change?

A

The two well-tried strategies are: economic and organisation development strategies
The third is a combination of the best of both

32
Q

What are the two different sides of the wheel of change?

A

There’s the soft side (people) and hard side (mechanic)

33
Q

According to Bamford and Forrester, what are some of the external and internal forces hindering change?

A

External: Economic, legislative, influcences from different shareholders
Internal: Organisational structure and culture, history of change, turnover of personnel

34
Q

What are the two types of change by type?

A

Continuous and step based (incremental)

35
Q

What are the two types of change generally?

A

Planned and emergent

36
Q

What are the two types of change in terms of its organsiational origin?

A

Top-down and bottom up

37
Q

What are the four stages of quality?

A
  1. Quality inspection - after production
  2. Quality control - during production
  3. Quality assurance - before production
  4. Quality management - continuous improvements before, during and after production
38
Q

What are the five distinct roles of a customer according to Lengnick-Hall?

A

Customer as:
1. Resource
2. Co-producer
3. Buyer
4. User
5. Product

39
Q

What are the two comparitive aspects of the House Of Quality?

A

Customer attributes and engineering characteristics

40
Q

What are the factors of a P-diagram

A
  1. Input signals
  2. Noise factors (what we want to remove)
  3. Design parameters
  4. Output signals
41
Q

What are the 10 spokes of the wheel of change?

A
  1. Common theme
  2. Symbols and signals
  3. Governance and accountability structure
  4. Education, training, action tools
  5. Champions and sponsors
  6. Quick wins and local or grass roots innovations
  7. Communications, best practice exchange
  8. Policy, procedures, structure alignment
  9. Measures milestones and feedback
  10. Rewards and recognition
42
Q

What are the four aspects of technology management?

A
  1. Planning/ strategy
  2. Forecasting
  3. Roadmapping
  4. Project portfolio
43
Q

In the Kano model, what are the five different quality types?

A
  1. Attractive quality
  2. Expected quality
  3. Necessary quality
  4. Indifferent quality
  5. Reverse quality
44
Q

What are the two types of customer needs and how can they be captured?

A

Explicit: Interviews, focus groups, customer complaints and surveys
Implicit: Observations, experiments

45
Q

According to Belvedere, what are the three factors that shape the scope of service operations?

A
  1. Dominant culture (product or process focus)
  2. Industry-specific regulations (yes or no)
  3. Facilities endowment (high vs low)
46
Q

According to Garvin, what are the five approaches to the quality concept?

A
  1. Product-based definition: quantifiable and measurable characteristics
  2. User-based definition: fitness for intended use
  3. Value-based definition: quality vs price
  4. Manufacturing-based definition: comformance to specifications
  5. Transcendent definition: excellence in the eyes of the beholder
47
Q

There are seven quality control tools, mention a few or all

A
  1. Control chart
  2. Pareto chart
  3. Scatter plot
  4. Histogram
  5. Stratification
  6. Fishbone diagram
  7. Data collection
48
Q

There are seven management tools, mention a few or all

A
  1. Affinity diagram
  2. Interrelationship diagraph
  3. Activity network diagram
  4. Tree diagram
  5. Matrix data analysis
  6. Matrix diagram
  7. Problem decision chart
49
Q

What are the two strategic implications of the eight dimensions of Quality?

A
  1. It is impossible to excel in all dimensions of quality
  2. It is important to know which aspects of quality are important to your customers (conduct market research)
50
Q

What are the five outcomes of service (generally)?

A
  1. Products
  2. Benefits
  3. Emotions
  4. Judgements
  5. Intentions
51
Q

What are Kotter’s eight steps of change?

A
  1. Establish sense of urgency
  2. Form powerful guiding coalition
  3. Develop a vision & strategy
  4. Communicate the vision
  5. Remove obstacles and empower action
  6. Plan and create short-term wins
  7. Consolidate gains
  8. Anchor in the culture
52
Q

What are the five key activities in change processes (generally)?

A
  1. Recognizing the need for change and starting the change process
  2. Diagnosing what needs to be changed and formulativision of preferred future state
  3. Planning how to intervene to achieve desired results
  4. Implementing plans and reviewing process
  5. Sustaining change
53
Q

What are the two phases of technology cycles and what characterises them?

A
  1. The fluid phase - when there is considerable uncertainty about the technology and its market)
  2. The specific phase - when a dominant design has emerged and firms focus on incremental improvements
54
Q

According to Nadler & Tushman, what are the three issues of change?

A
  1. People issues
  2. Power issues
  3. Control issues

Quality and Operations Management (3 decks)

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