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SCM 300 ASU DAVILA EXAM 3 PRACTICE EXAM 2026, Exams of Nursing

University of NairobiNursing

Measurable and manageable - Entire system considered - easy to identify problems - accountability, good metrics THINGS WE TALKED ABOUT IN CLASS - pizza - cow path - silicon wafers - ticket broker - your resume (little stories) - "don't be a jerk" - real estate, show them what is available - Health, physician's advice - GPA, he doesn't like it - Basketball - how should we create grades - anesthesiology - motorola six sigma - whirlpool it upgrade Business Process - any activity that takes an input, adds value, and provides an output - a cell of the supply chain - "recipe" - make it as detailed as possible so there is nothing that can be unclear

Typology: Exams

2025/2026

Available from 05/05/2026

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SCM 300 ASU DAVILA EXAM 3
PRACTICE EXAM 2026
Measurable and manageable
- Entire system considered
- easy to identify problems
- accountability, good metrics
THINGS WE TALKED ABOUT IN CLASS
- pizza
- cow path
- silicon wafers
- ticket broker
- your resume (little stories)
- "don't be a jerk"
- real estate, show them what is available
- Health, physician's advice
- GPA, he doesn't like it
- Basketball
- how should we create grades
- anesthesiology
- motorola six sigma
- whirlpool it upgrade
Business Process
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Partial preview of the text

Download SCM 300 ASU DAVILA EXAM 3 PRACTICE EXAM 2026 and more Exams Nursing in PDF only on Docsity!

SCM 300 ASU DAVILA EXAM 3

PRACTICE EXAM 2026

Measurable and manageable

- Entire system considered

  • easy to identify problems
  • accountability, good metrics THINGS WE TALKED ABOUT IN CLASS
  • pizza
  • cow path
  • silicon wafers
  • ticket broker
  • your resume (little stories)
  • "don't be a jerk"
  • real estate, show them what is available
  • Health, physician's advice
  • GPA, he doesn't like it
  • Basketball
  • how should we create grades
  • anesthesiology
  • motorola six sigma
  • whirlpool it upgrade Business Process
  • any activity that takes an input, adds value, and provides an output
  • a cell of the supply chain
  • "recipe"
  • make it as detailed as possible so there is nothing that can be unclear Things to think about with changing business processes
  • who will it affect
  • how will it affect them
  • will the customers dislike the change? Good intentions
  • goal oriented
  • stakeholders considered
  • outputs are desired Reproducible Results
  • Documented and easily understood; adaptable Bad Business Processes
  • ambiguity
  • Misalignment
  • misscommunication Ambiguity
  • Have a long-term view
  • Understand group/team dynamics
  • Understand Business Imperatives
  • Develop solutions and reccomendations Embrace the repugnant Try the most horrible thing first Recommendations: prepare to Sell
  1. List value
  2. Basic Solutions and anticipated benefits
  3. Cost-Benefit Analysis
  4. Value to work Ratio (to achieve)
  5. Does it fit the system Performance measurement
  • Measure employee performance for the purpose of motivation, improvement, stat reference, promo, termination Metric
  • A single performance measurement KPI Key performance Indicator - the metrics thought to be most important indicators of success. Types of behaviors
  • what types of outcomes are desired Prescriptive metrics
  • how do you fix the problem creating opportunities for failure
  • helps people do risky things to get better Good metrics must be
  • Measurable
  • Easily understood
  • Attainable Measurable
  • ability to measure outcome using a sound numeric metric Easily understood
  • Do stakeholders see the connection between the metric, outcome, desired behaviors Attainable
  • Do the stakeholders feel they can achieve the goals or be successful as defined./measured by the metric Good metrics logistics
  • aesthetics
  • brand reputation Dimension of quality: Service
  • time
  • timely
  • complete
  • accurate
  • responsive
  • courtesy
  • consistent
  • accessible
  • convenient ISO 9000
  • "qualtiy certification"
  • International standards organization cert

Malcolm Baldridge National Quality Award

  • US Quality Award
  • Lots of criteria
  • Leadership strategy, customer service, IT, etc
  • TQM Deming Prize
  • Japanese Quality Award

TQM

  • Total Quality Management
  1. Customer is always important
  2. Involvement: Internal/External Employees
  3. Continuous Improvement Culture Types of benchmarking
  • Competitive
  • Functional
  • Internal Six sigma
  • the elimination of defects
  1. defect elimination
  2. program basics
  3. key methodologies
  • DMAIC - used for existing processes
  • DMADV - design NEW process 5 Step Sigma Process •Define problem •Measure the performance of the process •Analyze the data measured in an effort to find a root cause •Control the process. Monitor progress and measure levels of improvement

•Consistent •Accessible •Convenient Dimensions of product quality •Performance •Reliability •Durability •Aesthetics •Features •Reputation/Brand •Service Response •Serviceability •Maintenance and Repair Costs of Quality •Internal failure costs •External failure costs •Appraisal Costs •Prevention Costs Internal failure costs •A cost of quality •Problem found and fixed within the supply chain •The customer never sees the problem External failure costs

•A cost of quality •Problems that reached the customer •Have the highest potential for loss Appraisal Costs •A cost of quality •Costs associated with monitoring quality in stable systems or the costs of researching when systems are producing sub-standard quality Prevention Costs •A cost of quality •Costs associated with fixing present problems and preventing future problems. Quality Gurus •W. Edwards Deming •Joseph Juran •Phillip Crosby W. Edwards Deming

  • continuous improvement
  • 14 points Joseph Juran Phillip Crosby
  • computer representation of data to info
  • A computer-generated visual representation of a company's performance that is often available to executives on nearly any of their digital devices Managerial paralysis A situation where managers are inundated with data. This overflow of data actually slows decision-making and may even result in managers stalling or avoiding decision-making Cash to Cash Cycle
  • Number of days between firm paying supplier, and customer paying firm Capacity Utilization amount of product produced by a manufacturing process:the maximum capacity of that facility. Process Velocity how long a unit sits in a process:the amount of work time spent on the unit. Perfect Order Fulfillment The percentage of orders that are full, arrive on time, and are damage free. Supply chain compression
  • Indication and elimination of non-value-added steps in SC Outcomes: better SC / savings Internal SCM A term that refers to the information flows between higher and lower levels of planning and control systems within an organization SRM Supplier Relationship Managment Calculating reliability (Reliability of component 1) (Reliability of component
  1. (Reliability of component 3)*...(Reliability of component n) Reliability (Product) = r(1) r(2) r(3) *...r(n)