WGU C215 MULTIPLE ATTEMPT STUDY PLAN

Based on the results from your Objective Assessment Coaching Report, the C215 Course Instructor Team has developed the following study plan for you. This will assist you in reinforcing Operations Management concepts relative to the Objective Assessment. Fill out this study plan in its entirety by responding to each question using the Wiley Plus e-Textbook. Once complete, schedule an appointment with your course instructor. You and your Course Instructor will review your results, answer any questions you have, and discuss your preparation and readiness to retest. Competency 1: Quality Management Methods (Chapters 5 & 6) 1. Describe total quality management philosophy 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN 2/23 Total quality management (TQM) focuses on identifying the root cause of a quality problem and fixing it at the source of the problem. The concepts of TQM are: - Customer Focus: identifying and meeting/exceeding the customer needs or expectations. Quality is customer-driven. Companies can gather info on this by using focus groups, market surveys, and customer interviews to stay in tune with current trends of what customers want - Continuous Improvement: philosophy of never-ending improvement. Kaizen- a Japanese term that describes the notion of a company continually striving to be better through learning and problem-solving. There's always a need to improve as we can never achieve perfection. Plan-do-study-act (PDSA) Plan: evaluate the current process and make plans based on the problems discovered. Do: document all changes made and collect data for evaluation. Study: study the data collected in the "do" phase. Checking to see if the plan is working and goals are achieved. Act: act on the results of the previous three phases. Communicate the results with other members of the company and implement what has been successful. Continue to evaluate the process, planning, and repeating the cycle again. Benchmarking: studying the practices of companies that are considered best-in-class and comparing your company's performance against that. Doesn't have to be in the same business just has to be comparable to what the study is wishing to accomplish - Employee Empowerment: expectation of employees to seek, identify, and correct quality problems. Incentivize employees for identifying quality problems. Employees are empowered to make decisions on quality in production and are deemed vital element to achieve high-quality Team Approach: quality is an organizational effort. Team contribution is considered vital to the success of the company. Quality circle - a team of volunteer production employees and their supervisors meet regularly to solve quality problems. - Use of Quality Tools: ongoing training for employees in the use of quality control tools, how to interpret findings, and how to correct problems. 7 tools: Cause- and- effect diagram (fishbone), Flowchart, Checklist, Control Chart, Scatter Diagram, Pareto Chart, Histogram - Product Design: designing products to meet customer expectations, quality function deployment - translate the preferences of the customer into technical requirements - Process Management: quality at the source - eliminate a problem; identifying and correct sources of quality problems 2. List and describe the standards of quality 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN 3/23 International Organization for Standards: universal standards to be used for companies to document their quality practices around the world. Establish an agreement on international standard qualities ISO 9000: a set of international quality standards and a certification demonstrating that companies have all met the standards specified. Three standards are most widely used and applied to the majority of the companies: ISO 9000:2008, Quality Management Systems—Fundamentals and Standards: Provides the terminology and definitions used in the standards. It is the starting point for understanding the system of standards. ISO 9001:2008, Quality Management Systems—Requirements: This is the standard for the certification of a firm’s quality management system. It is used to demonstrate the conformity of quality management systems to meet customer requirements. ISO 9004:2008, Quality Management Systems—Guidelines for Performance: Provides guidelines for establishing a quality management system. It focuses not only on meeting customer requirements but also on improving performance. ISO Sustainability Reporting: ISO 26000: help orgs evaluate and address their social responsibility ISO 14000: standards and certifications focused on a company's environmental responsibility, to 3. List the quality gurus and their contributions to the TQM concept 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN 4/23 Cause- and- effect diagram (fishbone): commonly used; potential causes to a particular quality problem; "head" of fish is the quality problem, "spine" of fish is the possible causes of the problem, and "bones" address specific issues that relate to each cause Flowchart: schematic diagram and visual tool to show a sequence of steps involved in an operation or process Checklist: list of common defects and the number of observed occurrences of these defects; a fact-finding tool to find the root of the particular defect Control Chart: an important quality control tool that evaluates if a process is operating within expectations relative to some measured value. Used to evaluate if a process is in control or not. Scatter Diagram: graphs that show how two variables are related to one another, detecting the degree of linear relationship Pareto Chart: identifying quality problems based on their degree of importance; logic is that only a few quality problems are important. 