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
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
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
4
Q
Traditional view VS total quality view
A
- productivity VS quality
- in conflict VS quality leads to productivity - how quality is defined
- meeting customer expectations VS satisfying customer needs and exceeding customer expectations - how quality is achieved
- inspection into product VS determined by product and process design and achieved by effective control techniques - 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 - quality as a function
- separate VS integrated into all aspects of the organization - supplier relationships
- pressure VS partnering - responsibility
- employees VS management - attitude towards defects
- part of it, per 100 VS to be prevented using effective control systems, per million
5
Q
Key elements of total quality
A
- Strategically based
- Scientific approach
- Teamwork
- Obsession with quality
- Customer focus
- Education and training
- Peak performance
- Freedom through control
- Employee involvement and empowerment
- Unity of purpose
- long-term commitment
- Continual process improvement
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
7
Q
Deming
A
- quality cycle
- 14 points
- 7 deadly diseases
8
Q
Quality cycle
A
- Plan: conduct customer research and use it in planning the product
- Do: produce product
- Check: check the product to make sure it was produced in accordance with the plan
- Act: market product
- Analyze: how the product is received
9
Q
Juran
A
- 3 basic steps to progress
- 10 steps to quality improvement
- pareto principle
- Juran’s trilogy
10
Q
TQM: 3 basic steps to progress
A
- achieve a structured improvements on a continual basis
- establish an excessive training program
- establish commitment and leadership on the part of senior management
11
Q
Juran’s trilogy
A
- quality planning: developing the products, systems and processes to meet or exceed customer expectations
- quality control: assessing and protecting quality
- quality improvement: should be ongoing and continual
12
Q
Crosby
A
- quality vaccine
- 14 steps to quality improvement
- 4 absolutes of quality management
13
Q
Quality vaccine
A
- determination
- implementation
- education
14
Q
4 absolutes of quality management
A
- Quality must be defined as conformance to requirements - not just as a good thing to do
- The best way to ensure quality is prevention, not inspection
- The standard for quality must be zero defects, not “close is good enough”
- quality is measured by nonconformance, not indexes
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
