WGU C215 Operations Management - Objective Assessment Prep Guide & Terminologies Combo Study Guide

WGU C215 Operations Management - Objective Assessment Prep Guide & Terminologies Combo Study Guide 1. customer focus 2. continuous improvement 3. employee empowerment 4. use of quality tools 5. product design 6. process management 7. managing supplier quality Total Quality Management (TQM) Philosophy Basic function of Six Sigma. Measures the process potential and performance of processes. The higher the range of Cpk, the improved is the ability of the process to complete its necessities. Uses both the process variability and the process specifications to determine whether the process is "capable." Process Capability Index (Cpk) A disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process - from manufacturing to transactional and from product to service. Six Sigma The theoretical maximum output of a system in a given period under ideal conditions. Design Capacity The capacity a firm expects to achieve given its current operating constraints. Effective Capacity proximity to customers, transportation, source of labor, community attitude, proximity to suppliers, and many other factors. Location AnalysisA type of process used to produce a large volume of a standardized product. Line Processes A type of process used to produce a small quantity of products in groups or batches based on customer orders or specifications. Batch Processes A type of process used to make a one-at-a-time product exactly to customer specifications. Project Processes A type of process that operates continually to produce a high volume of a fully standardized product. Continuous Processes Longest task in the process. Bottleneck A type of automated system that combines the flexibility of intermittent operations with the efficiency of continuous operations. Flexible Manufacturing System (FMS) A technique for monitoring the flow of jobs between work centers. Output/Input Control The net increase created during the transformation of inputs into final outputs. Value-Added Layouts that combine characteristics of process and product layouts. Hybrid Layouts Table that reflects opinions of managers with regard to the importance of having any two departments close together. Relationship Chart (REL) The shortest distance between two locations using north-south and east-west movements. Rectilinear DistanceTable that gives the number of trips or units of product moved between any pair of departments. From-To Matrix Schematic showing the placement of resources in a facility. Block Plan The average of the observation times for each of the work elements. Mean Observed Times The mean observed time multiplied by the performance rating factor by the frequency of occurrence. Normal Time The length of time it should take a qualified worker using appropriate process and tools to complete a specific job, allowing time for personal fatigue and unavoidable delays. Standard Time A philosophy designed to achieve high-volume production through elimination of waste and continuous improvement. Based on a "pull" system rather than a "push" system. The three elements are just-in-time manufacturing, total quality management, and respect for people. Just-in-Time (JIT) A card that specifies the exact quantity of product that needs to be produced. Kanban card A philosophy of neverending improvement. Continuous Improvement Supplies materials or services directly to the processing facility. Tier One Suppliers Directly supplies materials or services to a tier one supplier in the supply chain. Tier Two Suppliers Directly supplies materials or services to a tier two supplier in the supply chain. Tier Three Suppliers