WGU C215 Study Guide - FINAL

WGU C215 Study Guide - FINAL 28 studiers today 4.8 (97 reviews) Students also studied Terms in this set (218) Western Governors UniversityC 214 Save WGU C215 Pre-assessment PVDC 70 terms str8thugnPreview WGU C215 Operations Management...130 terms Mitch_Somerville Preview C215 Practice Exam 70 terms Derek_Satz6Preview WGU C 70 terms jlor Total Quality Management (TQM) Philosophy1. customer focus

• continuous improvement
• employee empowerment
• use of quality tools
• product design
• process management
• managing supplier quality

Process Capability Index (Cpk)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.Six SigmaA 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.Design CapacityThe theoretical maximum output of a system in a given period under ideal conditions.Location Analysisproximity to customers, transportation, source of labor, community attitude, proximity to suppliers, and many other factors.The technique for determining location decisions.Line ProcessesA type of process used to produce a large volume of a standardized product.■ Limited customization and high volume

Batch ProcessesA type of process used to produce a small number of products in groups or batches based on customer orders or specifications.■ High customization moderate volume Project ProcessesA type of process used to make a one-at-a-time product exactly to customer specifications.■ Most custom and lowest volume Continuous ProcessesA type of process that operates continually to produce a high volume of a fully standardized product.

• No customization and as high a volume as possible

BottleneckLongest task in the process.Flexible Manufacturing System (FMS)A type of automated system that combines the flexibility of intermittent operations with the efficiency of continuous operations.Output/Input ControlA technique for monitoring the flow of jobs between work centers.Value-AddedThe net increase created during the transformation of inputs into final outputs.Hybrid LayoutsLayouts that combine characteristics of process and product layouts.

• Group technology layouts.
• Cell technology layouts.
• Grocery stores use hybrid layouts

Relationship Chart (REL)Table that reflects opinions of managers with regard to the importance of having any two departments close together.Rectilinear DistanceThe shortest distance between two locations using north-south and east-west movements.From-To MatrixTable that gives the number of trips or units of product moved between any pair of departments.Block PlanSchematic showing the placement of resources in a facility.Mean Observed TimesThe average of the observation times for each of the work elements.Normal TimeThe mean observed time multiplied by the performance rating factor by the frequency of occurrence.Standard TimeThe 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.

Just-in-Time (JIT)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.Kanban cardA card that specifies the exact quantity of product that needs to be produced.Tier One SuppliersSupplies materials or services directly to the processing facility.These are the suppliers that put products in specific containers or packages.Internal Functions companies Tier Two SuppliersDirectly supplies materials or services to a tier-one supplier in the supply chain.Suppliers of the specialty materials for the tier one suppliers to be able to produce the packaging necessary for different products.Think cardboard, plastic, glass, chemicals.Tier Three SuppliersDirectly supplies materials or services to a tier two supplier in the supply chain.These are companies that extract raw materials.Oil, raw chemical materials, wood.Capacity Requirements Planning (CRP)Determines the labor and machine resources needed to fill the open and planned orders generated by the MRP.Basically, checking if there is enough work scheduled for operations Enterprise Resource Planning (ERP)Large software programs used for planning and coordinating all resources throughout the entire enterprise.Aggregate Plans - IN A BROAD SENSEIncludes the budgeted levels of finished products, inventory, backlogs, workforce size, and aggregate production rate needed to support the marketing plan.Marketing Plan, TO, Operating and engineering Plans, TO, Start or revision of the strategic business plan.Third-Party Logistics (3PL)Businesses used to outsource elements of the company's distribution and fulfillment services. They typically specialize in integrated operation, warehousing and transportation services which can be scaled and customized to customers' needs based on market conditions, such as the demands and delivery service requirements for their products and materials.Supply Chain Operations Reference model (SCOR) the world's leading supply chain framework, linking business processes, performance metrics, practices and people skills into a unified structure. The goals are to increase the speed of system implementations, support organizational learning goals, and improve inventory turns.Project Life Cycle PhasesConception, Feasibility/Study analysis, Planning, Execution, Termination

Master Production Schedule (MPS)A plan for individual commodities to be produced in each time period.It is usually linked to manufacturing where the plan indicates when and how much of each product will be demanded. It gives production, planning, purchasing, and top management the information needed to plan and control the manufacturing operation.Total Quality Management (TQM)The meaning of quality as defined by the customer.Advertising revenue modelProvides users with information on services and products and provides an opportunity for suppliers to advertise Affiliate revenue modelCompanies receive a referral fee for directing business to an affiliate Appraisal costThe cost associated with uncovering defects Automated order entry systemsA method using telephone models to send digital orders to suppliers.Backwards integrationOwning or controlling sources of raw materials and components.BenchmarkingStudying other companies business practices for comparison.Bullwhip effectInaccurate or distorted demand information created in the supply chain.Business to Business commerceBusinesses buying and selling to other businesses.Business to consumer commerceBusinesses selling to individual consumers.Cause and effect diagramsA chart that identifies potential causes of particular quality problems.ChecklistA list of common defects and the number of observed occurrences of each.Conformance to specifications - TQMhow well a product or service meets the targets and tolerances set by designers.Continuous improvementA philosophy of never-ending improvement.Control chartsCharts used to evaluate whether a process is operating within expectations.CrossdockingEliminates storage and order picking functions of a distribution warehouse.Customer defined qualityan integrated effort designed to improve quality performance at every level of the organization.Deming PrizeJapanese award for companies to recognize efforts in quality improvement.Distribution managementResponsible for the movement of material from the manufacturer to the customer.Distribution warehouseUsed for short term storage, consolidation, and product mixing.