Mqm 227 Exam 2

Front 1

process flow analysis

Back 1

viewing and analyzing the transformation processas a sequence of steps connecting input to outputs. It is used to discover better methods orprocedures for producing or delivering a product or service deemed to be ofvalue to customers

Front 2

process flow charting

Back 2

The creation of visual diagram to describe atransformation process. (process mapping, service blueprinting, value streammapping)

Front 3

principles that should be followed in creating aprocess-flow chart

Back 3

· Identify and select a relevant transformationprocess (or system) to study

·Identify an individual or a team of individualsto be responsible for developing the flow chart and the analyses

·Specify boundaries of the transformation process

·Identify and sequence the operational stepsnecessary to complete the output for the customer

·Identify the performance metrics for theoperational steps

·Draw the flowchart, defining and using symbolsin a consistent manner

Front 4

questions that should be asked in process-flowanalysis

Back 4

·What is Little’s law? I= T X R, inventory = throughput time X averageflow rate

·What is capacity? The maximum rate of output or maximum flow ratefrom a transformation process

·What determines the capacity of the system? The capacity of the bottleneck

·What determines the flow rate of the system? The minimum of supply, demand, or capacity

Front 5

process redesign.

Back 5

·Identify, analyze, improve critical processes

·Extreme cases: Complete process reconfiguration

·Business Process Reengineering (BPR) Hammer and Champy. Radical Process Redesign

Front 6

business process reengineering (BPR)

Back 6

·Organize around outcomes, not tasks

·Have the people who do the work process theirown information

·Put the decision point where the work isperformed, and build the control into the process

·Eliminate unnecessary steps in the process

Front 7

“evolution of lean.”

Back 7

· Post WWII- US mass production the envy of theworld

·Rebuilding of Japanese manufacturingcapabilities

·Toyota Production System (TPS) and Just-In-Time(JIT) manufacturing

· TPS comes to the US- Only partial implementation- Little JIT-focus on inventory reduction

· Lean Production (Womack, Jones, and Roos-1990)

· Lean Thinking (Womack and Jones-1996)

Front 8

seven forms of waste

Back 8

· Overproduction

· Waiting time

· Unnecessary transportation

· Excess processing-poor design

· Too much inventory

· Unnecessary motion-wasted movements of people

· Defects

Front 9

five tenets of lean thinking

Back 9

· Create product/service value from customerperspective

· Identify, study, and improve the value stream

· Ensure simple, smooth, error-free flow

· Produce only what is pulled by the customer - Strive for perfection

Front 10

seven practices that can help an organizationachieve the lean tenets

Back 10

· Stabilizing the master schedule

· Controlling the flow (with the Kanban System)

· Reducing setup time and lot sizes

· Changing layout and maintaining equipment

· Cross-training, rewarding, and engaging workers

· Guaranteeing quality

· Changing relationships with suppliers

Front 11

five steps recommended to facilitate theimplementation of lean thinking

Back 11

· Establish a cross-functional team

· Determine what customer values

· Construct a value stream map-Identify and eliminate waste

· Use customer demand to pull work thru theprocess

· Implement identified changes

· Repeat the cycle on another process

Front 12

quality

Back 12

Quality is the meeting or exceeding customerrequirements now and in the future- The product or service is fit for the customer’suse.

Front 13

product quality

Back 13

o Quality of design: quality of market research,quality of concept, quality of specification

o Quality of conformance: technology, employees,management

o Availability: reliability, maintainability, logisticalsupport

o Field service: Promptness, competence, integrity

Front 14

The abilities

Back 14

Availability- Continuity of service to the customer -Availability= uptime/(uptime + downtime)

reliability-The length of time the product can be usedbefore it fails-Mean time between failure (MTBF)

Maintainability-Restoration of a product/service once it hasfailed-Mean time to repair (MTTR)

o Availability=MTBF/ (MTBF) + (MTBF + MTTR)

Front 15

Dimensions of Service Quality

Back 15

o Tangibles

o Reliability

o Responsiveness

o Assurance

o Empathy

Front 16

Planning, Controlling, and Improving quality

Back 16

o Define quality attributes on basis of customerneeds

o Decide how to measure each attributeo Set quality standards

o Establish appropriate tests for each standardo Find and correct causes for poor quality

- Continue to make improvements

Front 17

3 quality pioneers

Back 17

o W. Edwards Deming-management should play a role in quality improvement. Systems must be stable in statistical sense and continuous improvement

o Joseph Juran-quality trilogy-planning, control, and improvement of quality

o Philip Crosby- zero defects

Front 18

· Why do some quality improvement efforts fail?

