Brainscape's Knowledge GenomeTM

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


See full index

Operations And Supply Chain Management > Test 2 > Flashcards

Test 2 Flashcards

1
Q

Total quality management definition

A

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

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

TQM fundamental operational goals

A

Design of of the product/service

Design of the system

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

Malcolm baldridge national quality award

A

Established by department commerce given to companies that excel in quality

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

What does it take to apply for Malcom Baldrige National Award?

A

Submit 50 pages on approach, deployment, and results of their quality under 7 major categories

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

7 categories of winning the Malcom baldrige award

A

Leadership
Strategic planning
Customer and market focus
Information and analysis
Human resource focus (how much the organization cares about its employees)
Process management (must be well designed)
Business results (does it make money)

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

The quality gurus

A

Crosby
Deming
Juran

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

How to achieve outstanding quality…

A

Leadership from senior management
Customer focus
Total involvement of the workforce
Continuous improvement based on analysis of processes

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

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

Dimensions of design quality

A 
Performance
Features
Reliability/durability
Serviceability
Aesthetics
Perceived quality
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Conformance quality

A

Degree to which the product design specifications are met

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

Quality at the source

A

The person who does the work takes responsibility for ensuring everything is met

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Justifying costs of quality

A

Failures are caused
Prevention is cheaper
Performance can be measured

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

Cost of quality classification

A

Appraisal costs
Prevention costs
Internal failure costs
External failure costs

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

What does six sigma do?

A

Seeks to reduce variation in the processes that lead to product defects
Refers to no more than 3.4 defects per million units

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

What is DPMO

A

Defects per million opportunities

A metric used to describe the variability of a process

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

Six sigma methodology (DMAIC)

A 
Define 
Measure
Analyze 
Improve
Control
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Analytical tools for six sigma

A 
Flowcharts
Run charts
Pareto charts
Check sheets
Cause and effect diagram 
Opportunity flow diagram 
Process control charts
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

What are run charts

A

Depict trends in data overtime

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

What do Pareto charts do

A

Break down a problem into the contributions of the problem. Believe a large percent of problems are due to small percent of causes

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

Cause and effect diagrams (fishbone)

A

Show hypothesized relationships between potential cause and the actual problem. Then finds what is actually the problem

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Opportunity flow diagram

A

Used to separate value added from non value added steps in a process

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

Failure mode and effect analysis

A

Calculates a Risk priority number (RPN) based on the occurrence and severity of the problem. High RPMs should be target for improvement first

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

Six sigma roles

A

Executive leaders committed to six sigma
Corporatewide training in six sigma concepts
Setting objects for improvements
Continuous reinforcement and rewards

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

Black belts

A

Lead a six sigma improvement team

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

Master black belts

A

Perform same functions as black belts. They have in depth training process improvement

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

Green belts

A

Employees who have received enough six sigma training to be apart of a team

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

Statistical quality control

A

Different techniques designed to evaluate quality from a conformance view

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

Assignable variation

A

Deviation in the output of a process that can be clearly identified and managed
(Ex: improper machine adjustments)

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

Common variation

A

Deviation in the output of a process that is random and cannot be fixed

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

Traditional view view of the cost of variability

A

If it is in the range of lower and upper specifications then it’s good. Doesn’t focus on continuous improvement

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

Taguchi’s view of the cost of variability

A

The farther away you are from the target the more cost it is to the society

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

Process capability

A

Want variance to be small

Ability of process to consistently produce a good with a low probability of generating a defect

33
Q

Statistical process control

A

Testing a random sample of output to determine if it is correct

34
Q

Attributes

A

Quality characteristics that are classified as conforming or not

Ex: a lawnmower either runs or it doesn’t

35
Q

Variables

A

Quality characteristics that are measured in actual weight, volume, and inches

36
Q

What is the lean logic

A

Nothing is produced until needed
Sale of an item pulls replacement
Requires quality, strong vendor relationships, and predictable demand

37
Q

Two dimensions of Toyota production systems

A

Elimination of waste

Respect for people

38
Q

7 waste examples

A 
Overproduction
Transportation
Processing
Product defects
Waiting time
Inventory 
Motion
39
Q

Characteristics of respect for people

A 
Lifetime employment
Company unions
Workers as assets
Maintain level payroll
Bonuses
40
Q

Value stream

A

The value adding and non value adding activities required in the supply chain

41
Q

What are the lean focused supply chain components

A 
Lean suppliers
Lean procurement 
Learn warehousing 
Lean logistics
Lean customers
42
Q

Lean procurement

A

A key is automation

Visibility, suppliers must be able to see each customers operations

43
Q

Lean supply chain processes

A

Lean layouts
Lean production schedule
Lean supply chains

44
Q

What goes into lean layouts?

