OM test 2

Production technology: Process control

(Real time monitoring and control of processes)- Sensors collect data - Devices read data on periodic basis - Measurements translating into digital signals then sent to a computer - Computer programs analyze the data - Resulting output may take numerous forms

Four Process Strategies: Process focus

(ex. Arnold Palmer hospital, low volume, high variety, intermittent processes) - Facilities are organized around specific activities or processes - Job Shop - General purpose equipment and skilled personnel - High degree of product flexibility - Typically high costs and low equipment utilization - Product flows may vary considerably making planning and scheduling a challenge

Four process strategies: Product focus

(ex. Beer, high volume, low variety, continuous process) - Facilities are organized by product - High volume but low variety of products - Long, continuous production runs enable efficient processes - Typically high fixed cost but low variable cost - Generally less skilled labor

Four process strategies: Mass customization focus

(ex. Dell computer, high volume, high variety) - The rapid, low-cost production of goods and service to satisfy increasingly unique customer desires - Combines the flexibility of a process focus with the efficiency of a product focus

Four process strategies: Repetitive focus

(ex. Harley Davidson, modular) - Facilities often organized as assembly lines - Characterized by modules with parts and assemblies made previously - Modules may be combined for many output options - Less flexibility than process-focused facilities but more efficient

Quality Robustness

- Ability to produce products uniformly in adverse manufacturing and environmental conditions - Remove effects of adverse conditions

Production technology: Flexible manufacturing system

- Computer controls both the workstation and the material handling equipment - Enhance flexibility and reduced waste - Can economically produce low volume at high quality - Reduced changeover time and increased utilization - Stringent communication requirement between components

Control charts

- Constructed from historical data - Distinguish between natural and assignable causes of variation - Different control charts based on quality data used - Designed on basis of central limit theorem

Long-range capacity

- Design new production processes - Add (or sell existing) long-lead-time equipment - Acquire or sell facilities - Acquire competitors - >3 years

Control Charts for Variables

- Dimensional data in whole or fractional values - Charts must be used together to evaluate whether process is "in control" > x-Chart tracks changes in central tendency > R-chart indicated gain or loss of dispersion

Total Quality Management

- Encompasses entire organization from supplier to customer - Stresses a commitment by management to have a continuing companywide drive toward excellence in all aspects of products and services that are important to the customer

Production technology: etc

- Machine Technology - Automatic identification system (AISs) and RFID - Automated storage and retrieval - Automated guided vehicle - Flexible manufacturing system - Computer-integrated manufacturing (CIM)

Production technology: Vision system

- Particular aid to inspection - Consistently accurate - Never bored - Modest cost - Superior to individuals performing the same tasks

Production technology: Robots

- Perform monotonous or dangerous tasks - Perform tasks requiring significant strength or endurance - Generally enhanced consistency and accuracy

Variable Data

- Product characteristic that can be measured - Length size, weight, height, time, velocity y

Short run capacity

- Schedule jobs - Schedule personnel - Allocate machinery - <3 months

Intermediate range capacity

- Subcontract - Add or sell equipment - Add or reduce shifts - Build or use inventory - More or improved training - Add or reduce personnel - 3-36 months

Break-even analysis

- Technique for evaluating process and equipment alternatives - Objective is to find the point in dollars and units at which cost equals revenue - Requires estimation of fixed costs, variable costs, and revenue

Attribute data

- product characteristic evaluated with a discrete choice - good/bad, yes/no

Quality loss function

- the rationale that a service or product that barely conforms to the specifications is more like a defective service or product than a perfect one - Cost increase away from the target

Documents for Services

-High levels of customer interaction necessitates different documentation -Often explicit job instructions -Scripts and storyboards are other techniques - Guidelines

Documents for Production

1. Assembly drawing - Shows exploded view of product - Details relative locations to show how to assemble the product 2. Assembly chart - Identifies the point of production where components flow into subassemblies and ultimately into the final product 3. Route sheet - Lists the operations and times required to produce a component 4. Work order - Instructions to produce a given quantity of a particular item, usually to a schedule 5. Engineering change notice

