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25 Cards in this Set

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Business processes focus
High variety, low volume
Operations Management functions
Operations management is the set of activities that creates value in the form of goods and services by transforming inputs into outputs
Tools of TQM (Total Quality Management)
Check Sheet, Scatter Diagram, Cause-and -Effect Diagram, Pareto Chart, Flow Chart, Histogram, Statistical Process control Chart
Costs of Quality
Prevention costs - reducing the potential for defects
Internal failure - of producing defective parts or service
External costs - occur after delivery
Quality Circles
Group of 6-12 employees from same work area
Meet regularly to solve work-related problems
4 hours/month
Facilitator trains & helps
with meetings
Product Life Cycle Focus
Sales, Cost & Profit
Introduction,Growth,Maturity,Decline
Group Technology Benefits
Improved product design (fewer components)
Reduced purchases
Reduced work-in-process inventory
Improved routing & machine loading
Reduced setup & production times
Simplified production planning & control
Simplified maintenance
ISO 9000
World wide quality standards
Mass customization
Developed because of markets becoming global and customer requests for specialized products.
Capacity planning
Add facilities, long lead time equipment, personnel, use subcontractors
Poka-yoke
A foolproof device or technique that ensures production of good units every time.
Total quality management
Management of an entire organization so that it excels in all aspects of products and serviecs that are important to the customer.
Utilization
Actual output as a percent of design capacity.
Efficiency
Actual output as a percent of effective capacity
work cell
an arrangement of machines and personnel that focuses on making a single product or family of related products.
Taguchi
Most quality problems are the result of poor product and process design.
Seven concepts for an effective TQM program
continuous improvement, six sigma, employee empowerment, benchmarking, just-in-time, taguchi concepts,knowledge of TQM tools
Mission
an organizations purpose
strategy
How an organization expects to achieve its missions and goals.
Seven techniques important to the design of a product
robust, modular, computer-aided design, computer-aided manufacturing, virtual reality technology, value analysis environmentally friendly
Improve productivity
Increase outputs
Decrease inputs
Goods
Goods Can be resold
Can be inventoried
Some aspects of quality measurable Product is transportable
Site of facility important for cost
Often easy to automate
Revenue generated primarily from tangible product
Selling is distinct from production
Product is transportable
Site of facility important for cost
Often easy to automate
Revenue generated primarily from tangible product
Services
Reselling unusual
Difficult to inventory
Quality difficult to measure
Selling is part of service
Provider, not product is transportable
Site of facility important for customer contact
Often difficult to automate
Revenue generated primarily from intangible service
Provider, not product is transportable
Site of facility important for customer contact
Often difficult to automate
Revenue generated primarily from intangible service.
demand management
early bird specials, reservations,first come first serve
Continuous improvement
Every aspect of an operation can be improved.