Meycauayan College

Final Examination
Operation/Production Management with TQM
Review Material

Test I. Identification. Write the correct answer in the space provided.

1. Kanban. A manual system used for controlling the movement of parts and materials that responds
to signals of the need for delivery to each workstation.
2. Pull system. Replacing material or parts based on demand: produce only what is needed.
3. Heijunka. Variations in production volume lead to waste.
4. Kaizen. Continuous improvement of the system.
5. Jidoka. Quality at the source.
6. Poka-yoke. safeguards build into a process to reduce the possibility of committing an error.
7. Overproduction. Involves excessive use of manufacturing resources.
8. Waiting time. requires space, adds no value.
9. Unnecessary transporting. Increases handling, increases work-in-process inventory.
10. Processing waste. makes unnecessary production steps, scrap.
11. Inefficient work methods. Reduce productivity, increase scrap, increase work-in-process
inventory.
12. Product defects. require re-work costs and possible lost sales due to customer dissatisfaction.
13. Single-minute exchange of die. a system for reducing changeover time.
14. Automation. Automatic detection of defects during production.
15. Production Flexibility. the overall goal of JIT system is to achieve the ability to process a mix of
products in a smooth flow.
16. A balanced system. Line balancing of production lines helps to achieve a rapid flow of work
through the system.
17. Takt time. The cycle time needed to match customer demand for final product.
18. Fail-Safe Methods. Refers to building safeguards into a process to reduce or eliminate the potential
for errors during a process.
19. Andon System. A system of lights is used at each workstation to signal problems or slowdowns.
20. Activity-based costing. allocation of overhead to specific jobs based on their percentage of
activities.
21. Push system. Work is pushed to the next station as it is completed.
22. Pull system. A workstation pulls output from the preceding station as it is needed.
23. Logistical transaction. Include ordering, execution, and confirmation of materials transported
from one location to another.
24. Balancing transaction. Include forecasting, production planning, production control, procurement,
scheduling, and other processing.
25. Quality transactions. Include determining and communicating specifications, monitoring,
recording, and follow up activities.
26. Change transactions. Primarily involve engineering changes and the ensuing changes generated in
specifications, bills of material, scheduling, processing instructions, and so on.
27. Preventive maintenance. Maintaining equipment in good operating condition and replacing parts
that have a tendency to fail before they actually do fail.
28. Housekeeping maintenance. a workplace that is clean and free of unnecessary materials.
29. Sort. Decide which items are needed to accomplish the work.
30. Straighten. Organize the workplace so that the needed items can be accessed quickly and easily.
31. Sweep. Keep the workplace clean and ready for work.
32. Standardized. Use standard instructions and procedures for all work.
33. Self-discipline. make sure that employees understand the need for an uncluttered workplace.
34. Housekeeping. Involves keeping the workplace clean as well as keeping it free of any materials
that are not needed for production, because those materials take up space and may cause
disruption to the work flow.
35. Cultures. Vary from organization to organization.
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 36. Breakdown maintenance. Reactive approach; dealing with breakdowns or problems when they
occur.
37. Predictive maintenance. An attempt to determine when best to perform preventive maintenance
activities.
38. Total productive maintenance. JIT approach where workers perform preventive maintenance on
the machines they operate.

Test II. Definition of terms. Define the following terms below:

1. Scheduling. Encompasses allocating workloads to specific work centers and determining the
sequence in which operations are to be performed.
2. Flow system. A high-volume system with standardized equipment and activities.
3. Flow-shop scheduling. Scheduling for the low system.
4. Loading. the Assignment of jobs to processing centers.
5. Gantt Chart. Used as a visual aid for loading and scheduling purposes.
6. Load chart. A Gantt chart that shows the loading and idle times for a group of machines or list of
departments.
7. Infinite loading. jobs are assigned to work centers without regard to the capacity of the work
center.
8. Finite loading. jobs are assigned to work centers taking into account the work center capacity and
job processing times.
9. Forward scheduling. scheduling ahead from a point in time.
10. Backward scheduling. scheduling backward from the due date.
11. Schedule chart. A Gantt chart that shows the orders or jobs in progress and whether they are on
schedule.
12. Input/output control. managing workflow and queues at work centers.

Test III. True or False. Write True if the statement is correct, if the statement is incorrect, write the word
that makes the statement false.
1. Managers typically oversee a variety of operations.
2. Projects may involve considerable cost. Some have a long time horizon, and some involve a large
number of activities that must be carefully planned and coordinated.
3. The project approach enables an organization to focus attention and concentrate efforts on
accomplishing a narrow set of performance objectives within a limited time and budget
framework.
4. Projects are unique, one-time operations designed to accomplish a specific set of objectives in a
limited time frame.
5. Projects can be of strategic importance for organizations.
6. Project management differs from the management of more traditional activities mainly because
of its limited time framework and the unique set of activities involved, which gives rise to a host of
unique problems.
7. Projects present managers with a host of problems that differ in many respects from those
encountered with more routine activities.
8. In a matrix organization, functional and project managers share workers and facilities.
9. Deciding which projects to implement involves determining the criteria that will be used to decide
which projects to pursue.
10. Project manager is the central person in the project.
11. Project team can greatly influence the ultimate success or failure of a project.
12. Project Planning and design require decisions on project performance goals, a timetable for project
completion, the scope of the project, what work needs to be done, how it will be done, if some
portions will be outsourced, what resources will be needed, a budget, and when and how long
resources will be needed.
13. Managing and controlling project resources involves managing personnel, equipment, and the
budget; establishing appropriate metrics for evaluating the project; monitoring progress; and
taking corrective action when needed.