Implications of Quality

1. Company reputation 2. Product liability 3. Global implications

Seven Concepts of TQM

1. Continuous improvement 2. Six Sigma 3. Employee empowerment 4. Benchmarking 5. Just-in-time (JIT) 6. Taguchi concepts 7. Knowledge of TQM tools

Quality Function Deployment (QFD) - House of quality

1. Customer wants 2. How the good/service will satisfy customer wants 3. Customer wants to product hows 4. Relationship between the firm's hows 5. Importance ratings 6. Competing products 7. Compare performance

Managing demand

1. Demand exceeds capacity - Curtail demand by raising prices, scheduling longer lead times, discouraging marginally profitable business - Long-term solution is to increase capacity 2. Capacity exceeds demand - Stimulate market - Product changes

Product development continuum

1. External development strategies - Alliances - Joint ventures - Purchase technology or expertise by acquiring the developer 2. Internal development strategies - Migrations of existing products - Enhancements to existing products - New internally developed products

Process analysis and design

1. Flow chart - Movement of materials 2. Time-function mapping - Flows and time frame 3. Value-streaming mapping - Flows, time and value added processes 4. Process chart - Symbols show key activities 5. Service blueprinting - Customer/provider interaction

Defining product

1. Function 2. Specifications 3. Engineering drawing - Shows dimensions, tolerances and materials 4. Bill of material (BOM) - Lists components, quantities and where used

TQM Tools

1. Generating ideas - Check sheet - Scatter diagram - Cause and effect diagram 2. Organizing data - Pareto chart - Flowchart (process diagram) 3. Identifying problems - Histogram - Statistical process control chart > a chart with time on the horizontal axis to plot values of a statistic

Product Life Cycle

1. Introductory - Unusual expenses for research, product development, process enhancement, supplier development 2. Growth - Stabilize design, effective forecasting, consider capacity 3. Maturity - Competition established, high volume, control costs, reduce options, pare down product line 4. Decline - Special contribution

Tactics for matching capacity to demand

1. Making staffing changes 2. Adjusting equipment - Purchasing additional machinery - Selling or leasing out existing equipment 3. Improving processes to increase throughput 4. Redesigning products to facilitate more throughput 5. Adding process flexibility to meet changing product preferences 6. Closing facilities

Causes of variation

1. Natural causes of variation - Inherent and expected amount of variation - Output measures follow probability distribution > Central tendency > Dispersion - If the distribution of output falls within acceptable limits, the process is said to be "in control" 2. Assignable causes of variation - Traced to specific reason > Generally this is some change in the process - Identify and eliminate

Manufacturability and value engineering

1. Pre-production 2. Benefits include: ―Reduced complexity ―Reduced environmental impact ―Additional standardization ―Improved functional aspects ―Improved job design and job safety ―Improved serviceability ―Robust design

Cost of Quality

1. Prevention costs - Reducing potential for defects 2. Appraisal costs - Evaluating products, processes 3. Internal failure costs - Producing defects before delivery 4. External failure costs - Identifying defects after delivery

Issues for Product Design

1. Robust design - Small variations in production or assembly don't adversely affect product - Lower cost and higher quality 2. Modular design - Easily segmented components - Flexibility for production and marketing 3. Computer-aided design (CAD), Computer-aided manufacturing (CAM) —Computers to design products and prepare engineering documentation - Computers to control manufacturing equipment - Often driven by CAD system 4. Additive manufacturing - Also known as 3D printing - Uses CAD technology to produce products by adding material layer upon layer 5. Virtual reality technology - Interactive model of product from basic CAD data - See finished design before physical model is built 6. Value analysis - Focuses on design improvement during production - Improvements to better product or better production 7. Sustainability and Life Cycle Assessment (LCA) - Meeting needs of present without compromising ability of future generations to meet their needs - Formal evaluation of the environmental impact of a product

Service design - adding service efficiency

1. Service productivity low; complicates product design 2. To increase efficiency - Limit the options - Delay customization - Modularization - Automation - Moment of truth

Statistical Process Control (SPC)

1. Statistics and control charts to monitor process 2. Four key steps - Measure the process - When a change is indicated, find the assignable cause - Eliminate or incorporate the cause - Restart the revised process

Organizing for product development

1. Traditional ―Departments, defined responsibilities 2. Champion ―Product manager drives the product through system and related organizations 3. Team approach ―Cross functional, team approach ―Product development teams, design for manufacturability teams, value engineering teams 4. Japanese approach ―Whole organization, less structure

Views of quality

1. User-based - Better performance - Quality lies in the eye of the beholder 2. Manufacturing-based - Conformance to standards 3. Product-based - Specific, measurable attributes of products

A large quantity and large variety of products are produced in A. mass customization. B. product focus. C. process focus. D. repetitive focus.

