Mgt322 - Final Prep Chapter 6

Front 1

2 things for reduction in cycle time

Back 1

1. speed up work process so customer response is improved

2. accomplished by streamlining and simplifying processes to eliminate non value added steps

Front 2

For reduction in cycle time, what processes must be examined across organization?

Back 2

cross-functional processes

Front 3

Agility

Crucial to what industry?

Back 3

used to characterize flexibility and cycle time.

crucial to customer focused strategies in mass customization, which req's rapid response and flexibility to changing demands

Front 4

Breakthrough improvement

Whats geared towards these?

Motivated by what?

Back 4

discontinuous change

6 sigma projects are geared towards these, achieved by creative thinking

stretch goals

Front 5

Reengineering

Back 5

fundamental rethinking and redesigning of processes. to achieve dramatic improvements in important measures of performance: cost, quality, service, speed

Front 6

Reengineering often involves?

Back 6

tossing out of existing processes and reinventing the process

Front 7

Kaizen

Back 7

J-I-T established this philosophy for continuous improvement

Japanese

Front 8

Tools for process improvement

Process mapping

Back 8

1st place to begin identifying where improvements should occur

ask fundamental q's: are steps in logical sequence? do they add value? can some be removed, combined or added? are there bottlenecks?

Front 9

Tools for process improvement

Kaizen Blitz

Back 9

Intense and fast improvement strategy. A dept or team throws all their resources at the improvement project over short period of time.

Improvement is immediate.

Teams made of EE's are from all areas involved with the suspect process.

Front 10

Tools for process improvement

Poka Yoke

Back 10

Mistake proofing for simple human errors by using automated devices or methods

Front 11

Poka Yoke's founder and info

Back 11

Shigeo Shingo - in early '60's

Japanese - Manufacturing Engineer

created Toyota Production System

Front 12

Poka Yoke's two focuses:

Back 12

Prediction of where an error is likely to occur - then giving a warning.

Detection that an error occurred and then stopping the process.

Front 13

3 levels of mistake proofing

Back 13

1. Designing errors out - cheapest and most powerful
2. Identifying potential defects and stopping process b4 defect is produced - req's time to stop process and take corrective action
3. Finding defects that enter/leave process - eliminates wasted resources, i.e. won't add value to nonconforming work

Front 14

Poka Yoke - Services errors

T's

Back 14

Task Error - do wrong work, indented surgical trays

Treatment Error - discourteous to customer, waitress smiling checklist

Tangible - dirty uniforms/facilities

Front 15

Poka Yoke - Services errors

C's

Back 15

Customer error in prep - bring wrong thing

Customer error in encounter - memory lapse, inattention. ATM beeps to take card out.

Customer error in resolution - chance to win free flight for filling out survey

Front 16

Brainstorming strategy

Back 16

can change wording of problem

Front 17

Lean Production - Toyota's idea

Back 17

Remove all waste

Get more done with less

Front 18

Lean production focus

Back 18

ID and remove all non-value-added steps throughout the value chain.

Front 19

Lean production's desirable results

4 things

Back 19

faster customer response, reduction in inventory, higher quality, better HR

Front 20

Key tools to Lean Prod

5 S's

Back 20

Sort, set in order, shine, standardize, sustain

Front 21

Key tools to Lean Prod

small bactch or single flow

Back 21

minimizes inventory and reduces cycle time. Eliminates being able to miss errors

Front 22

Key tools to Lean Prod

Visual Controls

Back 22

indicators for all to see if there is an error

Front 23

Key tools to Lean Prod

Efficient layout and standardized work

Back 23

stuff is layed out for best operational sequence

Front 24

Key tools to Lean Prod

Pull production

Back 24

J-I-T

Front 25

Key tools to Lean Prod

Single minute exchange of dies

Back 25

fast changeover of machines

Front 26

Key tools to Lean Prod

Total productive maintenance

Back 26

ensure that equipment is available when needed

Front 27

Key tools to Lean Prod

source inspection

Back 27

operator inspects it before sending it off to next step

Front 28

Key tools to Lean Prod

continuous improvement

Back 28

this is the link to 6 sigma

Front 29

Implementation of Lean production tools through...?

Back 29

Plan, Do, Study, Act

Front 30

7 MGT tools

Affinity diagram

Back 30

organizes large amount of opinions, ideas, and facts

Front 31

7 MGT tools

Interrelationship digraph

Back 31

ID's causal relationships among related ideas - like a database tool

Front 32

7 MGT tools

Tree diagram

Back 32

maps out paths and tasks necessary to complete a project. breaks up tasks into progressively smaller substasks.

Front 33

7 MGT tools

Matrix diagram

Back 33

speadsheets that display relationships between ideas, activities in way that shows logical connecting points between each item.

Front 34

7 MGT tools

Matrix data analysis

Back 34

arrange data into quantitative relationships among variables, to make easier to understand

Front 35

7 MGT tools

process decision diagram

Back 35

maps out at every step in tree diagram all of the possible problems that could occur

Front 36

7 MGT tools

arrow diagrams

Back 36

used to sequence and schedule project tasks, and show sequence of activities along with time estimates