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Mgmt 342 Exam 2
| Question | Answer |
|---|---|
| process | a sequence of activities that is intended to achieve some results |
| process mgmt principles | focus on end-to-end process customer needs drive the process everyone manages a process @ some level & is a customer & supplier mindset of prevention & continuous improvement corrective action looks @ root cause process simplification reduces errors |
| statistical thinking | all work occurs in a system of interconnected processes variation exists in all processes understand & reduce variation = keys to success |
| process capability | range over which the natural variation of a process occurs as determined by the system of common causes measured by the proportion of output that can be produced within design specifications |
| six sigma quality | ensures the process variation is half the design tolerance while allowing the mean to shift as much as 1.5 standard deviations |
| Cp= | (UTL-LTL)/6S |
| Cpu= | (UTL-u)/3s |
| Cpl= | (u-LTL)/3s |
| Cpk= | min(Cpl,Cpu) |
| capability v. control | |
| variables data | x-bar r-charts |
| attribute data | for "defectives" (p-chart) for "defects" (c-chart) |
| out of control patterns | point outside control limits sudden shift in process average cycles trends hugging the center line hugging the control limits instability |
| creative problem solving | mess finding - identify symptoms fact finding - gather data; operational definitions problem finding - find the root cause idea finding - brainstorming solution finding - evaluate ideas and proposals implementation - make the solution work |
| deming cycle | act plan do check |
| seven QC tools | flowcharts check sheets histograms cause-and-effect diagrams pareto diagrams scatter diagrams control charts |
| check sheet | -easy to understand data -forces agreement on each conditions or event of interest -builds w/each observation, a clearer picture of the facts |
| pareto diagram | -helps a team focus on areas that would have greatest impact -displays relative importance of problems in a simple visual format |
| flowcharts | -shows problem areas -compares actual v. idea process flow -allows a team to reach agreement on process steps -identify activities that may impact performance |
| histogram | -displays large amt of data that are difficult to interpret -shows centering, variation, & shape -provides prediction -helpful in capability analysis |
| control chart | -monitors process variation over time -distinguishes special from common causes -serves as a tool for on-going control |
| cause & effect diagram | -creates snapshot of collective knowledge & consensus of a team -focuses the team on causes, not symptoms |
| scatter diagram | -supplies the data to confirm a hypothesis that two variables are related -visual & stat means to test the strength of a relationship -provides a good follow-up to cause & effect diagrams |
| reliability | the ability of a product to perform as expected over time |
| reliability (formally defined) | the probability that a product, piece of equipment, or system performs its intended fxn for a stated period of time under specified operating conditions |
| reliability= | 1-failure rate |
| failure rate = | (number of failures)/(total unit operating hours) |
| series systems system reliability= | Rs=R1*R2...Rn |
| parallel systems system reliability | Rs=1-(1-R1)(1-R2)...(1-Rn) |
| reliability engineering (standardization) | using components w/proven track records of reliability over years of actual use |
| reliability engineering (redundancy) | providing backup components that can be used in case of failure of a critical component |
| reliability engineering (physics of failure) | understanding the effects of chemical reactions, temperature, or humidity over time |
| reliability engineering (reliability testing) | simulating environmental conditions to determine performance, operating time, & mode of failure |
| reliability engineering (burn-in) | forcing infant mortality in semiconductors |
| reliability engineering (failure mode & effects analysis) | identifying failure modes, causes, and effects, to recommend corrective actions (design changes, better use instructions) |
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