80-20 rule, most quality problems are a result of Walter A. Shewhart: contributed to understanding of process of variability; developed concept of statistical control charts to identify if process is random or due to assignable cause W. Edwards Deming: stressed management's responsibility for quality; developed "14 points" to guide companies in quality improvement, est the Deming Prize: an award given annually to firms that demonstrate outstanding quality. He believed that managers should drive out any fear employees have of identifying quality problems. Proper methods should be taught, and detecting and eliminating poor quality should be everyone’s responsibility. Joseph M. Juran: defined quality as "fitness for use"; develop concept of cost of quality; developed the idea of the quality trilogy: quality planning, quality control, and quality improvement. Armand V. Feigenbaum: introduced concept of total quality control; quality developments are integrated throughout the entire organization, management and employees have total commitment to improve quality and where people learn from each other's successes. Philip B. Crosby: "quality is free"; introduced zero defects concept; do it right the first time. Costs are prevented when efforts on improving quality are seen as free Kaoru Ishikawa: developed cause and effect diagrams; identified concept of "internal customer"; quality initiatives should be pursued at every level of the organization and all employees should be involved. Implementation of quality circles Genichi Taguchi: focused on product design quality; developed Taguchi loss function: cost of quality increase as a quadratic function as conformance values move away from the target; cheaper and easier to make changes at the design stage; robust design: results in a product 4. Identify and discuss the seven quality control tools management use to analyze quality problems 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN 5/23 Prevention Cost: costs incurred in the process of preventing poor quality from occurring; include quality planning costs, cost of product and product design, collecting customer information, design process, employee training in quality measurement, cost of maintaining records related to quality Appraisal Cost: cost incurred in the process of uncovering defects; includes:v cost of quality inspections, product testing, and audits on meeting quality standards, cost of worker's time spent measuring quality, and cost of equipment used for quality appraisal Internal Failure Cost: associated with discovering poor product quality before the product reaches the customer; rework- cost of correcting the defective item, item so defective it must be thrown away (scrap); machine downtime due to failures in the process and the costs of discontinuing defective items for salvage value External Failure Cost: associated with quality problems that occur at the customer site; can be damaging b/c customer faith and loyalty can be difficult to regain; include customer complaints, product return, repairs to warranty claims, recalls, and litigation costs from liability issues; lost Plan-do-study-act (PDSA) Cycle: a diagram that describes the activities needed to be performed to incorporate continuous improvement in the operation; also known as Shewart cycle or Deming wheel. Plan: evaluate the current process and make plans based on the problems discovered. Do: document all changes made and collect data for evaluation. Study: study the data collected in the "do" phase. Checking to see if the plan is working and goals are achieved. Act: act on the results of the previous three phases. Communicate the results with other members of the company and implement what has been successful. Continue to evaluate the Statistical quality control (SQC) describes the set of statistical tools used by quality professionals 5. List and describe the costs of quality 6. Explain the concept of the Plan-Do-Study-Act Cycle 7. Define statistical quality control (SQC) 8. Explain the two causes of variation (common and assignable) 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN 6/23 Process capability is the ability of a production process to meet or exceed preset specifications. Product specifications or tolerances are preset ranges of acceptable quality characteristics. For a product to be deemed acceptable it must fall within the preset range; these are generally established by design engineers or product design specialists Process capability index is used to measure process capability which computes the ratio of the specification width to the width of the process variability. The specification width is the difference between the upper specification limit and the lower specification limit. The process width is computed as 6 standard deviations of the process being monitored because most Six Sigma Quality is a high level of quality associated with approx 3.4 defective parts per million. It is used across company functions where marketing ensures the product meets customer wants and needs, operations ensures product can be designed, manufactured, and materials used can meet the characteristics, finance and accounting reduce costing errors and time required to close the books. Use technical tools to identify and eliminate cause of quality problems & people involvement in training to use technical tools and root out quality problems Five-Step Plan: 1. Define: the quality problem of the process 2. Measure: the current performance of the process 3. Analyze: the process to identify the root cause of the quality problem 4. Improve: the process by eliminating the root cause of the problem 5. Control: the process to ensure the improvements continue 9. Explain the concepts of process capability and process capability index 10. Describe the concept of Six sigma and its five-step plan Competency 2: Capacity Planning & Location Analysis (Chapters 3, 9 & 10) Common causes of variation are random causes that cannot be identified. These variations are unavoidable due to their slight differences in processing. No two products are exactly alike because of differences in materials, workers, machines, tools and other factors. Can be maintained using a range. Assignable causes of variation are where causes of variation can be identified and eliminated; 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN 7/23 Capacity planning is the process of establishing the output rate that can be achieved by a facility. If a company does not plan its capacity correctly, it may find that it either does not have enough output capability to meet customer demands or has too much capacity sitting idle. A hospital emergency room (ER) exemplifies the challenges of capacity planning. The problems of over- or under capacity we just discussed also occur in the ER, only with potentially dire consequences. A number of factors contribute to the capacity of the ER. One is the number of beds and the amount of space available. If there are not enough beds, patients may have to Effective capacity is the maximum output rate that can be sustained under normal conditions. These conditions include realistic work schedules and breaks, regular staff levels, scheduled machine maintenance, and none of the temporary measures that are used