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 14. Deciding if and When Project should be Terminated and sometimes it is better to terminate a
project that to invest any more resources.
15. Project Champions are people, usually within the company, who promote and support the project.
16. The Project Management Institute administers a globally recognized examination-based
professional certification program.
17. People are selected to work on special projects because the knowledge or abilities they possess
are needed.
18. The workers themselves are not always eager to participate in projects because it may mean
working for two bosses who impose differing demands, it may disrupt friendships and daily
routines, and it presents the risk of being replaced on the current job.
19. Managers don’t want to lose the output, of good workers.
20. In spite of potential risks, people are attracted by the potential rewards of being involved in a
project.
21. Projects may present opportunities to meet new people and to increase future job opportunities,
especially if the project is successful.
22. Large projects usually involve a very large number of activities, planners need some way to
determine exactly what will need to be done so that they can realistically estimate how long it will
take to complete the various elements of the project and how much it will cost.
23. Gantt chart is a popular tool for planning and scheduling simple projects. It enables a manager to
initially schedule project activities and then monitor progress over time by comparing planned
progress to actual progress.
24. Program evaluation and review techniques and the Critical Path method are two of the most widely
used techniques for planning and coordinating large-scale projects.
25. A contractor for doing work for the organization may be using the other approach, so employees
of the organization who deal with the contractor on project matters would benefit from knowledge
of the other approach.
26. Developing and interpreting network diagrams requires some familiarity with networking
conventions.
27. The beta distribution is generally used to describe the inherent variability in time estimates.
28. Estimates of activity times for projects usually are made for some given level of resources.
29. Computer software and tools such as PERT can greatly assist project management.
30. In some instances, it may be possible to shorten, or crash, the length of a project by shortening
one or more of the project activities.

Test IV. Enumeration. Write only the correct answer.

1. Characteristics of the waiting line
population source
number of servers
arrival and service patterns
queue discipline
2. Constraint management of waiting line
use temporary workers
shift demand
standardized the service
look for a bottleneck.

Test V. Essay. 5 points each.

1. Why Firms must practice Kaizen? How Kaizen helps Industry Competitiveness?
- We all know that Kaizen means “continuous improvement” and with that, firms must practice
it. The reason is that it can improve and increase a firm’s competitive advantage. One way that
Kaizen helps you maintain a competitive advantage is through product improvement. All the
improvements gained in cost reduction and waste reduction lead to the production of higher
quality goods that are produced more quickly and beat the competition. Also, it can be a
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 competitive strategy in which every employee collaborates to develop a strong environment
for continuous improvement.

2. Why scheduling is easy for simple or repetitive production but fairly complex for job shop.
- Since the activities and equipment involved in repetitive systems are the same, scheduling
them is quite simple. This applies to both systems with high and medium volumes because of
the similarity of the production. Given that the products created at job shops are not mass-
produced and instead are customized or of a personal nature, scheduling for them is more
challenging and complex. Moreover, the repetitive system has a pre-defined system to improve
workflow. The decision of sequins and loading are determined. As a result of its repetitious and
structured nature, scheduling is relatively easy. Additionally, the workflow system in job shops
is based on the demands of the order. Order processing varied from request to request. As a
result, schedulers need help in selecting how to distribute workload among work centers and
order job processing.

3. Discuss the behavioral aspects of projects in terms of project personnel and the project manager
- The project manager needs to be proficient in several areas in order to create and manage a
successful project team. The project manager must be able to choose team members who fit
in well with the team, manage meetings skillfully, establish a team identity and vision, establish
methods of rewarding both the team and individuals, manage conflicts within and outside the
team, and be able to re-energize the team during lengthy projects.

4. Why identify bottleneck in the operation. How to avoid bottleneck?

- Your projects' expenses and delays are caused by bottlenecks. Finding them and resolving them
are essential because they can lead to serious issues for both people and businesses. In other
words, even if this work stage is operating at full capacity, it still won't be able to complete all
the work items quickly enough to move them on to the following stages without creating a
delay. Leaving a bottleneck untreated will always cost you more than resolving it. Therefore,
the best way to avoid it is to never leave it idle. The bottleneck process should always be filled
to capacity because overflow can cause problems for other parts of the flow. If you can,
increase the capacity of the bottleneck to speed up the whole process and add more people
and resources.

5. How ISO certification affects the company image?

- Obtaining an ISO quality management certification can have a significant positive impact on
your company's efficiency, production, and consumer satisfaction. Companies can greatly
enhance their business goals, operations, and procedures by obtaining ISO accreditation. Your
employees will find it simpler to collaborate effectively and efficiently when your processes
and procedures have been certified to satisfy ISO standards. An audit of your company's
operational practices is a requirement for ISO accreditation. You can use this audit to find out
where your business can become more efficient. After the audit is over, you will have a road
map to follow that will assist you in increasing the efficiency of your company.

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