Operations Management Test 2

Front 1

Lean Thinking

Back 1

Refers to approaches that focus on the elimination of waste in all forms.

Front 2

Lean Operating System

Back 2

Manufacturing and service operations that apply the principles of lean enterprise.

Front 3

5s's

Back 3

Are derived from japanese terms, meaning sort, set in order, shine, standardize and sustain.

Front 4

Visual Controls

Back 4

Indicators for operating activities that are placed in plain sight of all employees.

Front 5

Single Minute Exchange of Dies

Back 5

Refers to the quick setup or change-over of tooling and fixtures in processes so that multiple products in smaller batches can be run on the same equipment.

Front 6

Batching

Back 6

The process of producing large quantities of items as a group before they are transferred to the next operation.

Front 7

Single Piece Flow.

Back 7

The concept of ideally using batch sizes of one.

Front 8

Total Productive Maintenance (TPM)

Back 8

Is focused on ensuring that operating systems will perform their intended function reliably.

Front 9

Push System

Back 9

Produces finished-goods inventory in advance of customer demand using a forecast of sales.

Front 10

Pull System

Back 10

One in chich employees at a given operation go to the source of required parts, such as machining or subasembly, and withdraw the units as they need them.

Front 11

Kanban

Back 11

A flag or a piece of paper that contains all relevant information for an order; part number, description, process area used etc.

Front 12

Quality Management

Back 12

Refers to systematic policies, methods, and procedures used to ensure that goods and services are produced with appropriate levels of quality to meet the needs of customers.

Front 13

Fitness for use

Back 13

Is the ability of a good or service to meet customer needs.

Front 14

Quality conformance

Back 14

Is the extent to which a process is able to deliver output that conforms to the design specifications.

Front 15

Specifications

Back 15

Are targets and tolerances determined by designers of goods and services

Front 16

Service quality

Back 16

Is consistently meeting or exceeding expectations and service-delivery system performance criteria during all service encounters

Front 17

Six Sigma

Back 17

Is a business improvement that seeks to find and eliminate causes of defects and errors in manufacturing and service processes by focusing on outputs that are critical to customers, resulting in a clear financial return for the organization.

Front 18

Defect

Back 18

Any mistake or error that is passed on to the customer

Front 19

Unit of Work

Back 19

The output or error that is passed on to the customer.

Front 20

Cost of quality

Back 20

Refers specifically to the costs associated with avoiding poor quality or those incurred as a result of poor quality.

Front 21

Prevention costs

Back 21

Are those expended to keep conforming goods and services from being made and reaching the customer.

Front 22

Appraisal costs

Back 22

Are those expended on ascertaining quality levels through measurement and analysis of data to detect and correct problems.

Front 23

Internal Failure costs

Back 23

Are those costs incurred as a result of unsatisfactory quality that is found bfore the delivery of a good or service to the customer.

Front 24

External Failure costs

Back 24

Are incurred after poor-quality goods or services reach the customer.

Front 25

Kaizen

Back 25

Focuses on small, gradual, and frequent improvements over the long term with minimum financial investment and with participation by everyone in the organization.

Front 26

Kaizen Blitz

Back 26

An intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period, as opposed to traditional kaizen applications, which are performed on a part-time basis.