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Operations and Supply Chain Management – C720 (WGU)
1.Concurrent Engineering: Completing product design and process
design si- multaneously.
2.Relative Advantage: Where one entity has an advantage over
another; will often trade their specialized products for those that they
do not produce; companies with a relative advantage are able to
produce products at a lower cost than their competitors.
3.What is the percentage of businesses that operate within the
service sector?: 88 percent
4.VIRAL: Value, Inimitable, rare, aptitude, and lifespan.
5.SWOT Analysis: Analyzing the internal (strengths and weaknesses)
and exter- nal (opportunities and threats) environments.
6.Requirements for developing competitive advantage: SWOT,
business process, competitive capabilities, and customer
requirements.
7.Matching: Matching strengths to opportunities.
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8.Converting: Converting weaknesses or threats into strengths or
opportunities.
9.Productivity: Output / Input; the goal is achieving more output given
the amount of inputs, thus saving money and reducing production
costs.
10.Percent Change in Productivity: [(New Productivity – Old
Productivity)/Old Productivity] * 100
11.Costs of Quality: Failure costs, appraisal costs, and prevention costs.
12.Failure Costs: Costs accrued by the organization or customer as the
result of a failure of the product.
13.Appraisal Costs: Investments in measuring quality and assessing
customer satisfaction.
14.Prevention Costs: Investments designed to prevent defects from
occurring.
15.Poka-yoke: Mistake proofing; an approach to prevent defects,
such as col- or-coding parts so that customers assemble the product
correctly.
16.Design for Manufacture and Assembly (DFMA): Products should be
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de- signed so that they are simple and inexpensive to produce.
17.Design for Operations (DFO): Services should be simple and
inexpensive.
18.Statistical Process Control (SPC): The use of statistical methods to
deter- mine when a process that produces goods is getting close to
producing too many defects.
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19.Deming’s 14 Points for the Transformation of Management: The
system, not employees, cause defects; management is responsible for
changing the sys- tem, and they must take responsibility instead of
blaming employees; Deming also stressed the use of Statistical
Process Control (SPC) and encouraged training
in its use. Other highlights include creating purpose, reduce fear,
provide training and leadership, break down barriers between
departments, and eliminate slogans, work standards, and quotas.
20.Quality Planning: The development of products that appeal to the
changing wants and needs of customers.
21.Ishikawa/Fishbone Diagram: Helps establish cause-and-effect by
identifying factors that contribute to outcomes or problems; the factors
are categories as Peo- ple, Machines, Methods, Measurements,
Materials, and Environment and include intentional and unintentional
consequences and influence quality performance.
22.Quality Circles: A team from all levels who meet to discuss, analyze,
and eliminate quality issues using Deming’s 14 points; a senior
manager overseas their progress and approves their changes.