WGU Operations and Supply Chain
Management - C720 Comprehensive
Study Guide. Rated A+
Teamwork - ✔✔-Teamwork in operations benefit the customer when coordinated decisions within an
organization produce high qualit
...
WGU Operations and Supply Chain
Management - C720 Comprehensive
Study Guide. Rated A+
Teamwork - ✔✔-Teamwork in operations benefit the customer when coordinated decisions within an
organization produce high quality products that customers value. Teamwork can help make
improvements to products. To remain competitive in the global marketplace, teamwork should be
utilized to help solve quality and productivity problems.
Product and process design - ✔✔-Product and process design are crucial and relate to both the design of
goods and services.
Product design - ✔✔-consideration of the characteristics, features, and performance of the product.
Product technology - ✔✔-application of knowledge to improve the product.
Process design - ✔✔-describes how a product will be made.
Process technology - ✔✔-application of knowledge to improve a process.
Common goals - ✔✔-Most organizations develop common goals during the budgeting and planning
process, which are done annually.
Most common type of organization - ✔✔-Many businesses are shifting to organization by process due to
today's fast paced environment.
Organizational structures - ✔✔-designed by process cross-functional lines.
Cross-functionality - ✔✔-a unique feature important to any organization.
Eliminating functional silos - ✔✔-allows teams to share knowledge and understanding of decisionmaking across the organization.
Decentralizing decision - ✔✔-making leads to more cross-functional teams.
Relative advantage - ✔✔-The difference between the lowest cost producer and the next-lowest cost
producer.
Ethics - ✔✔-A sense of what is right and wrong that guide behavior.
Sustainability - ✔✔-Reflects the efforts organizations are expected to make to balance their
interconnected obligations to economic viability, the societies in which they operate, and the natural
environment - the "triple bottom line."
Organizational focus points - ✔✔-Organizations need to focus on how a decision affects not just
profitability, but also employees, the community, and the environment, in the long and short term.
Competitive advantage - ✔✔-A capability that customers value that gives an organization an edge
against its competition.
VIRAL - ✔✔-VIRAL= Value to consumers, it should be Inimitable (not easily imitated), Rare, and an
organization should have the Aptitude and Lifespan to earn appropriate returns on the advantage.
SWOT Analysis - ✔✔-Assists in planning to achieve objectives. Strength, Weakness, Opportunity and
Threat
Key processes organizations must have: - ✔✔-Strategy development, product development,
development of systems to produce services and goods, and order fulfillment to leverage impact.
Systems development - ✔✔-Key to meeting strategic goals. Resources include: people, facilities,
equipment, materials, and energy.
Process redesign - ✔✔-Facilitates working toward a common goal in organizations.
Productivity - ✔✔-A mathematical calculation. It is the ratio of the outputs achieved divided by the
inputs consumed to achieve those outputs.
Productivity Formula - ✔✔-Productivity = Output / Input. Change in productivity = (new productivity -
old productivity) / old productivity.
Labor Productivity Formula - ✔✔-Labor productivity = Quantity or value of units produced divided labor
hours or labor cost.
Quality - ✔✔-Determined by the customer and how the customer will use a product.
Used to judge service quality: - ✔✔-Reliability- ability to perform the promised service dependably and
accurately.
Responsiveness- willingness to help customers and provide prompt service.
Assurance- knowledge and courtesy of employees and their ability to convey trust and confidence.
Empathy- provision of caring, individualized attention to customers.
Tangibles- appearance of physical facilities, equipment, personnel, and communication materials.
Factors that determine quality for goods: - ✔✔-Performance- primary operating characteristic of a
product
Features- secondary characteristics that supplement the product's basic functioning.
Reliability- length of time a product will function before it fails or the probability it will function for a
stated period of time.
Conformance- degree to which a product's design and operating characteristics match pre-established
standards.
Durability- ability of a product to function when subjected to hard and frequent use.
Serviceability- speed, courtesy and competence of repair.
Aesthetics- how a product looks, feels, sounds, tastes, or smells.
Perceived quality- image, advertising, or brand name of a product.
Failure costs - ✔✔-Can be internal to the organization (defects found before product reaches consumer)
or external after reaching the customer (cost of warranty repair work, handling complaints, or replacing
products). Failure costs can lead to: lost goodwill, legal liability if someone is injured/killed, and even
loss of customers.
Appraisal costs - ✔✔-Investment in measuring the quality and assessing customer satisfaction. Appraisal
costs include: costs involved with customer satisfaction surveys, hiring individuals to inspect property at
a hotel chain, or testing computers to ensure they will operate as intended.
Prevention costs - ✔✔-Put a stop to the quality problem. Prevention costs include: activities such as
employee training, quality control procedures or other activities designed to prevent product defects.
Statistical process control (SPC) - ✔✔-The use of statistical methods to determine when a process that
produces a good or service is getting close to producing an unacceptable level of defects.
Walter Shewhart - ✔✔-Father of statistical quality control. Founding father of statistical process control.
Developed the P-D-C-A (Plan Do Check Act) which came to be known as Shewhart Cycle, and also the
Deming Wheel. However, Deming preferred to call it the Shewhart Cycle. Deming later revised it to P-DS-A (Plan Do Study Analyze) because he felt "check" emphasized inspection over analysis.
Deming's 14 points for transformation of management: - ✔✔-
a. - ✔✔-1. Create constancy of purpose toward improvement of product and service. Aim to become
competitive and to stay in business, and provide jobs.
2. Adopt the new philosophy.
3. Cease dependence and inspection to achieve quality.
4. End the practice of awarding business on the basis of price tag.
5. Improve constantly and forever the system of production and service.
6. Institute training on the job.
7. Institute leadership.
8. Drive out fear so everyone may work effectively for the company.
9. Break down barriers between department.
10. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels
of productivity.
11. Eliminate work standard on the factory floor. Substitute leadership. Eliminate management by
objective.
12. Remove barriers robbing the hourly worker of his right to pride of workmanship.
13. Institute a vigorous program education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation.
Deming's basic premise: - ✔✔-Systems, not employees cause defects.
Deming - ✔✔-Deming emphasized the importance of training employees to use tools of statistical
process control.
Joseph Juran - ✔✔-1950s began his "cost of quality" approach, which stressed the desirability of
lowering costs associated with prevention.
Juran also suggested the Pareto Principle (he named it a
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