WGU C215 Operations Management PVDC Final 2025

1. Which definition is used for quali- ty, evaluates how well a product per- forms its intended function? Fitness for use 2. 14 points for quality improvement Which total quality management (TQM) process was developed to stress management's responsibility for quality? 3. ISO 9000 Set of international standards on quality management and quality assurance, critical to international business -TQM process consists of 13 pub- lished standards and guidelines -Like when joint commission shows up at the hospitals 4. Checklist A list of common defects and the number of observed occurrences of these defects. 5. scatter diagram a plot of two variables showing whether they are related 6. Control Chart A graph that shows whether a sam- ple of data falls within the common or normal range of variation. 2 / 24 7. mean A statistical measure of central ten- dency, or average, based on divid- ing a total by the number of individ- ual cases. 8. assignable causes of variation -Causes can be identified and elim- inated -e.g. poor employee training, worn tool, machine needing repair 9. common causes or random Stuff you cannot identify -Random causes that we cannot identify, unavoidable 10. Cpk measures How close one is to a target and how consistent one is with the av- erage performance. -How closely it measures 11. Six Sigma Technical tolls and people involve- ment The empirical rule, 3 standard devi- ations. This is 3 sigma's. 6 sigmas and you are almost at 100% DMAIC 12. DMAIC (Define, Measure, Analyze, Im- prove, Control) a six sigma process that outlines the steps that should be followed to improve an existing business process 3 / 24 13. define stage includes the voice of the customer and value stream 14. Job Design It does not have anything to do with people. -The process by which managers decide how to divide tasks into spe- cific jobs 15. waiting time -Screen patients and fast track those with minor ailments -amount of time a process has been waiting in the ready queue 16. Service location decisions -proximity to customers -Quality of life issues 17. proximity to customers -key factor of a location analysis for a service company -if you need to have a car repaired, you wont drive too far. 18. Capacity Planning Hospital- Capacity is beds and out- put is the patients. If you have 1 pt for 2 days and one for 3 days. The output is how many patients and not how many beds we have. 19. capacity utilization are you using more workers and what are your resources? Mea- sures how much of the available ca- WGU C215 Operations Management PVDC Final Study online at 4 / 24 pacity is actually being used. Mea- sures effectiveness. 20. Capacity Focus facilities that are small, specialized, and focused on a narrow set of ob- jectives. 21. effective capacity 22. capacity measurement at the best op- erating level when the average unit cost is mini- mized 23. center of gravity approach an approach for locating a single facility that minimizes the distance to existing facilities. -use the breakeven analysis -how many units needed to manufacture to breakeven. 24. break-even analysis the process of determining the number of units a firm must sell to cover all costs. Considers fixed costs, variable Fed EX is in Tennessee so it will be in the middle 25. repetitive process classic assembly line. A line process, a continuous process. 26. Project Process make a one-at-a-time product ex- actly to customer specifications, ex- pensive. Like an automobile colli- sion shop that does body and en- gine repair as well as custom vehi- cle paint job. WGU C215 Operations Management PVDC Final Study online at 5 / 24 27. Batch Process a process in which goods or services are produced in groups (batches) and not in a continuous stream eg. auto shop offers body repair, engine repair, and custom vehicle paint options 28. Bottleneck in a flowchart the longest part in the process eg manufacturing a car and the car needs to be painted or the time the cake in the oven. 29. compute process velocity Throughput time/value-added time -How fast we are going 30. Actual output/standard output Which formula would indicate that a fast-food restaurant was performing at, above, or below its benchmark? -We know how many burgers were making and what the standard is 31. output/input productivity formula 32. Throughput time/value-added time How long it takes from the raw ma- terials to become finished goods. 33. Process Each item goes through process 34. 14 points for quality improvement WGU C215 Operations Management PVDC Final Study online at 6 / 24 35. Hybrid any mix of elements from a product layout and a process layout, to gain the advantages of both eg group technology 36. standard time Determines how long it takes a qualified operator to perform a duty of the job requirements under the assumption that the operator is working at a sustainable pace with the proper tools for the process. -How long t takes somebody to fin- ish the work 37. performance time How long it actually took 38. observed time Actual time -The time measured from stop- watch 39. infinite loading A scheduling approach that ignores capacity constraints. -Working backwards -ex Amazon doesn't have the com- puter you want but they have a net- work where they can send you to someone who can give it to you 40. finite loading Which total quality management (TQM) process was developed to stress management's responsibility for quality? WGU C215 Operations Management PVDC Final Study online at 7 / 24 -Working forward. -Jobs are assigned to work centers taking into account the work center capacity and job processing times. -Have fixed capacity -ex I go to a bike shop to buy a bike. They know what people will want. They offer repair, the can say I need this employee for repair shop. They have resources to manage 41. Backwards Scheduling Begins with required delivery date and works in the reverse order to determine when each process step must be preformed. 42. Respect for people A 3rd element element of JIT that considers human resources as an essential part of the JIT philosophy. 43. Reducing waste is achieved by Just in time and lean system 44. Lean Systems systems that maximize productivity by reducing waste and delays. Not sacrificing productivity -JIT is a part of lean system - 45. Kanban System a pull system that uses cards to vi- sually signal the need for inventory. -Exact quantity that needs to be produced -small lot and shorten manufactur- ing lead time -forecast how much inventory your going to need