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61 Cards in this Set
- Front
- Back
7 Things that product and service design do:
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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 |
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6 Reasons why product or service design is strategically important:
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1. Economic
2. Social and demographic 3. Political, liability, or legal 4. Competitive 5. Cost or availability 6. Technological |
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assessment of the environmental impact of a product or service throughout its useful life
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life cycle assessment
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4 Reasons that life cycle assessment is becoming increasingly important:
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1. Global warming
2. Smog formation 3. Oxygen depletion 4. Solid waste generation |
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What are the 3 R's?
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1. Reduce
2. Reuse 3. Recycle |
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Why is standardization a factor in design?
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Means interchangeable parts, which greatly lower the cost of production while increasing productivity and making replacement or repair relatively easy
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a strategy of producing basically standardized goods, but incorporating some degree of customization
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mass customization
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5 Advantages of Standardization:
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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 |
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2 Disadvantages of Standardization:
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1. Reduction in variety
2. Manufacturer may freeze a design prematurely |
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What are the two elements of QFD?
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1. Customer requirements
2. Technical requirements |
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product design using computer graphics
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computer-aided design
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the use of computers in process control
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computer-aided manufacturing
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a system for linking a broad range of manufacturing activities through an integrating computer system
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computer-integrated manufacturing
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the ability of a product, part, or system to perform its intended function under a prescribed set of conditions
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reliability
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design that results in products or services that can function over a broad range of conditions
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robust design
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the upper limit or ceiling on the load that an operating unit can handle
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capacity
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What are the three key questions in capacity planning?
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1. What kind of capacity is needed?
2. How much is needed to match demand? 3. When is it needed? |
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an operation in a sequence of operations whose capacity is lower than that of the other operations
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bottleneck operation
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How can a bottleneck affect operations?
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Can slow process and cause buildup
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Explain the importance of constraint management.
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Limits the performance of a process or system in achieving its goals
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List six main considerations relevant to a make or buy decision:
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1. Available capacity
2. Expertise 3. Quality considerations 4. Nature of demand 5. Cost 6. Risks |
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Name six things that can be done to enhance capacity management.
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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 |
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What is the purpose of cost-volume analysis?
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To estimate the income of an organization under different operating conditions
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a schematic representation of the available alternatives and their possible consequences
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decision tree
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What three primary questions bear on process selection?
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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? |
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What are the two key aspects of an organization's process strategy?
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1. Demand variety
2. Uncertainty exists about demand |
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What three kinds of technology is operations management most concerned with?
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1. Product and service technology
2. Process technology 3. Information technology |
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linking key product or service requirements to process capabilities
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product profiling
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How is product profiling used?
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To avoid any inconsistencies by identifying key product or service dimensions and then selecting appropriate processes
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machinery that has sensing and control devices that enable it to operate automatically
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automation
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machines that perform operations by following mathematical processing instructions
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numerically controlled machines
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the cells contain the machines and tools needed to process families of parts having similar processing requirements
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manufacturing cells
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a group of machines designed to handle intermittent processing requirements and produce a variety of similar products
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flexible manufacturing system
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What is the concept of lean process design?
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Focuses on variance reduction in workload over the entire process to achieve level production and thereby improve process flow
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What should be the four results of lean process design?
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1. Reduced inventory and floor space
2. Quicker response times and shorter lead times 3. Reduced defects, rework, and scrap 4. Increased productivity |
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the process of assigning tasks to workstations in such a way that the workstations have approximately equal time requirements
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line balancing
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Operating time per day / Desired output rate
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cycle time
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Sum of task times / Cycle time
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Minimum number of stations
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layouts that can handle varied processing requirements
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process layouts
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layout that uses standardized processing operations to achieve smooth, rapid, high-volume flow
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product layout
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layout in which the product or project remains stationary, and workers, materials, and equipment are moved as needed
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fixed-position layout
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the ability of a product or service to consistently meet or exceed customer expectations
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quality
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"father of statistical quality control"
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Walter Shewhart
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Assisted the Japanese in improving quality and productivity after WWII
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W. Deming
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Also taught Japanese manufacturers how to improve the quality of their goods and published "Quality Control Handbook"
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Joseph Juran
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Was instrumental in advancing the "cost of nonconformance" approach as a reason for management to commit to quality
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Armand Feigenbaum
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He developed the concept of zero defects
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Philip Crosby
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His key contributions were the development of the cause-and-effect diagram for problem solving and the implementation of quality circles
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Kaoru Ishikawa
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He is best known for his loss function, which involves a formula for determining the cost of poor quality
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Genichi Taguchi
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8 Dimensions of Product Quality:
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1. Performance
2. Aesthetics 3. Special features 4. Conformance 5. Reliability 6. Durability 7. Perceived quality 8. Serviceability |
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intention of designers to include or exclude features in a product or service
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quality of design
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the degree to which goods or services conform to the intent of the designers
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quality of conformance
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4 Consequences of Poor Quality:
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1. Loss of business
2. Liability 3. Productivity 4. Costs |
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9 Benefits of Good Quality:
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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 |
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costs of activities designed to ensure quality or uncover defects
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appraisal costs
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costs of preventing defects from occuring
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prevention costs
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costs caused by defective parts or products or by faulty services
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failure costs
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What are seven external costs of quality:
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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 |
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He is the creator of the Optimized Production Technology and the Theory of Constraints
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Eli Goldratt
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Eight variables that affect capacity?
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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 |
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How does the modern strategic approach to quality management differ from the former, traditional approach?
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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.
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