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BUS 343 - Test 2
Definitions
| Question | Answer |
|---|---|
| Performance | What are the basic operating characteristics of the product or service? |
| Features | What extra characteristics does the product or service have, beyond the basic performance operating characteristics? |
| Reliability | How long can a product go between failures or the need for maintenance? |
| Durability | What is the useful life for a product? How will the product hold up under extended or extreme use? |
| Conformance | Was the product made or service performed to specifications? |
| Aesthetics | How well does the product or service appeal to the senses? |
| Serviceability | How easy is it to repair, maintain, or support the product or service? |
| Perceived Quality | What is the reputation or image of the product or service? |
| Internal Failure Costs | Costs caused by defects that occur prior to delivery to the customer, including money spent on repairing or reworking defective products, as well as time wasted on these activities |
| External Failure Costs | Costs incurred by defects that are not detected until a product or service reaches the customer |
| Appraisal Costs | Costs a company incurs to assess its quality levels |
| Prevention Costs | The costs an organization incurs to actually prevent defects from occurring to begin with |
| Total Cost of Quality | A curve that suggests there is some optimal quality level, Q*. The curve is calculated by adding costs of internal and external failures, prevention costs, and appraisal costs |
| Total Quality Management | A managerial approach in which the entire organization is managed so that it excels in all quality dimensions that are important to customers |
| Control Chart | A specialized run chart that helps an organization track changes in key measures over time; a tool in statistical process control used to determine whether a business process is in a state of statistical control |
| Continuous Variable | A variable that can be measured along a continuous scale, such as weight, length, height, and temperature |
| Attribute | A characteristic of an outcome or item tht is accounted for by its presence or absence, such as "defective" versus "good" or "late" versus "on time" |
| Sample Average (X Double-Bar) | Represents the central tendency of a measure of interest in a specific sample |
| Range | Represents the variation of a specific sample group |
| Proportion | A measure of the percent of the sample that does or does not have a particular characteristic |
| Central Line | Shows the expected value for a sample measure |
| Control Limits | The upper and lower limits of a control chart. They are calculated so that if a sample result falls inside the control limits, the process is considered under control |
| X Double-Bar Chart | A specific type of control chart for a continuous variable that is used to track the average value for future samples |
| R Chart | A specific type of control chart for a continuous variable that is used to track how much the individual observations within each sample vary |
| Project | A series of related tasks directed toward some major output or goal; often driven by a completion deadline |
| Characteristics of a Project | Non-routine, difficult to manage, cross-functional and inter-organizational coordination, defined ending point |
| Concept Phase | The 1st phase of a project. Project planners develop a broad def of what the project is and what its scope will be; identify key resources, budget requirements, and time considerations; budget estimates usually accurate to +-30% compared to actual final b |
| Project Definition Phase | Project planners identify how to accomplish the work, how to organize for the project, the key personnel and resources required to support the project, tentative schedules, and tentative budget requirements |
| Planning Phase | Project planners prepare detailed plans that identify activities, time and budget targets, and the resources needed to complete each task |
| Performance Phase | The organization starts to execute the project plan |
| Post-Completion Phase | The project manager or team confirms the final outcome, conducts a post-implementation meeting to critique the project and personnel, and reassigns project personnel |
| Gantt Chart | A graphical tool used to show expected start and end times for project activities, and to track actual progress against these time targets |
| Network Diagram | A graphical tool that shows the logical linkages between activities in a project |
| Critical Path | The longest path in the project network. There may be more than one critical path |
| Slack Time | The difference between the activity’s latest start time (LS) and earliest start time (ES). Slack time indicates the amount f allowable delay. Critical activities have a slack time of 0 |
| Product Design | The characteristics or features of a product or service that determine its ability to meet the needs of the user |
| Supply Chain Design | The process of designing the flow of goods and materials between multiple locations |
| Concept Development Phase | The first phase of a product development effort. Here a company identifies ideas for new or revised products and services |
| Planning Phase | The second phase of a product development effort. Here the company begins to address the feasibility of a product or service |
| Design and Development Phase | The third phase of a product development effort. Here the company starts to invest heavily in the development effort and builds and evaluates prototypes |
| Commercial Preparation Phase | The fourth phase of a product development effort. At this stage, firms start to invest heavily int he operations and supply chain resources needed to support the new product or service |
| Launch Phase | The final phase of a product development effort. For physical products, this usually means "filling up" the supply chain with products. For services, it can mean making the service broadly available to the target marketplace |
| Sequential Development Process | A process in which the product or service idea must clear specific hurdles before it can go on to the next development phase |
| Concurrent Engineering | An alternative to sequential development in which activities in different development stages are allowed to overlap with one another, thereby shortening the total development time |
| Product-Based Layout | A type of layout where resources are arranged sequentially according to the steps required to make a product; used in continuous flow manufacturing |
| Make-To-Stock Products | Products that require no customization. They are typically generic products and are produced in large enough volumes to justify keeping finished goods inventory |
| Assemble-to-Order Products | Products that are customized only at the very end of the manufacturing process |
| Manufacture-to-Order Products | Products that use standard components, but the final configuration of those components is customer-specific |
| Engineer-to-Order Products | Products that are designed and produced from the start to meet unusual customer needs or requirements. They represent the highest level of customization |
| Law of Variability | The earlier customization is introduced in the supply chain, the greater the random variability of the process and the lower its productivity |
| Front Room | The physical or virtual point where the customer interfaces directly with the service organization |
| Back Room | The part of a service operation that is completed without direct customer contact |
Created by:
howellme