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| The design, operation, and improvement of productive systems |
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| A function or system that transforms inputs into outputs of greater value |
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| A series of activities from supplier to customer that add value to a product or service |
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| The process of handcrafting products or services for individual customers |
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| Dividing a job into a series of small tasks each performed by a different worker |
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| The standardization of parts initially as replacement parts enabled mass production |
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| The systematic analysis of work methods |
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| The high-volume production of a standardized product for a mass market |
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| An emphasis on quality and the strategic role of operations |
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| An adaptation of mass production that prizes quality and flexibility |
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| Managing the flow of information, products, and services across a network of customers, enterprises, and suppliers |
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| The degree to which a nation can produce goods and services that meet the test of international markets |
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| The ratio of output to input |
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| Provides direction for achieving a mission |
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| What the firm is in the business of doing |
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| What the firm does better than anyone else |
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| What qualifies an item to be considered for purchase |
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| How the firm chooses to compete |
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| Fast moves, fast adaptations, tight linkages |
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| A way to please the customer |
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| The ability to adjust to changes in product mix, production volume, or design |
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| The mass production of customized products |
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| Translates corporate strategy into measurable objectives |
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| The action plans generated from the policy deployment process |
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| A performance assessment that includes metrics related to customers, processes, and learning and growing, as well as financials |
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| Key performance indicators (KPI) |
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| A set of measures that help managers evaluate performance in critical areas |
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| A set of quantitative decision-making techniques for decision situations in which uncertainty exists |
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| A method for organizing and illustrating the payoffs from different decisions given various states of nature |
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| The outcome of the decision |
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| A decision criterion that results in the maximum of the maximum payoffs; totally optimistic |
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| A decision criterion that results in the maximum of the minimum payoffs; totally pessimistic |
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| A decision criterion that results in the minimum of the maximum regrets for each alternative |
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| A decision criterion in which the decision payoffs are weighted by a coefficient of optimism; α |
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| Coefficient of optimism (α) |
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| A measure of a decision maker's optimism, from 0 (completely pessimistic) to 1 (completely optimistic) |
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| Equal likelihood (La Place) criterion |
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| Decision criterion in which each state of nature is weighted equally |
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| A weighted average of decision outcomes in which each future state of nature is assigned a probability of occurrence |
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| Expected value of perfect information (EVPI) |
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| The maximum value of perfect information to the decision maker |
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| A graphical method for analyzing decision situations that require a sequence of decisions over time |
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| How well the product or service does what it is supposed to do |
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| Involves designing quality characteristics into a product or service |
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| Making sure the product or service is produced according to design |
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| A diagram of the steps in a job, operation, or process |
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| Cause-and-effect (fishbone) diagram |
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| A chart showing the different categories of problem causes |
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| A grid used to prioritize causes of quality problems |
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| Most quality problems result from a few causes |
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| Total Quality Management (TQM) |
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| Customer-oriented, leadership, strategic planning, employee responsibility, continuous improvement, cooperation, statistical methods, and training and education |
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| Quality management system (QMS) |
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| A system to achieve customer satisfaction that complements other company systems |
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| A relationship between a company and its suppliers based on mutual quality standards |
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| Participative problem solving |
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| Employees are directly involved in the quality management process |
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| Involves everyone in a process of continuous improvement |
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| A group of workers and supervisors from the same area who address quality problems |
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| "Best" level of quality achievement in one company that other companies seek to achieve |
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| Measure of how much a process deviates from perfection |
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| The four basic steps of Six Sigma - align, mobilize, accelerate and govern |
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| An executive responsible for project success |
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Define, measure, analyze, improve, control
(DMAIC) |
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| A teacher and mentor for Black Belts |
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| Design for Six Sigma (DFSS) |
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| A systematic approach to designing products and processes that will achieve Six Sigma |
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| Integrating Six Sigma and lean systems |
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| Costs incurred during product design |
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| Cost of measuring, testing, and analyzing |
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| Include scrap, rework, process failure, downtime, and price reductions |
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| Include complaints, returns, warranty claims, liability, and lost sales |
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| Ratios that measure quality costs against a base value |
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| The ratio of quality cost to labor hours |
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| The ratio of quality cost to manufacturing cost |
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| The ratio of quality cost to sales |
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| The ratio of quality cost to units of final product |
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| Quality impact on productivity |
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| Fewer defects increase output and quality improvement reduces inputs |
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| A measure of productivity |
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| Quality-productivity ratio (QPR) |
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| A productivity index that includes productivity and quality costs |
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