Every company competes on four basic dimensions (e.g., quality, service, flexibility, and cost). These four dimensions are referred to as the competitive dimensions of value. Value is defined as the ability to lower costs while improving performance (e.g., quality, service, and flexibility). However, there are several different types of quality, service, flexibility, and cost. Match up the different sub-dimensions below with their definitions. Place the definition number next to the dimension it defines. The first one has been done for you. Also, all of the answers for these sub-dimensions begins with THE ABILITY

Q Product Reliability #12

Q Product Durability #

Q Conformance to Specifications #

Q Design Quality #

Q Company Reputation #

S Pre-Sale Customer Service

S Product Support

S Procurement Lead-time

S New Product Development Time

S New Product Introduction Time

S Manufacturing Lead Time

S Delivery Speed

F Delivery Dependability/Reliability

F Delivery Flexibility

F Volume Flexibility

F Mix Flexibility

F Changeover Flexibility

F Modification Flexibility

C Low Production Cost

C Competitive Pricing

DEFINITIONS

1. the ability to effectively respond to planned delivery dates
2. policies, procedures, and practices for assessing and improving supplier capability and performance in multiple areas such as quality, design support, and delivery
3. bringing all of the participants in the product life cycle into the process early on so even suppliers and customers can provide input to each others processes
4. a set of practices to foster a long-term cooperative labor-management relationship that permits things such as flexible job assignments
5. the ability to create a positive or favorable image in the customers mind when he/she hears the companys name
6. the use of a computer to program, direct, and control an independent machine in the fabrication of manufactured items
7. the use of standard procedures, materials, parts, and/or processes for designing and manufacturing a product
8. job design that permits employees to do many different things at work, using a variety of skills and talents
9. training employees to do more than one job to enable job rotation
10. determining customers (both inside and outside the firm) requirements, then meeting those requirements no matter what it takes
11. the printing and applying of bar coded labels to comply with customer shipping/packaging requirements
12. the ability to maximize the time to product failure or malfunction
13. the ability of a manufacturing system to effectively handle additions and subtractions to the product mix over time that result from new product introduction
14. the use of general purpose machines, tools, or transporting devices in the manufacturing operation
15. the process of developing interchangeable parts across products that can be configured into a wide variety of end products
16. the ability to offer a lower product price than direct customers
17. the ability to minimize the time from order placement to the delivery of the procured item, which includes supplier lead time, transportation, and receiving and inspection
18. an approach (using concepts such as design for assembly, design for serviceability, and design for test) for designing products that can be more effectively manufactured
19. the use of computers in interactive engineering drawing and storage of design to obtain graphical views of a part and its relationship with other parts
20. the use of computer systems (such as MRP or MRPII) for planning, tracking, and ordering components and products throughout the manufacturing operations
21. the ability to minimize the time from when the order was released to the shop floor to the time of its completion
22. a never-ending effort to expose and eliminate root causes of problems in an incremental manner
23. allowing employees to decide on their own how to go about doing their work
24. the ability to manufacture a product whose operating characteristics meet established performance standards
25. the use of mechanical devices or robots to perform functions, that were previously performed by people
26. the use of Automatic Identification technologies such as bar code and Radio Frequency Identification tags to support internal operations such as material and/or lot identification, inventory control, shipping and receiving, and/or production tracking
27. the ability to minimize the time to make product improvements/variations to existing products, or to introduce completely new products
28. selecting data and information for competitive comparisons to support performance planning, evaluation, and improvement
29. the use of conveyors, automated guided vehicles, automated storage and retrieval systems, automatic tool changers, etc., to efficiently move materials, fixtures, and/or tools
30. ensuring action is taken on employee input or suggestions
31. the ability to maximize the time to product replacement
32. the ability to effectively increase or decrease aggregate production in response to customers
33. the monitoring of a process by analyzing outputs using statistical techniques that provide feedback for maintaining or improving process capability
34. a formal process facilitated by computer technology which integrates the engineering, manufacturing, and business functions of the enterprise into a single, closed loop controlled system
35. the use of information technology that enables all functional areas to access and transmit information from one to another
36. the ability to provide a product with capabilities, features, styling, and/or operating characteristics that are either superior to those of competing products or unavailable with competing products
37. reducing waste and cycle times in all areas of the company through cross-departmental process analysis
38. the ability to effectively respond to changes in planned delivery dates
39. the use of techniques such as simpler dies, machine controls, faster methods of moving and storing dies, automation of feeding and positioning operations, to systematically reduce the set-up time of operations
40. a philosophy of eliminating waste, characterized by reduced set-up times and small lot sizes, in which components and products are pulled, as required, by the manufacturing system
41. the use of external suppliers to design and/or manufacture components or subassemblies
42. maintaining and using accurate records for lot tracking and material control, including finished goods, work-in-process, purchased parts and raw materials
43. the ability to service the customer during the purchase decision process (i.e., before the customer buys the product)
44. the ability to minimize the total cost of production (inclusive of labor, materials, and operating costs) through efficient operations, process technology, and/or scale economies
45. a manufacturing process that produces families of parts within a single line or cell of machines operated by machinists who work only within that line or cell
46. strategically operating at less than 100% utilization so that capacity is available when needed
47. the ability to service the customer in providing product support after the sale of the product to ensure continuing customer satisfaction
48. the ability of a manufacturing system to effectively implement minor design changes in current product(s) that result from corrective actions or changing customer requirements
49. a computer controlled manufacturing system using semi-independent NC/CNC machines linked together by means of an automated material handling network
50. the grouping of products that have similar design properties (size,, shape, function, etc.) or manufacturing characteristics (process, process routing, etc.) into product families to simplify design and manufacturing
51. the planned use of either direct or indirect temporary personnel to deal with volume fluctuations
52. a system to spot and prevent defects as they occur, rather than through inspection and rework
53. requiring JIT deliveries from your suppliers to support your overall JIT strategy
54. overlapping activities in product and process development to ensure a match between design requirements and process capabilities, reducing time to market
55. the ability to minimize the time it takes to develop new products
56. a systematic investigation of the product manufactured to see how the design or materials can be changed to improve the products performance and/or lower its cost
57. activities including adjustments, replacements, and basic cleanliness, that forestall machine breakdowns
58. lean staff, open horizontal communications, and a relaxation of traditional hierarchy
59. the integration of paperless (electronic) documents into business systems with no manual intervention
60. the ability to reduce the time between receipt of customer order and final delivery to as close to zero as possible
61. a conscious effort to reduce total manufacturing lead time (including time spent as work-in-process, set-up time, move time, inspection time, and order preparation time)
62. goal-orientation and zeal for performance data, with constant performance measurement
63. the ability of a manufacturing system to effectively produce a wide variety of different products at a point in time