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OM 300 Exam 2 – Chillcut| Answered 100%
Correctly
**Management of Projects: 1. Planning goal setting, defining the project, team organization. (objectives, resources, work break-down structure, organization) **Management of Projects: 2. Scheduling relate people, money, and supplies to specific activities and activities to each other. (project activities, start and end times, network) **Management of Projects: 3. Controlling monitor resources, costs, quality, and budgets; revise plans and shift resources to meet time and costs demands. (risk mitigation, quality control, cost control) Project Planning:
- establishing objectives
- defining project
- creating work breakdown
- determining resources
- forming organization **Project manager - Coordinates the activities of all the members of the design and construction teams related to the firm. Monitors schedule and costs.
Project Organization is Most Helpful When:
- work can be defined with a specific goal and deadline.
- the job is unique or somewhat unfamiliar to the existing organization.
- the work contains complex interrelated tasks requiring specialized skills. **Project Manager is responsible for making sure that.......:
- all necessary activities are finished in order and on time
- the project comes within budget
- the project meets quality goals
- the people assigned to the project receive motivation, direction, and information. **Project Managers should be:
- good coaches, - good communicators, - able to organize activities from a variety of disciplines. **What types of ethical issues could arise for a project manager?
- offers of gifts from contractors
- pressure to alter status reports to mask delays
- false reports for charges of times and expenses
- pressure to compromise quality to meet schedules
- What is the main difference between using a Gantt chart versus using the CPM techniques?
- Define the project and prepare the work breakdown structure
- develop relationships among the activities - decide which activities must precede and which must follow other
- draw the network connecting all of the activities
- assign time and/or cost estimates to each activity
- compute the longest time path through the network- this is called the critical path. Use the network to help plan, schedule, monitor, and control the project. Questions CPM can answer:
- when will the entire project be completed?
- what are the critical activities or tasks in the project?
- which are the noncritical activities?
- what is the probability the project will be completed by a specific date?
- is the project on schedule, behind schedule, or ahead of schedule?
- is the money spent equal to, less than, or greater than the budget?
- are there enough resources available to finish the project on time.
- if the project must be finished in shorter time, what is the way to accomplish this at the least cost? Critical Path Analysis:
- the critical path is the longest path through the network
- the critical path is the shortest path in which the project can be completed
- any delay in critical path activity delays the project
- critical path activities have no slack time *Shortening the duration of the project is called __________ project crashing *Factors to Consider When Crashing a Project
- the amount by which an activity is crashed, is permissible
- taken together, the shortened activity durations will enable us to finish the project by the due date
- the total cost of crashing is as small as possible **Advantages of Critical Path Method:
- especially useful when scheduling and controlling large projects
- straightforward concept and not mathematically complex
- graphical networks help highlight relationships among project activities
- critical path and slack time analyses help pinpoint activities that need to be closely watched **Limitations of Critical Path Method:
- project activities have to be clearly defined, independent, and stable in their relationships
- precedence relationships must be specified and networked together
- time estimates tend to be subjective and are subjective to fudging by managers
d) all of the above Which of the following is NOT true about Gantt Charts? a) Gantt charts are planning charts used to schedule resources and allocate time. b) Gantt charts adequately illustrate the interrelationships between the activities and the resources c) Gantt charts also can be used for scheduling repetitive operations. d) Gantt charts are low-cost means of helping managers make sure that activities are planned. b) Gantt charts adequately illustrate the interrelationships between the activities and the resources The critical path of a network is the_________ longest path through the network Which of the following is true related to activities on the critical path? a) They always include the most expensive activity b) They always include the activity with the longest processing time c) delays in these activities will delay the entire process b) fewer resources should be dedicated to these activites c) delays in these activities will delay the entire process We have an expert-written solution to this problem!
