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TQM Flashcards

1
Q

It is machinery that has sensing and
control devices that enable it to operate automatically.

A

Automation

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2
Q

The maximum possible output given a product mix,
scheduling difficulties, machine maintenance, quality
factors and so on

A

Effective capacity

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3
Q

Deciding on the way production of
goods or services will be organized

A

Process selection

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4
Q
  • Evolved from programmable automation.
  • This permits almost continuous operation of
    equipment and product variety without the
    need to produce in batches.
A

Flexible Automation

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5
Q

The maximum output that can possibly be attained.

A

Design capacity

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6
Q

The rate of output achieved. It cannot exceed effective
capacity.

A

Actual output

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7
Q
  • It uses high-cost, specialized equipment for a
    fixed sequence of operations.
  • Low cost and high volume are its primary
    advantages.
  • Minimal variety and high cost of making
    changes in either product or process are its
    primary limitations.
A

Fixed Automation

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8
Q

Key Aspects of Process Strategy

A
  1. Make or Buy Decisions
  2. Capital intensive
  3. Process flexibility
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9
Q
  • Allows the production equipment and
    automation to be altered to changing needs.
  • This is done by controlling the automation
    through a program, which can be coded in
    certain ways for the automation to change the
    sequence of automation.
A

Programmable Automation

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10
Q

The very first step in process planning is to consider
whether to make or buy (outsource) some or all of a
product or some or all of a service.

A

Make or Buy Decisions

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11
Q

Repetitive processing is
needed when higher volumes of more
standardized goods and services are needed.

A

Repetitive Process

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12
Q

Used for work that is non-routine, with
a unique set of objectives to be accomplished in
a limited time frame.

A

Project

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13
Q

Usually operates on a relatively small
scale. Processing is intermittent; work shifts
from one small job to the next, each with
somewhat different processing requirements.

A

Job Shop

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14
Q

The mix of equipment and
labor that will be used by the organization.

A

Capital intensive

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15
Q

Used when a moderate volume
of goods and services is desired, and it can
handle moderate variety in products and
services.

A

Batch Process

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16
Q

Used when a very high
volume of highly standardized output is desired

A

Continuous Process

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17
Q

The degree to which system
can be adjusted to changes in processing
requirements due to changes in design, volume
and technology.

A

Process flexibility

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18
Q

Kinds of Automation:

A
  1. Fixed Automation
  2. Programmable Automation
  3. Flexible Automation
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19
Q

Extra capacity used to offset
demand uncertainty

A

Capacity Cushion

20
Q

Uses standardized processing operations
to achieve smooth, rapid, high-volume flow. (repetitive
& continuous process)

A

Product layout

21
Q

The product or project
remains stationary, and workers, materials, and
equipment are moved as needed. (project)

A

Fixed Position layout

22
Q

Can handle varied processing
requirements. (job shop, batch process)

A

Process layout

23
Q

BASIC LAYOUT TYPES:

A

Product layout
Process layout
Fixed Position layout

24
Q

The configuration of departments, work
centers, and equipment, with particular emphasis on
movement of work (customers or materials) through
the system.

A

Layout

25
Q

The process of assigning tasks to
workstations in such a way that the workstations have
approximately equal time requirements.

A

Line Balancing

26
Q

Service Layout:

A
  • Warehouse and Storage Layouts
  • Retail Layouts
  • Office Layouts
  • Restaurant Layouts
  • Hospital Layouts
27
Q

(actual/design) x 100

A

Utilization

28
Q

(actual/effective) x 100

A

Efficiency

29
Q

Operating time per day / Cycle time

A

Output Rate

30
Q

It is the maximum time allowed at each
workstation to complete its set of tasks on a unit.

A

Cycle Time

31
Q

operating time per day over desired output rate

A

Cycle Time

32
Q

Equal to the longest task.

A

Minimum cycle time

33
Q

Common Reasons For Redesign Of Layouts:

A
  1. Inefficient operations
  2. Changes in design of products and services
  3. The introduction of new products and services
  4. Accidents and safety hazards
  5. Changes in environmental or other legal
    requirements
  6. Changes in volume of output or mix of products
  7. Changes in methods and equipment
34
Q

The number of workstations that will be needed to
function of both the desired output rate and ability to
combine elemental tasks into workstations.

∑t / Cycle Time

A

Theoretical Minimum Number of Stations (Nmin)

35
Q

Equal to the sum of task time.

A

Maximum cycle time

36
Q

A diagram that shows elemental
tasks and their precedence requirements.

A

Precedence Diagram

37
Q

Percentage of idle time of a line.

A

Balance Delay

38
Q

100 % − Percent idle time

A

Efficiency

39
Q

(idle time per cycle) over (nactual * cycle time) * 100

A

Percentage of idle time

40
Q

Integrated activities designed to
achieve high volume production using minimal
inventories; involves the elimination of waste in
production effort.

A

LEAN PRODUCTION

41
Q

A network used to deliver products and services from
raw materials to end customers through an engineered
flow of information, physical distribution, and cash.

A

Supply Chain Management

42
Q
  • Producing what is needed when needed and
    nothing more.
  • Anything over the minimum is waste.
  • Typically applied to repetitive manufacturing.
  • Vendors ship several times a day.
A

JUST-In-Time Production (JIT)

43
Q

The art and science of obtaining, producing,
and distributing material and product in the proper
place and in the proper quantities

A

LOGISTICS

44
Q

An outside company used to manage all or part of another company’s
logistics functions

A

Third-party Logistics Company

45
Q

Managing these functions when the movement is on a global scale.

A

International Logistics

Finals (1 decks)

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