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BI 326-Sarah > Chapter 8 > Flashcards

Chapter 8 Flashcards

(44 cards)

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1
Q

TQM

A

Total Quality Management

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2
Q

Management

A

The process of achieving desired results through effective utilization of human and material resources

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3
Q

Definition of Quality

A

Meeting, or exceeding, customer requirements, now and in the future,
in a timely manner,
and at a fair price.

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4
Q

Other Quality Definitions

A 
Conformance to (customer) specifications
Variation
Fitness-for-use
Customer satisfaction
Dimensions of quality
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5
Q

Dimensions of Quality

A
  • Quality of Design
  • Quality of Conformance
  • The “Abilities”
  • Field Service
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6
Q

Quality of Design (Grade)

A

Determined before the product is produced (during the design phase), often through market research

Refers to the product and product features

Quality of the product assuming no errors/defects

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7
Q

Quality of Conformance

A

Producing a product that meets the specifications

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8
Q

Abilities

A

Availability

Reliability

Maintainability

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9
Q

Availability

A

Continuity of service to customers

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10
Q

Reliability

A

Length of time that a product can be used before it fails

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11
Q

Maintainability

A

Restoration of the product or service once it has failed

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12
Q

Field Service (Customer Service)

A

Product warranty and repair/

replacement after the sale.

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13
Q

Total

A

Everyone

Everywhere

All the time

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14
Q

Quality Strategy

A

Be better today than we were yesterday,
Be better tomorrow than we are today.

(Continuous improvement or “kaizen”)

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15
Q

Quality Goals Example

A

Zero Defects

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16
Q

Theory of Zero Defects was coined by?

A

Philip Crosby

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17
Q

About Zero Defects

A

If not 0%, what should be the goal?

Interim goals

100% defective from customer perspective

Personal life – driving a car

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18
Q

Employee Involvement

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A

Train the process experts in basic data collection and analysis techniques to empower them

Provide time and space for regular meetings

Rewards

19
Q

Employee Involvement Various names:

Study These Flashcards
A

EI, Small group activities, improvement teams, prevention teams, quality circles

20
Q

The Quality Gurus

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A

Phillip Crosby
Joseph Juran
W. Edwards Deming

21
Q

Phillip Crosby

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A

Targeted top management
14-step quality improvement process
Zero defects
“Father of the Quality Revolution”

22
Q

Joseph Juran

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A

Emphasis on middle management

Quality “Trilogy”
Quality Planning
Quality Improvement
Quality Control

“Quality Control Handbook”

23
Q

W. Edwards Deming

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A

Advocate of the worker

The 14 Management Principles

Advocate of statistical process control

Emphasis on continuous improvement
-PDCA Wheel

24
Q

Parts of the PDCA Cycle

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A
  1. Plan
  2. Do
  3. Check
  4. Act
25
Plan
Plan a change aimed at improvement
26
Do
Execute the change.
27
Check
Study the results; | did it work?
28
Act
Institutionalize the change or do it again or abandon that particular plan (in all cases, then go to Step #1 again).
29
CI Methodology: PDCA Cycle Characteristics
Is a model for continuous improvement (it should be never-ending) Is simple to apply “Plan” step can be very brief (or very long) Provides an impetus for action Can be applied to any process to improve it Can be applied by anyone, anywhere within an organization Can be applied by a group or individual
30
ISO 9000 Standards
International Organization for Standardization “ISO” comes from Greek word for equal Documentation of processes and procedures Orientation toward conformance Product quality not included Commonly required of suppliers
31
Malcolm Baldrige National Quality Award
Established in 1987 Given to at most three companies in each of six categories (manufacturing, service, small business, healthcare, education, and nonprofit) Winners of Baldrige Award – Through 2007 – 1300 applicants and 76 winners (99 thru 2012) Criteria and points (7 categories – Total of 1000 points)
32
Quality and Financial Performance
Quality costing systems are used to link quality to the bottom line
33
The primary functions of quality costing systems are to:
Identify “opportunities for improvement” Evaluate performance from year to year (scoreboard)
34
Quality Cost Core Categories
Conformance Costs Non-Conformance Costs Opportunity
35
Conformance Costs
Prevention Costs | Appraisal Costs
36
Non-Conformance Costs
Internal Failure Costs | External Failure Costs
37
Opportunity
Lost Opportunities Costs
38
Traditional Quality Cost Theories Characteristics
Company is reactive/appraisal oriented Inconsistent with the goal of zero defects
39
Modern Quality Cost Theories Characteristics
Company is proactive/ prevention oriented Consistent with the goal of zero defects
40
Managerial Implications of the Traditional vs. Modern Quality Cost Theories
While both models are still valid, for any one organization only one model is (which one depends on their approach to quality).
41
“Goal Posts”
As long as all measures are within specs, no motivation to improve As long as all measures are within specs, nomotivation to adjust the mean of the process Inconsistent with 6 Quality
42
Taguchi Loss Function
Provides motivation to continuously reduce variation Provides motivation to continuously keep process mean centered Consistent with 6 Quality
43
Specification Limits
(Necessary to understand another way of looking at quality costs) Used to objectively determine if a good or service is produced per its design Critical quality characteristics are measured and compared to standards (e.g., 5.00mm ± 0.07) Also used to determine process capability a.k.a. Tolerance limits
44
Six-Sigma (6s) Quality – The Goal
Six-Sigma Quality derives its name from the goal upon which it is based. The goal of 6 specifies that for each process, each specification limit should be at least 6 standard deviations way from the target value (compared to the norm of about 3). This goal is achieved through aggressive variance reduction (improvement). The goal of 6 is what really sets Six-Sigma Quality apart from other approaches.

BI 326-Sarah (9 decks)

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