Mgt 366 Exam 2

Front 1

7 Things that product and service design do:

Back 1

1. Translate customer wants and needs into product and service requirements
2. Refine existing products and services
3. Develop new products and/or services
4. Formulate quality goals
5. Formulate cost targets
6. Construct and test prototypes
7. Translate product and service specifications into process specifications

Front 2

6 Reasons why product or service design is strategically important:

Back 2

1. Economic
2. Social and demographic
3. Political, liability, or legal
4. Competitive
5. Cost or availability
6. Technological

Front 3

assessment of the environmental impact of a product or service throughout its useful life

Back 3

life cycle assessment

Front 4

4 Reasons that life cycle assessment is becoming increasingly important:

Back 4

1. Global warming
2. Smog formation
3. Oxygen depletion
4. Solid waste generation

Front 5

What are the 3 R's?

Back 5

1. Reduce
2. Reuse
3. Recycle

Front 6

Why is standardization a factor in design?

Back 6

Means interchangeable parts, which greatly lower the cost of production while increasing productivity and making replacement or repair relatively easy

Front 7

a strategy of producing basically standardized goods, but incorporating some degree of customization

Back 7

mass customization

Front 8

5 Advantages of Standardization:

Back 8

1. Immediately available to customers
2. Interchangeable parts
3. Design costs are lower
4. Reduced time and cost to train employees
5. Reduced time to design jobs

Front 9

2 Disadvantages of Standardization:

Back 9

1. Reduction in variety
2. Manufacturer may freeze a design prematurely

Front 10

What are the two elements of QFD?

Back 10

1. Customer requirements
2. Technical requirements

Front 11

product design using computer graphics

Back 11

computer-aided design

Front 12

the use of computers in process control

Back 12

computer-aided manufacturing

Front 13

a system for linking a broad range of manufacturing activities through an integrating computer system

Back 13

computer-integrated manufacturing

Front 14

the ability of a product, part, or system to perform its intended function under a prescribed set of conditions

Back 14

reliability

Front 15

design that results in products or services that can function over a broad range of conditions

Back 15

robust design

Front 16

the upper limit or ceiling on the load that an operating unit can handle

Back 16

capacity

Front 17

What are the three key questions in capacity planning?

Back 17

1. What kind of capacity is needed?
2. How much is needed to match demand?
3. When is it needed?

Front 18

an operation in a sequence of operations whose capacity is lower than that of the other operations

Back 18

bottleneck operation

Front 19

How can a bottleneck affect operations?

Back 19

Can slow process and cause buildup

Front 20

Explain the importance of constraint management.

Back 20

Limits the performance of a process or system in achieving its goals

Front 21

List six main considerations relevant to a make or buy decision:

Back 21

1. Available capacity
2. Expertise
3. Quality considerations
4. Nature of demand
5. Cost
6. Risks

Front 22

Name six things that can be done to enhance capacity management.

Back 22

1. Design flexibility into systems
2. Take stage of life cycle into account
3. Take a "big-picture" approach to capacity changes
4. Prepare to deal with capacity "chunks"
5. Attempt to smooth out capacity requirements
6. Identify the optimal operating level

Front 23

What is the purpose of cost-volume analysis?

Back 23

To estimate the income of an organization under different operating conditions

Front 24

a schematic representation of the available alternatives and their possible consequences

Back 24

decision tree

Front 25

What three primary questions bear on process selection?

Back 25

1. How much variety in products or services will the system need to handle?
2. What degree of equipment flexibility will be needed?
3. What is the expected volume of output?

Front 26

What are the two key aspects of an organization's process strategy?

Back 26

1. Demand variety
2. Uncertainty exists about demand

Front 27

What three kinds of technology is operations management most concerned with?

Back 27

1. Product and service technology
2. Process technology
3. Information technology

Front 28

linking key product or service requirements to process capabilities

Back 28

product profiling

Front 29

How is product profiling used?