to achieve design capacity. Note that effective capacity is usually lower than design capacity. Capacity planning: Identify Capacity Requirements; Develop Capacity Alternatives; Evaluate Capacity Alternatives Location Analysis: Identify Dominant Location Factors; Develop Location Alternatives; Evaluate Location Alternatives. Facility location is determining the best geographic location for a company's facility; Consideration for a location includes proximity to customers, transportation, source of labor, community attitude, proximity to suppliers, and many other factors.; Profit-making firms tend to locate near the markets they serve; nonprofit organizations generally focus on other criteria.; 11. Describe the concept of capacity planning and provide an example on how it is utilized in any business environment such as a hospital setting 12. Explain the concepts of design and effective capacity 13. Explain the steps involved in capacity planning and location analysis 14. Explain the factors involved in selecting an ideal location 15. Describe the decision support tools used in capacity planning 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN 8/23 Intermittent Operations: a process used to produce a variety of products with the different processing requirements in lower volumes, different products have different processing needs so no standard route that all products take through the facility. In a healthcare setting each patient, "the product", is routed to different departments as needed. Labor intensive because workers need to be able to perform different tasks depending on the processing needs of the product. General-purpose equipment, volume of goods produced directly tied to number of customer orders Repetitive Operations: process used to produce one or a few standardized products in high volume. Assembly line, cafeteria, or automatic car wash. Resources are organized in a line flow 16. Explain various types of operational processes and their characteristics (Repetitive and Intermittent operations) 17. Explain how a process flowchart is used by an organization Factor Rating: used to evaluate multiple alternatives based on a number of selected factors; helps decision makers structure their opinions relative to the factors identified as important. 1. Identify dominant factors 2. assign weights to factors reflecting the importance of factor relative to other factors 3. select a scale by which to evaluate each location relative to each factor 4. evaluate each alternative relative to each factor, using scale selected in step 3. 5. for each factor and location, multiply the weight of the factor by the score for that factor and sum the results for each alternative Load Distance Model: procedure for evaluating location alternatives based on distance; distance measured for proximity to any other relevant and important facility. 1. Identify the distance 2. Identify loads 3. Calculate the load-distance score for each locations Center of Gravity Approach: used to find locations that may have even lower load -distance scores by testing the center of gravity of the target area Break-Even Analysis: used to compute the amount of goods that must be sold just to cover costs; comparing what's considered "best in class" companies performance to your company's performance. 1. determine fixed and variable costs for each location 2. plot the total cost for each location in one graph 3. identify ranges of output for which each location has the lowest total cost 4. solve algebraically for the break even points over identified ranges Transportation Method: used for solving specific location problems; relies on a specific algorithm to evaluate the cost impact of adding potential location sites to the network of 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN 9/23 Process performance metrics are measurements of different process characteristics that tell us how a process is performing. Just as accountants and finance managers use financial metrics, operations managers use process performance metrics to determine how a process is performing and how it is changing over time. There are many process performance metrics that 18. Explain how to use process performance metrics 19. Explain the different types of facility layouts Process layouts are designed to produce many different items, often to customer specifications. To achieve this goal, they have certain unique characteristics: 1. Resources used are general purpose. The resources in a process layout need to be capable of producing many different products. 2. Facilities are less capital intensive. Process layouts have less automation, which is typically devoted to the production of one product. 3. Facilities are more labor-intensive. Process layouts typically rely on higher-skilled workers who can perform different functions. 4. Resources have greater flexibility. Process layouts need to have the ability to easily add or delete products from their existing product line, depending on market demands. 5. Processing rates are slower. Process layouts produce many different products, and there is greater movement between workstations. Consequently, it takes longer to produce a product. 6. Material handling costs are higher. It costs more to move goods from one process to another. 7. Scheduling resources is more challenging. Scheduling equipment and machines is particularly important in this environment. If it is not done properly, long waiting lines can form in front of some work centers while others remain idle. 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN Process Layout Able to produce many different products Resources used are general purpose Facilities are more labor-intensive Greater flexibility relative to the market Slower processing rates High material handling costs Higher space requirements Product Layouts Able to produce a small number of products efficiently Resources used are specialized Facilities are more capital intensive Low flexibility relative to the market Lower material handling costs Lower space requirements There are four layout types: process, product, hybrid, and fixed position. 1. Process Layouts are layouts that group resources based on similar processes or functions. This type of layout is seen in companies with intermittent processing systems. You would see a process layout in environments in which a large variety of items are produced in a low volume. Since many different items are produced, each with unique processing requirements, it is not possible to dedicate an entire facility to each item. It is more efficient to group resources based on their function. The products are then moved from one resource to another, based on their unique needs. 