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61 Cards in this Set
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A philosophy that focused on eliminating waste by purchasing or manufacturing just enough of the right items |
JIT Manufacturing |
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JIT Principles |
Production and supply of required number of parts when needed JI DOKA(Self Actualization) |
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JIT benefits |
Reduction of waste Reduction of WIP Reduction of lead time Reduced space requirement Less inventory of raw material Lower cost and high productivity Establishing proper customer-supplier relationship Enhanced customer satisfaction Improvement in flexibility Improved employee morale Improved satisfaction of shareholders due to high profit Improved productivity and improve quality |
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Major Tenets of Lean mfg |
Quick Changeover/Setup Reduction Value Strean Analysis Pull Kanban System TPM Workplace Organization 5S system Cellular mfg |
QVPTWC |
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A way of managing flow on the assembly line |
Kanban System |
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Two types of Kanban |
Withdrawal Production |
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Running a business with the sole motive of serving more and more customers and satisfying them |
Customer orientation |
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Customer attrition |
15% Quality problems 15% higher price 70% did not enjoy doing business |
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Documented in the form of Requirement Statement jointly agreed to and signed between customer and the organization |
Contractual Requirement |
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Parameters of Contractual Requirement |
Quality service/product characteristics Time schedule in delivery Price Service like installation and warranty Documentation support Training support |
QTPSDT |
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Parameters of Non Contractual |
Quality Implied Requirements Value for the money spent Environment of conducting business and friendliness of the customer service personnel of the organization |
QIVE |
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Relies more on interpersonal communications and satisfying the customers |
Customer service |
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CUSTOMER SERVICE ATTRIBUTES |
Caring Observant Mindful Friendly Obliging Responsible Tactful |
COMFORT |
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Developed Kano Model |
Dr. Nariaki Kano |
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Type of Quality(Kano Model) |
Basic Quality Performance Quality Excitement Quality |
BPE |
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Also known as threshold quality |
Basic quality |
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6 Basic quality Measurement |
Customer complaints Warranty data Product recall No. of lawsuit Things gone wrong Other failure reports |
CWPNTO |
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Thus measure satisfaction proportionate to the performance of the product |
Performance Quality |
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Customer received some features or attribute that they did not expect or think of |
Excitement Quality |
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Features to be identified by the organization |
-Basic features which must be provided -The features which give linearly proportional customer satisfaction -The features that will excite the customers and give exponential increase in customer satisfaction |
BTT |
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IMPORTANCE OF MEASURING CUSTOMER SATISFACTION |
No Hard and fast rule in identifying measures Identify vital few measures Arrive at Quantitative Indices |
NIA |
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ETDC |
Electronics Test and Devt Center |
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PDC |
Probable date of completion |
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7 Measures of Customer satisfaction |
Customer Perceived Quality Response Time Errors in Documentation Errors in Delivery Delay in Execution Delay in Delivery Measure Everyone's Satisfaction |
CREEDDM |
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PARAMETERS OF CPQ |
Defects in the product in delivery No. of requirements fulfilled No. of misunderstood requirement s Frequency of defects Time taken for repair |
DNNFT |
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PARAMETERS OF RESPONSE TIME |
Delay in delivery Delay in installation Promptness of service Time taken for attending to service calls No. of reminders the customer made to his service providers Response time of the organization to the customers' additional requirements after delivery |
DDPTNR |
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Change for better/ Continuous Improvement (is achieved through improving the current way of manufacturing and eliminating waste) |
Kaizen |
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It is a low-cost approach to improvement, available to every organization that has the determination to improve its processes for delighting customers. |
Kaizen |
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Major Competitive Dimensions |
Cost- make it cheap Product Quality and Reliability -make it good Delivery speed- make it fast Delivery reliability- deliver it when promised Coping with change in demand- change its volume Flexibility and new product introduction speed- change it |
CPDDCF |
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Two categories of quality |
Product quality Process quality |
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is critical because it relates directly to the reliability of the product. |
Process quality |
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refers to the ability of a company to offer a wide variety of products to its customers. |
Flexibility |
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Requirements to create a Continuous Improvement Culture |
Will Skill Authority Guidance |
WSAG |
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is a group of workers performing the same or similar work, who meet regularly to identify, analyze and solve work-related problems. |
quality circle |
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The term Kaizen actually became famous around the world through the works of? |
Masaaki Imai |
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is a Japanese organizational theorist and management consultant, known for his work on quality management, specifically on Kaizen. |
Masaaki Imai |
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he founded the Kaizen Institute Consulting Group (KICG) |
Masaaki Imai |
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KICG |
Kaizen Institute Consulting Group |
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2 Activities of Kaizen |
Maintenance Improvement |
MI |
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involves activities directed at maintaining current technological, managerial and operating standards. |
Maintenance |
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aims at revising the current standards |
Improvement |
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Three Basic Principles of Kaizen |
Workplace effectiveness Elimination of waste, strain and discrepancy Standardization |
WES |
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5S |
Seiri Seiso Seiton Seiketsu Shitsuke |
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Kaizen Implementation |
Gradual improvement of process Kaizen Blitz |
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it is a quick improvement methodology |
Kaizen blitz |
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Cross functional team |
Manager Supervisor Workers Marketing personnel Finance personnel Consultant |
MSWMFC |
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BPR |
Business Process Reengineering |
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AQC |
Apex Quality Council |
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5 Phases of Reengineering |
Planning Process study Study of the practices Redesign Implementation |
PPSRI |
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The defects are found only at tge final stage |
Product Orientation |
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The defects are to be found early |
Process Orientation |
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3 Elements of process model |
Input Output Process |
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Inputs Requirements |
BOM Specification of material Requirement for inspection Procedure for receipt of materials |
BSRP |
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ETX |
Entry Task Exit |
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Conditions to be satisfied before the task is undertaken |
Entry |
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Conditions to be fulfilled before the task is considered completely |
Exit |
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6 Model for Process improvement |
Study Streamline Simplify Standardize Synergize Strengthening |
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The process should offer the least resistance to motion in the organization |
Streamlining |
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Dividing the entire process of mfg or providing services starting from external supplier and ending at tge external customer |
Customer-Supplier Chain |
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A series of links and shared processes that exists between the suppliers and customers |
Supply Chain |
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Optimizing all activities throughout the supply chain |
SCM |
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