Operations Management Final – Flashcards with Answers

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defect
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any instance when a process fails to satisfy its customer
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prevention costs
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costs associated with preventing defects before they happen
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appraisal costs
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costs incurred when the firm assesses the level of performance of its processes
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internal failure costs
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costs resulting from defects that are discovered during the production of a service or product
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external failure costs
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costs tht arise when a defect is discovered after the customer receives the service or product
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warranty
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a written guarantee that the producer will replace or repair defective parts or perform the service to the customer's satisfaction
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total quality management
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philosophy stresses 3 principles for achieving high levels of process performance and quality. 1. customer satisfaction 2. employee involvement 3. continuous improvement in performance
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quality
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term used by customers to describe their general satisfaction with a service or product
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quality at the source
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a philosophy whereby defects are caught and corrected where they were created
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teams
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small groups of people who have a common purpose, set their own performance goals and approaches, and hold themselves accountable for success
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employee empowerment
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an approach to teamwork that moves responsibility for decisions further down the organizational chart-to the level of the employee actually doing the job
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quality circles
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another name for problem-solving teams, small groups of supervisors and employees who meet to identify, analyze, and solve process and quality problems
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special-purpose teams
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groups that address issues of paramount concern to management, labor, or both
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self-managed team
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a small group of employees who work together to produce a major portion, or sometimes all, of a service or product
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continuous improvement
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the philosophy of continually seeking ways to improve processes based on a japanese concept called KAIZEN
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plan-do-study-act cycle
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cycle used by firms actively engaged in continuous improvement to train their work teams in problem solving
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six sigma
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a comprehensive and flexible system for achieving, sustaining, and maximizing business success by minimizing defects and variability in processes
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green belt
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employee who achieved first level of training in a six sigma program and spends part of his or her time teaching and helping teams with their projects
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black belt
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an employee who reached who reached the highest level of training in a six sigma program and spends all of his or her time teaching and leading teams involved in six sigma projects
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master black belt
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full-time teachers and mentors to several black belts
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acceptable quality level
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the quality level desired by the consumer
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acceptance sampling
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application of statistical techniques to determine whether a quantity of material should be accepted or rejected based on the inspection or test of a sample
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statistical process control
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application of statistical techniques to determine whether a process is delivering what the customer wants
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variables
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service or product characteristics ex. weight length volume or time that can be measured
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attributes
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service or product characteristics that can be quickly counted for acceptable performance
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sampling plan
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plan that specifies a sample size, the time between successive samples, and decision rules that determine when action should be taken
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sample size
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quantity of randomly selected observations of process outputs
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common causes of variation
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random, unidentifiable sources of variation that are unavoidable with the current process
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assignable causes of variation
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any variation-causing factors that can be identified and eliminated
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control chart
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time-ordered diagram that is used to determine whether observed variations are abnormal
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type 1 error
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error occurs when the employee concludes that the process is out of control based on a sample result that falls outside the control limits, when in fact it was due to pure randomness
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type 2 error
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error occur when the conclusion is that the process is in control and only randomness is present, when actually is out of statistical control
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r-chart
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chart used to monitor process variability
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x-bar chart
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used to see whether the process is generating output, on average, consistent with a target value set by management for the process or whether its consistent with its past performance
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p-chart
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chart used for controlling the proportion of defective services or products generated by the process
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c-chart
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chart used for controlling the number of defects when more than one defect can be present in a service or product
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nominal value
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target for design specifications
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process capability
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ability of the process to meet the design specifications for a service or product
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tolerance
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allowance above or below the nominal value
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process capability index
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an index that measures the potential for a process to generate defective outputs relative to either upper or lower specifications
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process capability ratio
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the tolerance width divided by six standard deviations
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quality engineering
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approach combining engineering and statistical methods to reduce costs and improve quality to optimizing product design processes
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quality loss function
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rationale that a service or product that barely conforms to the specifications is more like a defective service or product that a perfect one
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ISO 9001:2008
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set of standards governing documentation of a quality program
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ISO 14000:2004
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documentation standards that require participating companies to keep track of their raw materials use and their generation, treatment, and disposal of hazardous wastes
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ISO 26000:2010
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international guidelines for organizational social responsibility
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baldridge performance excellence program
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award promotes, recognizes, and publicizes quality strategies and achievements
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process analysis
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documentation and detailed understanding of how work is performed and how it can be redesigned.