A

Break-even analysis for the​ single-product case requires an estimation of fixed​ costs, variable​ costs, and A. revenue. B. ​price, along with the percent of total dollar sales for each product. C. price. D. the percent of total dollar sales for each product.

A

Features such as the yellow line for first downs on televised football games and your GPS location on a smartphone map are examples of which of the following​ terms? A. Augmented reality B. Modular designs C. ​Computer-aided designs D. Additive manufacturing

A

Inspections should NOT take place A. after costly or irreversible processes. B. at your facility upon receipt of goods from your supplier. C. at your​ supplier's plant while the supplier is producing. D. during the​ step-by-step production process.

A

In​ manufacturing, excess capacity can be used to A. do more​ setups, shorten production​ runs, and drive down inventory costs. Your answer is correct.B. do fewer​ setups, shorten production​ runs, and drive down inventory costs. C. do fewer​ setups, lengthen production​ runs, and drive down inventory costs. D. do more​ setups, lengthen production​ runs, and drive down inventory costs.

A

Low-volume, high-variety production is best suited for which of the following process​ strategies? A. process focus B. mass customization C. repetitive focus D. product focus

A

Self-checkout at a grocery store is an example of A. customer participation in service delivery. B. customer participation in service design. C. delayed customization. D. complete automation.

A

The American Society for Quality defines quality as A. the totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs. B. even though it cannot be​ defined, you know what it is. C. how well a product fits patterns of consumer preferences. D. the degree of excellence at an acceptable price and the control of variability at an acceptable cost.

A

The objective of a statistical process control​ (SPC) system is to A. provide a statistical signal when assignable causes of variation are present. B. assess customer expectations. C. provide a statistical signal when natural causes of variation are present. D. eliminate natural variations.

A

What is a drawing of the movement of​ material, product or​ people? A. flowchart B. RFID C. process chart D. AIS

A

Which of the following is NOT a valid principle of bottleneck​ management? A. Increasing the capacity of a​ non-bottleneck station increases the capacity for the whole system. B. Lost time at the bottleneck represents lost capacity for the whole system. C. Increasing the capacity of a​ non-bottleneck station is a mirage. D. Release work orders to the system at the pace set by the​ bottleneck's capacity.

A

Which of the following is NOT part of a successful quality​ strategy? A. Minimize quality costs throughout the organization B. Understanding the principles of quality C. Building an organizational culture that fosters quality D. Engaging employees in building and implementing quality

A

Efficiency

Actual output as a percentage of effective capacity (Actual output / effective capacity)

Demand management

Appointment, reservations, FCFS rule

Cause-and-effect diagrams are also known as A. Pareto charts. B. ​fish-bone charts. C. target specification graphs. D. flowcharts.

B

In which phase of the life cycle has the product design begun to​ stabilize? A. Introductory phase B. Growth phase C. Decline phase D. Maturity phase

B

Most manufacturing items and their components are defined by A. the​ make-or-buy decision. B. an engineering drawing. C. a BOM. D. group technology.

B

Which of the following TQM tools would be best suited for determining the most important​ problems? A. Histogram B. Pareto chart C. Flowchart D. Check sheet

B

Which of the following is a characteristic of the maturity phase of the product life​ cycle? A. Products are "fine-tuned." B. Competitors are well established. C. Products are considered for termination. D. Product designs begin to stabilize.

B

Which of the following phases of the product life cycle has negative cash flow and increasing spending on development and​ production? A. decline phase B. introductory phase C. growth phase D. maturity phase

B

Which of the following strategies helps to smooth utilization of​ facility, equipment, and​ personnel? A. Raise prices when capacity exceeds demand. B. Offer products with complementary demand patterns​ (e.g., jet skis and​ snowmobiles). C. Hire only temporary​ part-time employees. D. Market aggressively when demand exceeds capacity.