Back 29

To avoid any inconsistencies by identifying key product or service dimensions and then selecting appropriate processes

Front 30

machinery that has sensing and control devices that enable it to operate automatically

Back 30

automation

Front 31

machines that perform operations by following mathematical processing instructions

Back 31

numerically controlled machines

Front 32

the cells contain the machines and tools needed to process families of parts having similar processing requirements

Back 32

manufacturing cells

Front 33

a group of machines designed to handle intermittent processing requirements and produce a variety of similar products

Back 33

flexible manufacturing system

Front 34

What is the concept of lean process design?

Back 34

Focuses on variance reduction in workload over the entire process to achieve level production and thereby improve process flow

Front 35

What should be the four results of lean process design?

Back 35

1. Reduced inventory and floor space
2. Quicker response times and shorter lead times
3. Reduced defects, rework, and scrap
4. Increased productivity

Front 36

the process of assigning tasks to workstations in such a way that the workstations have approximately equal time requirements

Back 36

line balancing

Front 37

Operating time per day / Desired output rate

Back 37

cycle time

Front 38

Sum of task times / Cycle time

Back 38

Minimum number of stations

Front 39

layouts that can handle varied processing requirements

Back 39

process layouts

Front 40

layout that uses standardized processing operations to achieve smooth, rapid, high-volume flow

Back 40

product layout

Front 41

layout in which the product or project remains stationary, and workers, materials, and equipment are moved as needed

Back 41

fixed-position layout

Front 42

the ability of a product or service to consistently meet or exceed customer expectations

Back 42

quality

Front 43

"father of statistical quality control"

Back 43

Walter Shewhart

Front 44

Assisted the Japanese in improving quality and productivity after WWII

Back 44

W. Deming

Front 45

Also taught Japanese manufacturers how to improve the quality of their goods and published "Quality Control Handbook"

Back 45

Joseph Juran

Front 46

Was instrumental in advancing the "cost of nonconformance" approach as a reason for management to commit to quality

Back 46

Armand Feigenbaum

Front 47

He developed the concept of zero defects

Back 47

Philip Crosby

Front 48

His key contributions were the development of the cause-and-effect diagram for problem solving and the implementation of quality circles

Back 48

Kaoru Ishikawa

Front 49

He is best known for his loss function, which involves a formula for determining the cost of poor quality

Back 49

Genichi Taguchi

Front 50

8 Dimensions of Product Quality:

Back 50

1. Performance
2. Aesthetics
3. Special features
4. Conformance
5. Reliability
6. Durability
7. Perceived quality
8. Serviceability

Front 51

intention of designers to include or exclude features in a product or service

Back 51

quality of design

Front 52

the degree to which goods or services conform to the intent of the designers

Back 52

quality of conformance

Front 53

4 Consequences of Poor Quality:

Back 53

1. Loss of business
2. Liability
3. Productivity
4. Costs

Front 54

9 Benefits of Good Quality:

Back 54

1. Enhanced reputation
2. Ability to command premium prices
3. Increased market share
4. Greater customer loyalty
5. Lower liability costs
6. Fewer production or service problems
7. Fewer complaints from customers
8. Lower productions costs
9. Higher profits

Front 55

costs of activities designed to ensure quality or uncover defects

Back 55

appraisal costs

Front 56

costs of preventing defects from occuring

Back 56

prevention costs

Front 57

costs caused by defective parts or products or by faulty services

Back 57

failure costs

Front 58

What are seven external costs of quality:

Back 58

1. Warranty work
2. Handling of complaints
3. Replacements
4. Liability/litigation
5. Payments to customers or discounts used to offset the inferior quality
6. Loss of customer goodwill
7. Opportunity costs related to lost sales

Front 59

He is the creator of the Optimized Production Technology and the Theory of Constraints

Back 59

Eli Goldratt

Front 60

Eight variables that affect capacity?

Back 60

1. Ability of organization to meet future demands for products and services
2. Operating costs
3. Initial cost
4. Long-term commitment of resources
5. Competitiveness
6. Ease of management
7. Globalization
8. Finances

Front 61

How does the modern strategic approach to quality management differ from the former, traditional approach?

Back 61

Up until that time, the main emphasis had been on finding and correcting defective products before they reached the market. The strategic approach is proactive, focusing on preventing mistakes from occurring in the first place.