A

Group technology
Quality at the source
JIT production

45
Q

Group technology

A

Similar parts are grouped into families, the processes required to make the parts are in a manufacturing cell

46
Q

Lean production schedules

A

Uniform plant loading
Kanban
Minimizing set up time

47
Q

How to create a lean productions?

A

Level scheduling
Freeze windows
Underutilization of capacity

48
Q

Freeze window

A

Period of time during which scheduled is fixed and no further changes are possible

49
Q

Backflush

A

Calculating how much of each part was used in production.

This eliminates the need to actually track each part used in production

50
Q

Uniform plant loading

A

Smoothing production flow to dampen schedule variation

51
Q

Kanban pull system

A

System that uses a signaling device to regulate flows

52
Q

What goes into lean supply chains?

A

Specialized plants
Collaboration with suppliers
Building a lean supply chain

53
Q

Value stream mapping as a two part process

A

Depicting the current state of the process

Predicting a future state process with suggested improvements

54
Q

Kaizen (continuous improvement bursts

A

Identify short term products (kaizen events) for teams to work on

55
Q

Lean services reasons they are are to control

A

Uncertainty in task times
Uncertainty in demand
Customers production roles

56
Q

Successful techniques applied to service companies

A 
Problem solving groups
Upgrade housekeeping
Upgrade quality (consistency)
Clarify processes flows 
Revise equipment 
Level the facility load
Eliminating unnecessary activities 
Reorganize physical configuration
Introduce demand pull scheduling
Develop supplier networks
57
Q

Define logistics

A

Obtaining producing and distributing material in the proper place and in the proper quantities

58
Q

Third party logistics

A

A company that mangages part of another company’s product delivery operations (ex: fedex)

59
Q

6 aspects in the logistics system

A 
Highway
Water
Air
Rail
Pipelines
Hand delivery
60
Q

Define cross docking

A

Used in consolidation warehouses where large shipments are broken down into small shipments for local delivery in an area

61
Q

Warehouse consolidation

A

When shipments from various sources are pulled together (uses economy of scale and scope)

62
Q

Hub and spike systems

A

Sorts good and sends them to a consolidation area

63
Q

What things does logistic management manage?

A 
Transportation
Warehouse
Material handling
Packaging
Inventory management
Logistic info
64
Q

Locating logistics facilities

A

Proximity to customers, business climate, total costs, infrastructure, quality of labor, suppliers, other facilities, free trade zones, political risks, government barriers, trading blocs, environmental regulations, host community, competitive advantage

65
Q

Plant location methods

A

Factor rating system
Centroid method
Transportation method of linear programming

66
Q

What is factor rating system

A

An approach for selecting a facility by evaluating it base on criterion with points

67
Q

Centerpiece method

A

A technique for locating single facilities that considers the existing facilities

68
Q

What is postponement warehousing

A

Allows fines to put off inal assembly until the last possible moment (assemble to order)

69
Q

What caused deregulation of logistics?

A

MCA-80

70
Q

Why forecast?

A

Asses long term capacity needs
Develope budgets
Plan productions

71
Q

Strategic forecast

A

Medium forecasts that are used for decisions related to strategy and aggregate demand

72
Q

Tactical forecasts

A

Short term forecasts used for making day to day decisions related to meeting demand

73
Q

Types of forecasts

A

Qualitative
Time series analysis
Casual relationship
Simulation

74
Q

Components of demand

A

Average demand
Trend
Seasonal element
Cyclical element (influenced by elections)
Random variation
Autocorrelation (used the past to predict future)

75
Q

Common trend types

A

S-curve (like life cycle of a product)

Asymptotic (most of the demand is at the beginning)

Exponential

76
Q

Time series analysis

A

Try to predict future based on past data

77
Q

Which forecasting model a company should choose depends on…

A 
Time horizon to forecasts
Data availability
Accuracy required
Size of forecasting budge
Availability of qualified persons
78
Q

Simple moving average

A

A forecast based on average past demand

Operations And Supply Chain Management (3 decks)

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