B

Which of the following technologies is particularly useful for prototype development and small lot​ production? A. CAD B. ​3-D printing C. STEP D. CAM

B

A route sheet A. is an instruction to make a given quantity of a particular item. B. is a correction or modification of an engineering drawing or bill of materials. C. lists the operations necessary to produce the component. D. shows in schematic form how a product is assembled.

C

High-volume, low-variety production is best suited for which of the following process​ strategies? A. mass customization B. process focus C. product focus D. repetitive focus

C

Wheeled Coach Ambulance uses an interactive computer program to develop and document its products. What is it​ called? A. ​computer-aided plowing B. ​3-D object modeling C. ​computer-aided design​ (CAD) D. modular designs

C

Which of the following TQM tools would be best suited to monitor class attendance throughout the​ semester? A. ​Cause-and-effect diagram B. Scatter diagram C. Statistical process control chart D. Pareto chart

C

Which of the following is a characteristic of the maturity phase of the product life​ cycle? A. Products are considered for termination. B. Products are​ "fine-tuned." C. Competitors are well established. D. Product designs begin to stabilize.

C

Effective capacity

Capacity a firm expects to achieve given current operating constraints

Managing quality helps build successful strategies of A. ​differentiation, low cost and service. B. ​differentiation, time and service. C. ​differentiation, time and response. D. ​differentiation, low cost and response.

D

What is a design that can be produced to requirements even with unfavorable conditions in the production​ process? A. modular design B. CAD C. DFMA D. robust design

D

What is the theoretical maximum output of a system in a given period under ideal​ conditions? A. efficiency B. effective capacity C. utilization D. design capacity

D

Which of the following capacity adjustment options applies to​ intermediate-range planning? A. allocate machinery B. add long lead time equipment C. schedule personnel D. subcontract

D

Which of the following is NOT a benefit generated by manufacturability and value​ engineering? A. reduction of environmental impact B. reduced complexity of the product C. improved job design and job safety D. reduced standardization of components

D

Which of the following is NOT a common TQM​ tool? A. histograms B. check sheets C. scatter diagrams D. queuing models

D

Which of the following is NOT an external failure​ cost? A. costs to society B. lost goodwill C. returned goods D. scrap

D

Which of the following is guaranteed to increase the design capacity of a​ process? A. Decrease the throughput time B. Increase the throughput time C. Increase the bottleneck time D. Decrease the bottleneck time

D

Which of the following phases of the product life cycle has negative cash flow and increasing spending on development and​ production? A. growth phase B. decline phase C. maturity phase D. introductory phase

D

Which of the following statements is NOT​ true? A. The selection of equipment requires considering​ cost, cash​ flow, market​ stability, quality,​ capacity, and flexibility. B. Selection of a particular process strategy requires decisions about equipment and technology. C. Selecting the best equipment requires understanding the specific industry and available processes and technology. D. Adding flexibility to the production process can be a major competitive advantage. Building flexibility into a production process is usually​ inexpensive, but difficult.

D

Which type of control chart should be used when it is possible to have more than one mistake per​ item? A. p​-chart B. x​-bar chart C. R​-chart D. c​-chart

D

Capacity management

Full time, temporary, part-time staff

Bottleneck

Is a limiting factor or constraint, has the lowest effective capacity in a system

Design capacity

The maximum output rate or service capacity an operation, process, or facility is designed for

Statistical Process Control

The objective of a process control system is to provide a statistical signal when assignable causes of variation are present

Capacity

The throughput, or the number of units a facility can hold, receive, store, or produce in a period of time

Throughput time

The time it takes for a unit of good to go through production from start to end with no waiting

Bottleneck time

The time of the lowest workstation in a production system

Quality

The totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs

Target-oriented quality

a philosophy of continuous improvement to bring a product exactly on target

Utilization

actual output as a percentage of design capacity (Actual output / design capacity)

capacity analysis

determining throughput capacity of workstations in a system or an entire production system