Back 18

o Quality improvement efforts fail when managementdoes not lead by example and does not take a systems approach

Front 19

process capability

Back 19

o The ability of the process to meet or exceed thetechnical specifications

· If a process is in control, is it alsonecessarily capable of meeting specifications? No

· If a process is not in control, is it alsonecessarily not capable of meeting specifications? Not necessarily

Front 20

solving process capability problems

Back 20

· Upper Spec Limit-Lower Spec limit/ 6 Sigma=Cp

o If CP value is 1 or greater, product is capableof meeting specifications

o Only works well when mean is centered betweenspec limits

Cpk=min(USL-u/3 sigma),(U-LSL/3sigma)

Front 21

Continuous Improvement

Back 21

o onlgoing effort to improve products, services,or processes. These efforts can seek “incremental” improvement over time or“breakthrough” improvement all at once

§ To make improvement in the process, you mustmake a change in the process and/or its inputs. This involves problem solving and the management process of improvementprojects.

Front 22

7 tools of quality

Back 22

o flow chart, cause-and-effect, check sheet,scatter diagram, histogram, control chart, pareto chart (decreasing order)

Front 23

6 sigma

Back 23

help to deliver nearly perfect products

§ A systematic method for process improvement

§ DMAICDefine, measure, analyze, improve, control

Front 24

costs of quality

Back 24

includes prevention, appraisal, internal failure, and external failure.

2 components: control costs-remove defects

failure costs-during production process, or after product is shipped

Front 25

quality contributing to profitability

Back 25

investing in prevention activities such as training, process planning can avoid costs that occur later in production (appraisal, internal failure) or after production (external failure).

-trade off between internal/external failure costs and prevention/appraisal costs

Front 26

ISO 9000 certification

Back 26

companies use to ensure quality. oriented toward compliance (conformance quality) now includes customer requirements, continuous improvement and management leadership

must have plan and documentation and audits

Front 27

baldridge award

Back 27

best quality practice. 6 categories: manufacturing, service, small business, health care, education and non profit. 1000 total points.= leadership, strategic planning, customer focus, (management, analysis and knowledge mgmt.), workforce focus, process management, results

Front 28

quality control system design

Back 28

1) identify critical pts in each of the processes where inspection and testing are needed.

-ensure raw materials meet specifications. Test work in process. Inspect at the end

2) decide on the type of measurement to be used at each inspection pt.

3) decide on the mat of inspection to be used

4) deciding who should do the inspection

Front 29

Underlying principles of statistical process control

Back 29

Inspection of product while it is being produced.

-random variability is basic to any production process.

-production processes are not usually found in a state of control (lax procedures, improper machine maintenance)

Front 30

random and common variation

Back 30

variations that occur randomly when the process is under statistical control. Cannot be removed without changing the design of the process

Front 31

Attribute data/attribute control charts

Back 31

ex: % of defectives occurring in a sample.

p chart for % corresponding to the quality characteristic of interest. p is computed for each sample then averaged over all samples to yield p bar. use 3 standard deviations. If % falls outside control limits-process is stopped and search for cause. UCL & LCL

Front 32

Variable data/variable control chart

Back 32

Two values computed from sample: measure of central tendency and a measure of variability. Average=xbar Range. CL=xbarbar

UCL=xbarbar + A2Rbar

LCL=Xbarbar - A2Rbar

-xbarbar is grand average of xbar avgs.

Front 33

Range control

Back 33

CL=Rbar

UCL=D4Rbar

LCL=D3Rbar

Front 34

Using control charts

Back 34

samples should be fairly large-enough to detect one defective unit. How frequent to sample