The slack time for any activity on the critical path will be ____________ zero **Managing quality supports______ differentiation, low cost, and response strategies **Two ways quality improves profitability:
- Sales Gains via: improved response, flexible pricing, improved reputation Reduced Costs via: increased productivity, lower rework and scrap costs, lower warranty costs *Defining Quality - an operations manager's objective to build a total quality management system that identifies and satisfies customer needs **Different Views: User-based: - better performance, more features. - quality lies in the eyes of the beholder Product-based: - specific and measurable product attributes Manufacturing-based: conformance to standards, making it right the first time **Implications of Quality:
- Company reputation: - perception of new products, - employment practices, - supplier relations
**Total Quality Management (TQM) - encompasses entire organization from supplier to customer **Deming's 14 Points for Implementing Quality:
- create consistency of purpose
- lead to promote change
- build quality into product; stop depending on inspections to catch problems
- build long-term relationships based on performance instead of awarding business on price
- continuously improve product, quality, and service
- start training
- emphasize leadership
- drive out fear
- break down barriers between departments
- stop haranguing workers
- support, help, and improve
- remove barriers to pride in work
- institute a vigorous program of education and self-improvement
- put everyone in the company to work on the transformation **7 Concepts of TQM -
- continuous improvement
- Six Sigma
- employee empowerment
- Benchmarking
- Just-in-time (JIT)
- Taguchi concepts
- Knowledge of TQM tools Continuous Improvement, focus on: Manpower, Machinery, Materials, and Methods Kaizen - describes the ongoing process of unending improvement (continuous improvement) *Six Sigma:
- statistical definition of a process that is 99.9997% capable, 3.4 defects per million opportunities (DPMO)
- a program designed to reduce defects, lower costs, save time, and improve custimer satisfaction *Six Sigma (DMAIC approach) -
- defines critical outputs and indentify gaps for improvement
- measures the work and collect process data
'pull' system of production scheduling including supply management, allows reduced inventory levels Just-in-Time (JIT) relationship to quality:
- JIT cuts the cost of quality
- JIT improves quality
- Better quality means less inventory and an easier system *7 tools for TQM (total quality management)
- check sheet (organized method of recording data)
- scatter diagram (graph of value of one variable vs. another variable)
- cause-and-effect diagram
- Pareto Chart (identify and plot problems in descending order of frequency)
- Flowchart (steps in a process)
- Histogram (frequency of occurrences of a variable)
- Statistical Process Control Chart (time on the horizontal axis to plot values of a statistic) 4 key steps using Statistical Process Control (SPC) -
- measure the process
- when a change is indicated, find the assignable cause
- eliminate or incorporate the cause
- restart the revised process
**Inspection - Detect a defective product (does not correct deficiencies in process or product, it is expensive) Issues (when to inspect, where in process to inspect) Many problems (worker fatigue, measurement error, process variability) **When and where to inspect?
- At the supplier's plant while the supplier is producing
- At your facility upon receipt of goods from your supplier
- before costly or irreversible processes
- during the step-by-step production process
- when production or service is complete
- before delivery to your customer.
- at the point of customer contact **Poka-yoke - the concept of foolproof o devices or techniques designed to pass only acceptable product. **Attributes - items are either good or bad, acceptable or unacceptable, does not address degree of failure **Variables -
- communication (means keeping customers informed and listening to them)
- credibility (involves trustworthiness, believability, and honesty)
- security (is the freedom from danger, risk, or doubt)
- understanding/knowing the customer (involves making the effort to understand the customers needs)
- tangibles (include the physical evidence of the service Service Recovery Strategy:
- managers should have a plan for when services fail. marriott's LEARN routine: Listen Empathize Apologize React Notify Which of the following costs is NOT a cost of quality? a) lost goodwill b) scrap c) rework d) research and development d) research and development
Which of the following is NOT an external failure cost? a) costs to society b) scrap c) returned goods d) lost goodwill b) scrap Kaizen is a Japanese term for which of the following concepts? a) employee empowerment b) continuous improvement c) six sigma d) total quality management b) continuous improvement Which of the following is NOT true about Six Sigma? a) it was developed by motorola in the 1980s b) it utilizies a five-step improvement model, DMAIC c) it is only applicable in manufacturing d) It is a program designed to reduce defects to help lower costs c) it is only applicable in manufacturing We have an expert-written solution to this problem!
if the product is good or bad What are the two key questions for an operations manager in the inspection process? When to inspect? Where to inspect? Which of the following is NOT one of the ten determinants of service quality? a) Credibility b) Communication c) Courtesy d) Convention d) Convention **What is the purpose of a control chart? help distinguish between natural variations and variations due to assignable causes **What is statistical process control? to provide a statistical signal when assignable causes of variations are present. Explain the role of the central limit theorem in SPC The Central Limit Theorem (CLT) is essential in Statistical Process Control (SPC) because it ensures that the distribution of sample means follows a normal pattern, allowing for reliable monitoring of process stability. This enables the use of control charts to detect variations, set accurate control limits, and distinguish between common and special cause variations efficiently.
Types of Quality Data: Attribute data (good/bad, yes/no) Variable date (can be measured, length, size weight, height, etc.) **Natural Variations
- also called common causes
- affect virtually all production processes
- if the distribution of outputs falls within acceptable limits, the process is said to be "in control" **Assignable Variations
- also called special causes of variation
- generally this is some change in the process
- variations that can be traced to a specific reason **Process Capability a measure of the relationship between the natural variation of the process and the design specifications **Process Capability Index: •A capable process must have a Cpk of at least 1.
- a capable process is not necessarily in the center of the specification but it falls within the specification limit at both extremes.
