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MAR 3203 Exam 3
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Name: Score:105 Multiple choice questions
Term 1 of 105
X bar Chart
tracks charges in the central tendency
reduce variability and unplanned downtime
better performance, more features, and other sometimes costly improvements.
the rate at which units move through a process
Term 2 of 105
ISO 9000
The new process to make sure performance levels are maintained.
the quality standard with international recognition.
Include the physical evidence of the service.
The data, ensuring repeatability
,Term 3 of 105
Lean and Just in Time
-Powerful strategy for improving operations
-Materials arrive where they
are needed only when they
are needed
-Identifying problems and
driving out waste reduces
costs and variability and
improves throughput
-Requires a meaningful
buyer-supplier relationship
- Shows that costs increase as the product moves away from what the customer wants
- Costs include customer dissatisfaction, warranty and service, internal scrap and repair,
and costs to society
-Understanding the customer and their expectations
-Functional areas communicate and collaborate to make sure customer expectations are
met
-Implement the tools of Lean throughout the organization
- Waste is anything that does not add value from the customer point of view
- Storage, inspection, delay, waiting in queues, and defective products do not add value
and are 100% waste
,Term 4 of 105
Process Capability
is a measure of the relationship between the natural variation of the process and the design
specifications
costs associated with reducing the potential for defective parts or services (e.g., training,
quality improvement programs)
costs that result from producing defective parts or service before delivery to customers
(e.g., rework, scrap, downtime.
-People are treated as knowledge workers
-Engage mental and physical capabilities
-Empower employees
Definition 5 of 105
-Never-ending process of continual improvement
-Covers people, equipment, suppliers, materials, and procedures.
-Every operation can be improved
Continuous Improvement
Employee Empowerment
Control Charts for Variables
Lean Organizations
Definition 6 of 105
reduce variability and unplanned downtime
Product Liability
Support/maintenance
Sustain/self-discipline
Lean systems require managers to
, Term 7 of 105
Target oriented quality
A tool that identifies process elements (causes) that may effect an outcome
AKA Fishbone diagram
A philosophy of continuous improvement to bring a product exactly on target.
- Engineering and experimental design methods to improve product and process design
A chart with time on the horizontal axis to plot values of a statistic
Definition 8 of 105
the rate at which units move through a process
Improve Throughput
Global Implications
Lean in services
Manufacturing cycle time
Term 9 of 105
Pareto Charts
A program to save time, improve quality, and lower costs. Has two different meaning in
TQM.
Statistical & Program
-Originally developed by Motorola
Poor production processes resulting in improper quantities, late, or non-conforming units
A graph to identify and plot problems or defects in descending order of frequency, often
referred to as the 80-20 rule
Graphic presentations of process data over time, with predetermined control limits.
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