2. Product Layouts are layouts that arrange resources in a straight-line fashion to promote efficient production. They are called product layouts because all resources are arranged to meet the production needs of the product. This type of layout is used by companies that have repetitive processing systems and produce one or a few standardized products in large volume. 3. Hybrid layouts combine aspects of both process and product layouts. This is the case in facilities where part of the operation is performed using an intermittent processing system and another part is performed using a continuous processing system. For example, Winnebago, which makes mobile campers, manufactures the vehicle itself as well as the curtains and bedspreads that go into the camper. The vehicles are produced on a typical assembly line, whereas the curtains and bedspreads are made in a fabrication shop that uses a process layout. Hybrid layouts are very common. Often, some elements of the operation call for the production of standardized parts, which can be produced more efficiently in a product layout, whereas other parts need to be made individually in a process layout. 4. Fixed-position layout is used when the product is large and cannot be moved due to its size. All the resources for producing the product—including equipment, labor, tools, and all other resources—must be brought to the site where the product is located. Examples of fixed-position 20. Describe product and process layout and the steps involved in each 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN Methods analysis consists of the following steps: 1. Identify the operation to be analyzed. 2. Gather all relevant information about the operation, including tools, materials, and procedures. 3. Talk with employees who use the operation or have used similar operations. They may have suggestions for improving it. 4. Chart the operation, whether you are analyzing an existing operation or a new operation. 5. Evaluate each step in the existing operation or proposed new operation. Does the step add value? Does it only add cost? 6. Revise the existing or new operation as needed. 7. Put the revised or new operation into effect, then follow up on the changes or new operation. Competency 3: Work System Design and Scheduling (Chapter 11 & 15) 21. Describe the steps involved in methods analysis 22. Describe a work system design and its components 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN Infinite loading: Manufacturing companies can use infinite loading according to a proposed master production schedule. Finite loading: Finite loading is an operational schedule with start and finish times for each activity. It does not allow you to load more work than can be done with the available capacity. Work system design affects functional areas throughout a company. 1. Accounting calculates the cost of products manufactured or services provided. Labor can be a significant portion of the cost of goods sold, especially in the service industries. Accounting measures variances between planned product cost and actual product cost. Accounting also typically measures operational efficiency, which is based on work standards. Work system design is an important resource for accounting activities. 2. Marketing is concerned with work system design because it is the basis for determining lead time. Accurate work projections enable marketing to make viable promise dates to customers. 3. Information systems uses estimates of job duration and resources in the software for scheduling and tracking operations. Purchasing handles requests for materials based on a schedule projected from the work system design. Accurate scheduling enables cost-effective materials and labor purchasing decisions. Standard time provides a benchmark for evaluation of new materials and processes. Manufacturing responds to effective job design, process analysis, and work measurement with high levels of performance and on-time delivery of finished goods. 4. Human resources use work sampling to establish and validate hiring criteria. You can see that work system design involves all aspects of an organization and has an impact on how well the organization performs. In many manufacturing companies, job design and process analysis are both done by a manufacturing or an industrial engineer. The engineer works with product blueprints and the workforce to develop job instructions. From these detailed job instructions, the company can develop time standards. Work measurement information is often provided by workers as they complete a job. Accounting may use this information to report the efficiency of manufacturing operations. In a service organization, an operations manager or operations analyst may do the job design and process analysis. 23. Describe the differences between infinite and finite loading for scheduling work 24. Describe job design and the factors in designing a job 5/18/22, 11:55 AM C215 MULTIPLE ATTEMPT STUDY PLAN Companies use standard times to develop product costs, evaluate different materials and/or alternative manufacturing techniques, measure individual worker proficiency, and plan a production schedule. Standard times allow companies to evaluate new product proposals, the use of new materials and equipment, new processes or techniques for building a product, and individual operator proficiency. The standard time provides a benchmark for companies to use Forward Scheduling: schedule that determines earliest possible completion date for a job regardless of due date. Jobs are scheduled for completion as soon as possible which allows to determine earliest possible completion date.The disadvantage to finishing a job early is that it causes an inventory buildup if items are not delivered before the due date. Backward Scheduling: starts with a due date and works backward to determine the start date for the project so that they activity is completed on the due date. Shows how late you can start a job and still be finished on time. When using both scheduling types together there could be slack in the schedule meaning the 25. Describe why an organization should use standard time for a job 26. Describe forward scheduling and backward scheduling Competency 4: Operating Efficiency (Chapters 7 & 15) 27. Describe the core elements of a just-in-time (JIT) system