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76 Cards in this Set
- Front
- Back
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50%
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percentage of sales from new products that industry leaders get
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10%
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percentage of sales from new products that firms in the bottom third of their respective industries get
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time-to-market
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the amount of time necessary to take a product from conception to initial production
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40-60%
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amount of market share retained by a firm who takes a new product to market first
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time-based competition
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need to get new products to the marketplace ahead of one's competitors
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concurrent engineering
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cross-functional, product development teams, at the very beginning of the design project
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25%
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amount of time-to-market reduced by using concurrent engineering
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design team tasks
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1. evaluate every aspect of the new product for manufacturability
2. evaluate the new design through value engineering |
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value engineering
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focuses on eliminating or changing product features in the design that do not add value (non-value-added)
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project
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a set of activities, with a definite starting and ending point, which results in a major product or service
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project management
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scheduling of activities related to a project, including
1. planning 2. scheduling 3. controlling resources |
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planning
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1. objectives
2. set goals 3. organization |
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scheduling
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1. tying resource (people, money, and equipment) to activities
2. scheduling activities |
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controlling
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1. monitoring
2. revising and changing 3. modifying resources to meet project constraint |
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two independent techniques for project management
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1. critical path method (CPM)
2. program evaluation and review technique (PERT) |
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network diagram
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shows the precedence relationships between activities of a project and how long each will take
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activity-on-arrow (AOA)
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a network diagram where activities are shown on arrow
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activity-on-node (AON)
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a network diagram where activities are shown by nodes; arrows are used to show precedence only
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critical path
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the sequence of consecutive activities requiring the longest time to complete before the end of the project
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float
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available slack time of a sequence of activities
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(fully crashed cost - normal cost)/(normal time - fully crashed time)
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crash cost per week
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normal time - fully crashed time
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maximum weeks of crashing
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fully crashed cost - normal cost
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incremental cost of fully crashing
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1. performance
2. features 3. reliability 4. conformance 5. durability 6. serviceability 7. aesthetics 8. perceived quality |
8 dimensions of quality
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performance
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a product's primary operating characteristics
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features
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the secondary aspects of performance
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reliability
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-the probability that a product malfunctions in a given period of time
-how quickly the product fails for the first time -how often a product fails after the first time |
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conformance
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the extent to which a product's operating characteristics and dimensions meet the pre-established technical standards
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durability
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the amount of use one gets from a product before it fails such that replacement is preferable to repair, or is required
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serviceability
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-the speed, competence and ease of repair
-important in a customer's evaluation of a company's overall performance |
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aethetics
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more subjective and relates to how a product looks, feels, tastes, and smells
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perceived quality
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the reputation based on past performance of a company; a company's image
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customer's external perspective of quality
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focuses on product features and enhancements
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customer's internal perspective of quality
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focuses on how well the product accomplishes the task for which it was purchased
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product based definition of quality
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focuses on key measures and metrics
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manufacturing-based definition of quality
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focuses on ow well the product conforms to the standards or tolerance levels specified by the customer
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PE gap
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difference between a customer's expectations and perceptions of a service
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moment of truth
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an episode in which a customer comes into contact with any aspect of the company, however remote, and thereby has an opportunity to form an impression
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five determinants of service quality
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1. reliability
2. assurance 3. tangibles 4. empathy 5. responsiveness |
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reliability (service quality)
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the consistency of service
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assurance (service quality)
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how the company shows it has the skills to do the job
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tangibles (service quality)
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the physical surroundings, fixtures, equipment, and uniforms
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empathy (service quality)
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the care and understanding of a customer's needs
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responsiveness (service quality)
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timeliness of service
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reliability (service quality)
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the consistency of service
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assurance (service quality)
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how the company shows it has the skills to do the job
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tangibles (service quality)
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the physical surroundings, fixtures, equipment, and uniforms
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empathy (service quality)
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the care and understanding of a customer's needs
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responsiveness (service quality)
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timeliness of service
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joseph juran
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-cost of quality guru
-formulated the Cost of Quality (COQ) |
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cost of quality
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-formulated by joseph juran
-classified into four categories |
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4 categories of COQ
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-costs to obtain good quality
1. prevention costs 2. appraisal costs -costs resulting from poor quality 3. internal failure costs 4. external failure costs |
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prevention costs
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costs associated with the planning and design phases of the product and the production process to put quality into the product before its made - also includes cots for training personnel in quality control
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appraisal costs
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costs associated with inspection, testing, and data gathering to determine the actual quality of products throughout all phases of the production process
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internal failure costs
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costs related to poor quality that result in scrap, rework, and equipment downtime, and more hidden costs such as increased labor and machine hours, increased machine failures and downtime, and customer delays
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external failure costs
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costs related to poor quality products that reach the customer
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(price - VC) * (volume - FC)
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profit =
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total quality management
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management and control activities based on the leadership of top management and based on the involvement of all employees and all department
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main characteristics of TQM systems
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1. customer focus
2. continuous improvement 3. leadership 4. top management commitment 5. participation and teamwork |
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single-sourcing (sole-sourcing)
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based on the notion that if a company has a major portion of a supplier's business, then the supplier is more willing to cooperate
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six sigma
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-a discipline, date-driven approach and methodology for improving a company's bottom-line results by eliminating defects and waste throughout its value chain
-based on statistical measure that equates to 3.4 defects per million parts |
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key concepts of six sigma
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1. focus on the customer
2. data driven decision 3. process orientation 4. measurable results 5. structure for success 6. design for six sigma |
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ISO 9000:2000 quality management principles
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1. customer focus
2. leadership 3. involvement of people 4. process approach 5. system approach to management 6. continual improvement 7. factual approach to decision making 8. mutually beneficial supplier relationships |
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the malcolm baldrige national quality award (MBNQA)
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-created by the U.S. department of commerce in 1987 in response to manufacturers' difficulty in competing with japanese firms during the 1970s and 1980s
-to provide firms with a structured approach to quality management |
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seven metrics of the MBNQA
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1. leadership
2. strategic planning 3. customer and market focus 4. information and analysis 5. human resource focus 6. process management 7. business results |
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statistical quality control (SQC)
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refers to using statistical techniques for measuring and improving the quality of processes and includes statistical process control (SPC), in addition to other techniques
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common cause variance
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natural variation that occurs due to random differences in the way the product or service is made
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assignable cause variance
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the variation due to specific reasons
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two sources of variability
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1. common cause variance
2. assignable cause variance |
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statistical process control (SPC)
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involves using statistical techniques to measure and analyze the variation in processes
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control charting
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the procedure used to show when the variation in the process is within the limits of the natural variation and when it goes out of control
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attributes data
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when the quality of characteristic being investigated is noted by either its presence or absence and then classified as either defective or non-defective
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variables data
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the characteristics are actually measured and can take on a value along a continuous scale
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three basic types of control charts
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1. variables data- x-bar and r charts
2. attributes data- p-charts 3. attributes data- c charts |
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X-bar charts (mean charts)
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measure changes to the central tendency of a process
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R-charts (range charts)
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indicate whether a gain or loss in variability has occurred
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