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34 Cards in this Set
- Front
- Back
process flow analysis |
viewing and analyzing the transformation processas a sequence of steps connecting input to outputs. It is used to discover better methods orprocedures for producing or delivering a product or service deemed to be ofvalue to customers |
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process flow charting |
The creation of visual diagram to describe atransformation process. (process mapping, service blueprinting, value streammapping) |
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principles that should be followed in creating aprocess-flow chart |
· Identify and select a relevant transformationprocess (or system) to study ·Identify an individual or a team of individualsto be responsible for developing the flow chart and the analyses ·Specify boundaries of the transformation process ·Identify and sequence the operational stepsnecessary to complete the output for the customer ·Identify the performance metrics for theoperational steps ·Draw the flowchart, defining and using symbolsin a consistent manner |
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questions that should be asked in process-flowanalysis |
·What is Little’s law? I= T X R, inventory = throughput time X averageflow rate ·What is capacity? The maximum rate of output or maximum flow ratefrom a transformation process ·What determines the capacity of the system? The capacity of the bottleneck ·What determines the flow rate of the system? The minimum of supply, demand, or capacity |
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process redesign. |
·Identify, analyze, improve critical processes ·Extreme cases: Complete process reconfiguration ·Business Process Reengineering (BPR) Hammer and Champy. Radical Process Redesign |
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business process reengineering (BPR) |
·Organize around outcomes, not tasks ·Have the people who do the work process theirown information ·Put the decision point where the work isperformed, and build the control into the process ·Eliminate unnecessary steps in the process |
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“evolution of lean.” |
· Post WWII- US mass production the envy of theworld ·Rebuilding of Japanese manufacturingcapabilities ·Toyota Production System (TPS) and Just-In-Time(JIT) manufacturing · TPS comes to the US- Only partial implementation- Little JIT-focus on inventory reduction · Lean Production (Womack, Jones, and Roos-1990) · Lean Thinking (Womack and Jones-1996) |
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seven forms of waste |
· Overproduction · Waiting time · Unnecessary transportation · Excess processing-poor design · Too much inventory · Unnecessary motion-wasted movements of people · Defects |
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five tenets of lean thinking |
· Create product/service value from customerperspective · Identify, study, and improve the value stream · Ensure simple, smooth, error-free flow · Produce only what is pulled by the customer - Strive for perfection |
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seven practices that can help an organizationachieve the lean tenets |
· Stabilizing the master schedule · Controlling the flow (with the Kanban System) · Reducing setup time and lot sizes · Changing layout and maintaining equipment · Cross-training, rewarding, and engaging workers · Guaranteeing quality · Changing relationships with suppliers |
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five steps recommended to facilitate theimplementation of lean thinking |
· Establish a cross-functional team · Determine what customer values · Construct a value stream map-Identify and eliminate waste · Use customer demand to pull work thru theprocess · Implement identified changes · Repeat the cycle on another process |
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quality |
Quality is the meeting or exceeding customerrequirements now and in the future- The product or service is fit for the customer’suse. |
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product quality |
o Quality of design: quality of market research,quality of concept, quality of specification o Quality of conformance: technology, employees,management o Availability: reliability, maintainability, logisticalsupport o Field service: Promptness, competence, integrity |
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The abilities |
Availability- Continuity of service to the customer -Availability= uptime/(uptime + downtime) reliability-The length of time the product can be usedbefore it fails-Mean time between failure (MTBF) Maintainability-Restoration of a product/service once it hasfailed-Mean time to repair (MTTR) o Availability=MTBF/ (MTBF) + (MTBF + MTTR) |
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Dimensions of Service Quality |
o Tangibles o Reliability o Responsiveness o Assurance o Empathy |
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Planning, Controlling, and Improving quality |
o Define quality attributes on basis of customerneeds o Decide how to measure each attributeo Set quality standards o Establish appropriate tests for each standardo Find and correct causes for poor quality - Continue to make improvements |
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3 quality pioneers |
o W. Edwards Deming-management should play a role in quality improvement. Systems must be stable in statistical sense and continuous improvement o Joseph Juran-quality trilogy-planning, control, and improvement of quality o Philip Crosby- zero defects |
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· Why do some quality improvement efforts fail? |
o Quality improvement efforts fail when managementdoes not lead by example and does not take a systems approach |
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process capability |
o The ability of the process to meet or exceed thetechnical specifications · If a process is in control, is it alsonecessarily capable of meeting specifications? No · If a process is not in control, is it alsonecessarily not capable of meeting specifications? Not necessarily |
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solving process capability problems |
· Upper Spec Limit-Lower Spec limit/ 6 Sigma=Cp o If CP value is 1 or greater, product is capableof meeting specifications o Only works well when mean is centered betweenspec limits Cpk=min(USL-u/3 sigma),(U-LSL/3sigma) |
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Continuous Improvement |
o onlgoing effort to improve products, services,or processes. These efforts can seek “incremental” improvement over time or“breakthrough” improvement all at once § To make improvement in the process, you mustmake a change in the process and/or its inputs. This involves problem solving and the management process of improvementprojects. |
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7 tools of quality |
o flow chart, cause-and-effect, check sheet,scatter diagram, histogram, control chart, pareto chart (decreasing order) |
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6 sigma |
help to deliver nearly perfect products § A systematic method for process improvement § DMAICDefine, measure, analyze, improve, control |
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costs of quality |
includes prevention, appraisal, internal failure, and external failure. 2 components: control costs-remove defects failure costs-during production process, or after product is shipped |
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quality contributing to profitability |
investing in prevention activities such as training, process planning can avoid costs that occur later in production (appraisal, internal failure) or after production (external failure). -trade off between internal/external failure costs and prevention/appraisal costs |
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ISO 9000 certification |
companies use to ensure quality. oriented toward compliance (conformance quality) now includes customer requirements, continuous improvement and management leadership must have plan and documentation and audits |
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baldridge award |
best quality practice. 6 categories: manufacturing, service, small business, health care, education and non profit. 1000 total points.= leadership, strategic planning, customer focus, (management, analysis and knowledge mgmt.), workforce focus, process management, results |
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quality control system design |
1) identify critical pts in each of the processes where inspection and testing are needed. -ensure raw materials meet specifications. Test work in process. Inspect at the end 2) decide on the type of measurement to be used at each inspection pt. 3) decide on the mat of inspection to be used 4) deciding who should do the inspection |
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Underlying principles of statistical process control |
Inspection of product while it is being produced. -random variability is basic to any production process. -production processes are not usually found in a state of control (lax procedures, improper machine maintenance) |
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random and common variation |
variations that occur randomly when the process is under statistical control. Cannot be removed without changing the design of the process |
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Attribute data/attribute control charts |
ex: % of defectives occurring in a sample. p chart for % corresponding to the quality characteristic of interest. p is computed for each sample then averaged over all samples to yield p bar. use 3 standard deviations. If % falls outside control limits-process is stopped and search for cause. UCL & LCL |
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Variable data/variable control chart |
Two values computed from sample: measure of central tendency and a measure of variability. Average=xbar Range. CL=xbarbar UCL=xbarbar + A2Rbar LCL=Xbarbar - A2Rbar -xbarbar is grand average of xbar avgs. |
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Range control |
CL=Rbar UCL=D4Rbar LCL=D3Rbar |
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Using control charts |
samples should be fairly large-enough to detect one defective unit. How frequent to sample |