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suggestion system
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voluntary system by which employees submit their ideas on process improvements
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design team
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group of knowledgeable, team oriented individuals who work at one or more steps in the process, conduct the process analysis, and make the necessary changes
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metrics
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performance measures that are established for a process and the steps within it
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swim lane flowchart
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groups functional areas responsible for different sub-processes into lanes, appropriate when business process spans several department boundaries
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service blueprint
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special flowchart of a service process that shows which steps have high customer contact
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time study
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4 steps in setting a time standard for a job or process 1. selecting work elements 2. timing the elements 3. determining sample size 4. final standard
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elemental standard data
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database of standards compiled by a firms analysts for basic elements that they can draw on later to estimate the time required for a particular job
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predetermined data approach
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divides each work element into a series of micromotions
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work sampling
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process estimates the proprtion of time spent by people or machines on different activities based on observations randomized over time
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learning curve
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line displays the relationship between processing time and the cumulative quantity of a product or service produced
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process chart
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way of documenting all the activitied performed by a person or group of people, at a workstation, with a customer, or on materials
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checklist
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form used to record the frequency of occurence of certain process failures
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process failure
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performace shortfall ex. error, daley, environmental waste, rework
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histogram
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summarizes data measured on a continuous scale
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pareto chart
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bar chart on which factors are plotted along the horizontal axis in decreasing order of frequency
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scatter diagram
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plot of 2 variables shwoing whether they are related
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cause-and-effect diagram
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diagram relates a key performance problem to its potential causes
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benchmarking
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systematic procedure that measures a firms processes, services, and products against those of industry leaders
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lean systems
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operations systems that maximize the value added by each of a company's activities by removing waste and delays from them
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just in time philosophy
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waste can be eliminated by cutting unnecessary capacity or inventory and removing non-value added activities in operations
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JIT system
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organizes the resources, information flows, and decision rules that enable a firm to realize the benefits of JIT principles
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lot
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a quantity of items that are processed together
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single-digit setup
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goal of having a setup time of less than 10 minutes
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push method
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production of the item begins in advance of customer needs
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pull method
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customer demand activates production of the service or item
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jidoka
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automatically stopping the process when something is wrong and then fixing the problems on the line itself as they occur
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poka-yoke
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mistake-proofing methods aimed at designing fail-safe systems that minimize human error
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takt time
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cycle time method to match the rate of production to the rate of sales or consumption
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heijunka
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leveling of production load by both volume and product mix
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mixed-model assembly
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type of assembly that produces a mix of models in smaller lots
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5s
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5 workplace practices: sorting, straightening, shining, standardizing, and sustaining- that are conductive to visual controls and lean production
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group technology
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option for achieving line-flow layouts with low volume processes, creates cells not limited to just one worker and has a unique way of slecting work to be done by the cell
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value streaming mapping
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qualitative lean tool for eliminating waste (mud a) that involves a current state drawing, a future state drawing, and an implementation plan
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kanban
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"card" "visible record" refers to cards used to control the flow of production through a factory
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supply chain design
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designing a firms supply chain to meet the competitive priorities of the firms operations strategy
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average aggregate inventory value
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total average value of all items held in inventory for a firm
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weeks of supply
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inventory measure obtained by dividing the average aggregate inventory value by sales per week at cost
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inventory turnover
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annual sales at cost divided by average aggregate inventory value maintained during the year
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centralized placement
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keeping all inventory of a product at a single location such as a firms manufacturing plant or a warehouse and shipping directly to each of its customers
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inventory pooling
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reduction in inventory and safety stock because of the merging of variable demands from customers
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forward placement
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locating stock closer to customers at a warehouse, dc, wholesaler, or retailer
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channel assembly
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process of using members of the distribution channel as if they were assembly stations in the factory
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outsourcing
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paying suppliers and distributors to perform processes and provide needed services and materials
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make or buy decision
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managerial choice between whether to outsource a process or do it in house
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backward integration
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firms movement upstream toward the sources of raw materials, parts and services through acquisitions
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forward integration
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aquiring more channels of distribution, suh as distribution centers and retail stores, or even business customers
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offshoring
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supply chain strategy that involves moving processes to another country
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supply chain integration
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effective coordination of supply chain processes through the seamless flow of information up and down the supply chain
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bullwhip effect
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ordering patterns experience increasiing variance as you proceed upstream in the chain
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SCOR model
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framework that focuses on a basic supply chain of plan, source, make, delivery, and reutnr processes, repeated again and agin along the supply chain
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concurrent engineering
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brings product engineers, process engineers, marketers, buyers, information specialists, quality specialists, and suppliers together to design a product and the processes that will meet customer expectations
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purchasing
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activity that decides which suppliers to use, negotiates contracts, and determines whether to buy locally
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green purchasing
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identifying, assessing and managing the flow of environmental waste and finding ways to reduce it and minimize its impact on the environment
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early supplier involvement
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program that includes suppliers in the design phase of a service or product
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presourcing
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suppliers are selected early in a products concept development stage and are given significant responsibility for the design of certain components or systems of the product
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value analysis
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systematic effor to reduce the cost or improve the performance of services or products, either purchased or produced
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competitive orientation
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supplier relation that views negotiations between buyer and seller as a zero-sum game. one side loses, the other side gains, short term advatanes are prized over long-term commitments
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cooperative orientation
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supplier relation in which the buyer and seller are partners, each helping the other as much as possible
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sole sourcing
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awarding of a contract for a service or item to only one supplier
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electronic data interchange
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technology that enables the transmission of routine business documents having a standard format from computer to computer over telephone or direct leased lines
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catalog hubs
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system whereby suppliers post their catalog of items of the internet and buyers select what they need and purchase them electronically
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exchange
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electronic marketplace where buying firms and selling firms come together to do business
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auction
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marketplace where firms place competitive bids to buy something
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radio frequency identification
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method for identifying items through the use of radio signals from a tag attached to an item
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vendor-managed inventories
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system in which the supplier hsa access to the customers inventory data and is responsible for maintaining the inventory on the customer's site
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cross-docking
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packing of products on incoming shipments so that they can be easily sorted at intermediate warehouses for outgoing shipments based on their final destinations
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electronic commerce
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application of information and communication technology anywhere along the supply chain of business processes
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