Chapter 1: total quality management Flashcards

1
Q

Quality - customer and manufacturer side

A

Customer side:
- subjective
- different expectation
- implicitly clear
- not always easy to make explicit
- may change in time

manufacturer side:
- focus on customer group
- difficult to collect requirements
- difficult to translate into technical specifications

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2
Q

Quality?

A

A dynamic state associated with products, services, people, processes, and environments that meets or exceeds expectations and helps produce superior value

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3
Q

Total quality?

A
  • encompasses all 3 elements of superior value (cost, quality and service)
  • continually improving the quality of products, services, processes and costs
  • measures
  • people
  • processes
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4
Q

Traditional view VS total quality view

A
  1. productivity VS quality
    - in conflict VS quality leads to productivity
  2. how quality is defined
    - meeting customer expectations VS satisfying customer needs and exceeding customer expectations
  3. how quality is achieved
    - inspection into product VS determined by product and process design and achieved by effective control techniques
  4. how quality is measured
    - establish nonconformance and measuring against that is an acceptable level of benchmark VS establishing high-performance benchmarks for customer satisfaction and continually improving performance
  5. quality as a function
    - separate VS integrated into all aspects of the organization
  6. supplier relationships
    - pressure VS partnering
  7. responsibility
    - employees VS management
  8. attitude towards defects
    - part of it, per 100 VS to be prevented using effective control systems, per million
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5
Q

Key elements of total quality

A
  1. Strategically based
  2. Scientific approach
  3. Teamwork
  4. Obsession with quality
  5. Customer focus
  6. Education and training
  7. Peak performance
  8. Freedom through control
  9. Employee involvement and empowerment
  10. Unity of purpose
  11. long-term commitment
  12. Continual process improvement
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6
Q

Total quality management: common errors

A
  • senior management delegation process and poor leadership
  • team mania
  • deployment process
  • taking a narrow, dogmatic approach
  • confusion about education, awareness, inspiration and skill building
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7
Q

Deming

A
  • quality cycle
  • 14 points
  • 7 deadly diseases
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8
Q

Quality cycle

A
  1. Plan: conduct customer research and use it in planning the product
  2. Do: produce product
  3. Check: check the product to make sure it was produced in accordance with the plan
  4. Act: market product
  5. Analyze: how the product is received
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9
Q

Juran

A
  • 3 basic steps to progress
  • 10 steps to quality improvement
  • pareto principle
  • Juran’s trilogy
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10
Q

TQM: 3 basic steps to progress

A
  1. achieve a structured improvements on a continual basis
  2. establish an excessive training program
  3. establish commitment and leadership on the part of senior management
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11
Q

Juran’s trilogy

A
  1. quality planning: developing the products, systems and processes to meet or exceed customer expectations
  2. quality control: assessing and protecting quality
  3. quality improvement: should be ongoing and continual
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12
Q

Crosby

A
  • quality vaccine
  • 14 steps to quality improvement
  • 4 absolutes of quality management
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13
Q

Quality vaccine

A
  1. determination
  2. implementation
  3. education
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14
Q

4 absolutes of quality management

A
  1. Quality must be defined as conformance to requirements - not just as a good thing to do
  2. The best way to ensure quality is prevention, not inspection
  3. The standard for quality must be zero defects, not “close is good enough”
  4. quality is measured by nonconformance, not indexes
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15
Q

The future of quality management

A
  • demanding global customers
  • changing customer expectations
  • new approaches to management
  • opposing economic pressures
  • VUCA (volatile, uncertain, complex and ambiguous) world
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