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PJATK > WDZ_2 > Flashcards

WDZ_2 Flashcards

1
Q

A situation requiring a choice between multiple options

A
  • Decision Problem
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2
Q

A conscious choice among identified options

A
  • Decision
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3
Q
  • Types of Decisions:
    o Based on Conditions:
     Certainty: Outcomes are known.
     Risk: Probabilities can be assigned to outcomes.
     Uncertainty: Probabilities are unknown.
    o Based on Weight:
     Strategic: Long-term, high-level decisions.
     Operational: Short-term, day-to-day decisions.
A
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4
Q

 Certainty: Outcomes are known.
 Risk: Probabilities can be assigned to outcomes.
 Uncertainty: Probabilities are unknown.

A

o Based on Conditions:

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5
Q

 Strategic: Long-term, high-level decisions.
 Operational: Short-term, day-to-day decisions.

A

o Based on Weight:

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6
Q

A framework for analyzing strategic interactions between decision-makers.

A
  • Game Theory
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7
Q

Decision-making in situations where outcomes depend on uncontrollable factors (e.g., weather, market conditions).

A
  • Games Against Nature
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8
Q

A table showing the potential outcomes for different decisions and states of nature.

A
  • Payoff Matrix
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9
Q

A visual tool to represent decision-making processes and outcomes.

A
  • Decision Tree
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10
Q

beauty of nature

A

o Universal

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11
Q

appreciation for different musical styles

A

o Cultural

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12
Q

styles and trends within groups

A

o Social

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13
Q

individual preferences

A

Personal

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14
Q

Focuses on definitions

A

o Philosophy

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15
Q

Focuses on profit and market equilibrium

A

o Economics

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16
Q

Focuses on customer satisfaction

A

o Marketing

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17
Q

Focuses on engineering and manufacturing

A

o Operations Management

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18
Q

is a method for implementing quality across an organization. It’s considered the foundation for many modern quality management approaches. The term “total quality” was first used in 1969. TQM emphasizes customer satisfaction and employee involvement in quality improvement.

A

TQM (Total Quality Management)

19
Q

that considers customer needs, community expectations, and organizational goals. Aims to achieve efficiency and cost-effectiveness by maximizing employee potential for continuous improvement.

A

A management philosophy

20
Q
  • Helps identify potential causes of a problem.
  • Useful for brainstorming and organizing ideas.
  • Also called the fishbone diagram due to its skeletal structure.
  • Steps to create a _______:
    o Define the problem.
    o Brainstorm major categories of causes (using 5M+E tool).
    o Identify specific causes within each category.
    o Ask “why” to delve deeper into root causes.
A

Cause-and-Effect Diagram

21
Q

A tool to categorize potential causes of a problem:
o Manpower - Skills and behaviors of employees.
o Machine - Equipment used in production or service delivery.
o Method - Processes for production or service delivery.
o Material - Raw materials and components used.
o Measurement - Inspection and data collection methods.
o Environment - External factors beyond control.

A

5M+E - Characteristics

22
Q
  • Skills and behaviors of employees.
A

o Manpower

23
Q

Equipment used in production or service delivery.

A

o Machine

24
Q

Processes for production or service delivery.

A

o Method

25
Q

Raw materials and components used.

A

o Material

26
Q

Inspection and data collection methods.

A

o Measurement

27
Q

External factors beyond control

A

Environment

28
Q
  1. Histogram or stem-and-leaf plot
  2. Pareto chart
  3. Couse-and-effect diagram
  4. Flow chart
  5. Scatter diagram
  6. Control chart
A

Six Major Tools

29
Q

is a Japanese philosophy focused on continuous improvement. It involves everyone in an organization, from top management to frontline workers. ____ emphasizes small, incremental changes to improve efficiency and quality. It contrasts with the Western focus on innovation, often involving larger, more disruptive changes.

A

Kaizen

30
Q
  • Muda: Any activity that adds no value to a product or service.
  • Overproduction: Producing more than needed.
  • Waiting Time: Idle time for customers or employees.
  • Transportation: Unnecessary movement of materials or products.
  • Processing: Unnecessary steps in a process.
  • Motion: Unnecessary movement of people or equipment.
  • Defects: Errors or mistakes that lead to rework or scrap.
  • Inventory: Excess stock that ties up resources.
A

The 7 Wastes

31
Q

Teamwork
Self- Discipline
Improved Morale
Quality Circles
Improvement Suggestions

A

KAIZEN
Elimination of Waste
5S framework
Standardization

32
Q

Unreasonable burden on people or machines…

A

Muri

33
Q

Un-level workloads on people or machines…

A

Mura

34
Q

Any form of Waste in the process…

A

Muda

35
Q

Producing more than needed.

A
  • Overproduction
36
Q

Idle time for customers or employees.

A
  • Waiting Time
37
Q

Unnecessary movement of materials or products.

A
  • Transportation
38
Q

Unnecessary steps in a process.

A

Processing

39
Q

Unnecessary movement of people or equipment

A
  • Motion
40
Q

Errors or mistakes that lead to rework or scrap.

A
  • Defects
41
Q

Excess stock that ties up resources

A
  • Inventory
42
Q

is a computer-based system for managing inventory and production planning.

A

Material Requirements Planning (MRP)

43
Q
  • It helps answer three key questions:
A

o What is needed?
o How much is needed?
o When is it needed?

44
Q
  • MRP uses a _____ to define the structure of a product and its components. The ___ is often visualized as a product structure tree. MRP helps ensure that the right materials are available at the right time to meet production needs.
A

Bill of Materials (BOM)

PJATK (8 decks)

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