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| Also known as Job-Shop or functional layout; a format in which similar equipment or functions are grouped together. |
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| A work processes were they are arranged according to the progressive steps by which the product is made |
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| Groups dissimilar machines to work on products that have similar shapes and processing requirements. |
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| the product remains at one location, and equipment is moved to the product. |
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| Systematic layout planning (SLP) |
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| A technique for solving process layout problems when the use of numerical flow data between departments is not practical. the Technique uses an activity relationship diagram that is adjusted by trial and error until a satisfactory adjacency pattern is obtained. |
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| the time between successive units coming off the end of an assembly line. |
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| The problem of assigning all the tasks to a series of workstations so that each workstation has no more than can be done in the workstation cycle time, and so that idle time across all workstations is minimized. |
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| The order in which tasks mus be performed in the assembly process. |
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| Est. 1987. Recognizes American companies with exemplary quality management. Started strictly awarding manufacturing firms but now have service and non-profits awards. |
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| International Award with standards agreed by the International Organizations for Standardization. Adopted in 1987 and is recognized by 160 countries. |
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| Most recent revisions on already created ISO-9000. |
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| Primarily concerned with environmental management. |
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| is a quality standard developed by a joint effort of the "Big Three" automakers, General Motors, Chrysler and Ford. It was introduced to the industry in 1994. It has been adopted by several heavy truck manufacturers in the U.S. as well. Essentially all suppliers to the automotive industry need to implement a QS9000 system. |
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| Pioneered by Motorola which focuses on small gradual & frequent improvements over the long run. |
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| Six Sigma Statistical Term |
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| Based on a statistical measure that equates to 3.4 or fewer errors per million. |
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| the employees who take up Six Sigma implementation along with their other job responsibilities, operate under the guidance of Black Belts. |
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| operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution |
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| identified by champions, act as in-house coaches on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from statistical tasks, they spend their time on ensuring consistent application of Six Sigma across various functions and departments. |
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