2020-10-13T18:30:07+03:00[Europe/Moscow] en true Effect of reducing variation in a product, How control charts' upper and lower control limits are determined, How process capability's upper and lower control limits are determined, Fact about binding constraints, Types of Quality Tools, Appraisal costs, Prevention costs, Internal failure costs, External failure costs, X bar chart, R chart, How to Interpret a Range Chart, P chart, C chart, Fact about stable processes, Quality Assurance Phases, Acceptance Sampling, Process Control, Continuous Improvement, Flowchart process step, Plan-Do-Check-Act Cycle's inventor, What to do if a process is not capable, What to do if a process' CP is capable but its CPK isn't, Best Process Indicator for capability, Pareto Effect; important few and trivial many concept, Process improvement, Process improvement's goals, Transportation model assumptions, Cost to ship a part from Factory 1 to Customer A, Cost to ship a part from Factory 2 to Customer B, Numbers in the corner boxes in the transportation problem, Transportation Problem Supply Constraints, Transportation Problem Demand Constraints, Transportation Problem: type of problem that uses minimization, Transportation Problem: How to write the objective function for one line, Transportation Problem: How to write the objective function for the entire grid, Allowable increase flashcards

MSC 385 Supply Chain Test 2

All terms added; problem instructions and/or tips may be added next; Version 10 Kartka.ai link: https://app.kartka.ai/shared/decks/QP1Ntv4KuLUJkWDmcgLpgNmW

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  • Effect of reducing variation in a product
    more consistency and higher quality
  • How control charts' upper and lower control limits are determined
    by the natural variation in the process
  • How process capability's upper and lower control limits are determined
    by customer specifications
  • Fact about binding constraints
    each has a shadow price
  • Types of Quality Tools
    Fishbone diagrams, flowcharts, histograms, process capability, check sheets, Pareto charts, scatter plots, line charts, control charts, and run charts
  • Appraisal costs
    Costs of activities designed to ensure quality or uncover defects
  • Prevention costs
    All TQ training, TQ planning, customer assessment, process control, and quality improvement costs to prevent defects from occurring
  • Internal failure costs
    Costs incurred to fix problems that are detected before the product/service is delivered to the customer
  • External failure costs
    All costs incurred to fix problems that are detected after the product/service is delivered to the customer
  • X bar chart
    Mean control charts; used to monitor a process' central tendency
  • R chart
    Range control charts; used to monitor the process dispersion
  • How to Interpret a Range Chart
    If the points are all inside the limit, the process is in control.
  • P chart
    Control chart used to monitor the proportion of defectives in a process
  • C chart
    Control chart used to monitor the number of defects per unit
  • Fact about stable processes
    Even if their process control charts say they are in control they can still be incapable.
  • Quality Assurance Phases
    Acceptance Sampling, Process Control, and Continuous Improvement
  • Acceptance Sampling
    Inspection of lots before/after production
  • Process Control
    Inspection and corrective action during production
  • Continuous Improvement
    Quality built into the process
  • Flowchart process step
    Rectangle
  • Plan-Do-Check-Act Cycle's inventor
    W. Edwards Deming
  • What to do if a process is not capable
    Reduce variation
  • What to do if a process' CP is capable but its CPK isn't
    Center the process
  • Best Process Indicator for capability
    CP because it indicates whether the process is capable
  • Pareto Effect; important few and trivial many concept
    Only a critical few inputs have a significant impact on output; concentrate on those; 20-80 effect
  • Process improvement
    A systematic approach to improving a process
  • Process improvement's goals
    increasing customer satisfaction, achieving higher quality, reducing waste, reducing costs, increasing productivity, and reducing processing time
  • Transportation model assumptions
    The items to be shipped are homogeneous, shipping cost per unit is the same regardless of the number of units shipped, and there is only one route or mode of transportation being used between each origin and destination
  • Cost to ship a part from Factory 1 to Customer A
  • Cost to ship a part from Factory 2 to Customer B
  • Numbers in the corner boxes in the transportation problem
    Costs
  • Transportation Problem Supply Constraints
  • Transportation Problem Demand Constraints
  • Transportation Problem: type of problem that uses minimization
    Cost Problem
  • Transportation Problem: How to write the objective function for one line
    Start by writing "Min." Write the costs in front of the X's, write the factory number as the first digit in the X's subscript, write the warehouse letter as the second digit in the X's subscript, and separate the variables with plus signs.
  • Transportation Problem: How to write the objective function for the entire grid
    Start by writing "Min." Separate each line with a plus sign, either written before or after the line.
  • Allowable increase
    amount to which the objective coefficient in question could increase and the decision variables will still be optimal