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Quality Management > Chapter 5 - Process Focus > Flashcards

Chapter 5 - Process Focus Flashcards

1
Q

What is a Process?

A

A sequence of linked activities that is intended to achieve some result.

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2
Q

What does Process Management involve?

A

Planning and administering the activities necessary to achieve a high level of performance in key business processes. Also identifying opportunities for improving quality and operational performance.

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3
Q

Process Management Activities (3)

A

Design
Control
Improvement

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4
Q

How are Processes Designed?

A

By ensuring that the inputs to the process, such as materials, tech, workforce, etc. are adequate and that the process can achieve its requirements.

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5
Q

How are Processes Controlled?

A

By maintaining consistency in output by assessing performance and taking corrective action when necessary.

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6
Q

How are Processes Improved?

A

By continually seeking to achieve high levels of performance in the process, such as reduced variation, higher yields, fewer errors, etc.

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7
Q

AT&T Process Management Principles

A

Focus on the end-to-end process
Mind-set is one of prevention and continuous improvement
Everyone manages a process at some level and is a customer AND a supplier
Customer needs drive improvement
Correct the root cause of the problem, not the symptoms
Simpler process reduces opportunities for error

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8
Q

What are the Types of Processes?

A

Value-creation: the most important to “running the business”

Support: Most important to the value-creation processes, employees, and daily operations

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9
Q

What are types of Value-Creation Processes?

A

Design processes: activities that develop functional product specifications

Production/Delivery processes: Those that create or deliver products.

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10
Q

What drives value-creation and support processes?

A

Value-creation processes usually depend on consumer or external customer needs.

Support processes are driven by internal customer needs and must be aligned with key value-creation processes.

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11
Q

What is the goal of Process Design?

A

To develop an efficient process that satisfies both internal and external customer requirements.

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12
Q

How are Process Maps Designed?

A

Beginning with the output, and working backwards, one subprocess at a time, until each input comes from an external supplier.

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13
Q

Key Service Process Dimensions (3)

A

Customer Contact and Interaction
Customization
Labor Intensity

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14
Q

Five Key Service Dimensions for Quality

A

Reliability
Assurance
Empathy
Tangibles
Responsiveness

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15
Q

What are Agility and Flexibility?

A

Agility refers to flexibility and short cycle times.

Flexibility refers to the ability to adapt quickly and effectively to changing requirements.

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16
Q

Where is Agility Critical?

A

Agility is crucial to such customer-focused strategies as mass customization.

17
Q

Typical Reasons for Mistakes and Errors

A

Forgetfulness due to lack of reinforcement or guidance
Incorrect ID because of lack of familiarity
Lack of experience
Absentmindedness and lack of attention

18
Q

What are the best methods of Preventing Mistakes?

A
  1. Designing potential defects out of the process
  2. Identifying potential errors and stopping a process before they occur.
  3. Identifying defects soon after they occur and quickly correcting the process.
19
Q

What is Poka-Yoke?

A

An approach for mistake-proofing processes using automatic devices or simple methods to avoid human error.

20
Q

Types of Services Errors

A

Task Errors
Treatment Errors
Tangible Errors
Customer Errors in Preparation
Customer Errors During an Encounter
Customer Errors at the Resolution Stage

21
Q

What are Task Errors?

A

Doing work incorrectly, work not requested, work on the wrong order, or working too slowly.

22
Q

What are Treatment Errors?

A

Errors in contact between the server and the customer, such as rude behavior, and failure to acknowledge, listen, and react appropriately.

23
Q

What are Tangible Errors?

A

Unclean facilities, dirty uniforms, inappropriate temperature, and document errors.

24
Q

What are the Four Elements of Control Systems?

A
  1. A standard or goal
  2. A means of measuring accomplishment
  3. Comparison of results with the standard
  4. The ability to make corrections
25
Q

Define Control

A

Control is the activity of ensuring conformance to requirements and taking corrective action when necessary to correct problems. Control is different from improvement.

26
Q

How is Process Control applied in Manufacturing?

A

Control is usually applied to incoming materials, key processes, and final products and services.

27
Q

What is Continuous Improvement?

A

Improvement by both incremental changes, which are small and gradual, and breakthrough improvements, which are large and rapid.

28
Q

How do you define Learning?

A

Understanding why changes are successful through feedback between practices and results, leading to new goals and approaches.

29
Q

What are the Four Stages of a Learning Cycle?

A
  1. Planning
  2. Execution of Plans
  3. Assessment of Progress
  4. Revision of Plans based upon assessment findings
30
Q

What is Kaizen?

A

A Japanese word that means gradual and orderly continuous improvement.

31
Q

What is a Kaizen Event?

A

An intense and rapid improvement process where a team or department throws all its resources into an improvement project over a short period. The goal is a drastic, altering breakthrough.

32
Q

Define Breakthrough Improvement

A

Discontinuous change. The result from innovative and creative thinking often motivated by stretch goals or breakthrough objectives.

33
Q

What is Benchmarking?

A

The search of industry best practices that lead to superior performance.

34
Q

What is Competitive Benchmarking?

A

Studying products or business results against competitors to compare pricing, technical quality, features, and other quality or performance characteristics.

35
Q

What is Process Benchmarking?

A

Identifying the most effective practices in key processes in orgs that perform similar functions, no matter in what industry.

36
Q

Define Reengineering

A

Fundamental rethinking and redesign of processes to achieve dramatic improvements in critical measures of performance (cost, quality, service, speed).

37
Q

How Should you Evaluate and Select Suppliers?

A

Clarify the most important product requirements
Develop processes for identifying suppliers
Qualify processes in terms of their production and capabilities
Select suppliers that best fit an org’s needs

Quality Management (12 decks)

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