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Estimating the quality of conformance of large batches through inspection of smaller samples. |
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Deviations with a specific cause or source. |
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Average Outgoing Quality (AOQ) |
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Estimate of the proportion of defects that pass an acceptance sampling plan. |
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Measuring performance relative to some peer’s performance, generally identified as ‘best in class’. |
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A description of all raw materials and intermediate assemblies required to create a finished product. |
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A group problem-solving technique that requires collection and discussion of various ideas from group members in an effort to develop a solution to a target problem. |
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Control chart used in monitoring the count of some characteristic within a sample. |
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Integration of a product’s design and process development phases, to enhance manufacturability. |
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The likelihood of a Type II error. |
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Graph illustrating observed values in relationship to the allowable limits on those values. |
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A control chart boundary, where values observed beyond this limit signals the process is not in control. |
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Planning sustainability as a perpetual cycle of transformation, in which the disposal of one product provides the materials for another. |
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Planning sustainability from the procurement of raw materials through the production of the product. |
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Planning sustainability from the procurement of raw materials through the final disposal of the product. |
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A assemble-to-order strategy emphasizing the stocking of highly standardized components to be quickly transformed into finished products once a customer’s requirement is known. |
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Electronic Data Interchange (EDI) |
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The linking of two information systems from two different organizations to transfer data and conduct transactions. |
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Granting an employee the authority to take independent action on behalf of the overall operation. |
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Enterprise Resource Planning (ERP) |
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A strategic information system which integrates all functional areas of an organization, such as operations, marketing and finance. |
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A scheduling approach which recognizes capacity constraints. |
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Visual model to clarify cause-and-effect relationships. |
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The length of time a job spends in the system. |
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In planning, a policy that does not allow changes to the Master Production Schedule within a protected interval. |
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A bar chart illustrating the relative frequency of occurrences in different categories. |
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A scheduling approach which ignores capacity constraints. |
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A certification of compliance with an internationally recognized set of quality management standards. |
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A phrase first popularized by the Bose Company, emphasizing vendor managed inventory and co-location of those vendors within a production facility. |
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Japanese term for a focus on continuous improvement. |
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The average number of some item in a system equals its average arrival rate multiplied by the average time each unit spends in the system. |
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Lot Tolerance Percent Defective (LTPD) |
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Maximum proportion of defects that a consumer can tolerate. |
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An ordering policy in which orders are sized to match individual demands exactly, theoretically accumulating no inventory. |
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The length of time required to complete a finished schedule. |
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The degree to which a product can be created easily and reliably according to specifications. |
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Master Production Schedule (MPS) |
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A statement of independent demand for all inventory items in an MRP system. |
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Minimum Constant Production (MCP) Rate |
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The lowest speed of perfectly level production that will not produce any shortages within a demand forecast. |
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Production of a range of products with a single assembly line, primarily by varying features on an otherwise standardized product. |
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Japanese term for waste, particularly anything a customer is not willing to pay for. |
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Simultaneous completion of multiple tasks by a single processor. |
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A point of time within a forecast where aggregate demand dictates the minimum level production rate necessary to fulfill all demand specified by that forecast. |
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In management science, a condition in which a small change to input data can create major revisions to the conclusions suggested by a particular technique. |
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A tendency to assume a process is acceptable if its output is acceptable. |
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The use of statistics to identify which factors are the most influential in a particular outcome of interest. |
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Japanese term for process improvements striving to make the desired outcome of a process inevitable, largely by preventing mistakes. |
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The natural variation in an existing process, stated relative to the allowable variation specified in a product’s design. |
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The likelihood of a Type I error. |
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A group of employees that meets regularly to discuss and develop opportunities for continuous improvement of their operation. |
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Quality Function Deployment (QFD) Analysis |
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Modeling the mathematical correlations between customers’ perception of a product and its technical design specifications. |
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The degree to which the output of an operation meets the producer’s expectations. |
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The degree to which the output of an operation meets the customer’s expectations. |
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Radio Frequency Identification (RFID) |
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The tagging of objects with devices that may be detected and interrogated for information by remote electronic readers, allowing identification and tracking without contact. |
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Creating physical examples of a design as quickly as possible, to allow further assessment and improvement. |
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Disassembling and evaluating a competitor’s product. |
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To determine the order in which requirements are met. |
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An individual or organization’s comprehension of the surrounding environment and its potential near future states. |
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A quality management program emphasizing the application of analytical tools and wide-spread involvement of employees across the organization. |
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Statistical Process Control (SPC) |
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The monitoring of overall conformance through the on-going evaluation of samples. |
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A proposed model of the cost of non-conformance that penalizes even small degrees of deviation from a target specification. |
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A point in time specified by a policy to protect a master production schedule from near-term changes, dividing the planning horizon into shorter intervals with varying levels of protection. |
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In quality control, concluding the process is out of control when in fact it is not. |
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In quality control, concluding the process is in control when in fact it is not. |
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