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Industrial Quality Control > Cover to Cover > Flashcards

Cover to Cover Flashcards

1
Q

has become an important business strategy for many organizations; manufacturers, distributors, transportation companies, financial services organizations, healthcare providers, and government agencies.”

A

Controlling and improving quality

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2
Q

Will the product or service to the intended job?

A

Performance

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3
Q

What does product do/ service give?

A

Features

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4
Q

How often does the product/service fail?

A

Reliability

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5
Q

Is the product/service made the exactly as designer standard intended?

A

Conformance

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6
Q

How long does the product or service last?

A

Durability

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7
Q

How easy to repair the product or to solve the problems in the service?

A

Serviceability

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8
Q

What does the product service look like, to smell, sound, and feel like?

A

Aesthetics

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9
Q

What is the reputation of the company or its products or services?

A

Perceived Quality

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10
Q
  • Variations in grades or levels of quality or intentional, and consequently, the appropriate technical.
A

Quality of Design

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11
Q

are the lack of consistency between production outputs.

A

Variations

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12
Q
  • This is how well the product conforms to the specifications required by the design.
A

Quality of Conformance

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13
Q

the extent to which these procedures are followed, and the motivation of the workforce to achieve quality.

A

Quality of Conformance

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14
Q
  • It is the reduction of variability in process and products.
A

Quality Improvement

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15
Q

the reduction of waste.

A
  • Quality Improvement
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16
Q

Is the set of operational, managerial, and engineering activities that a company uses to ensure that the quality characteristics of a product are at the nominal or required levels and that the variability around his desired levels is minimum.

A

Quality Engineering

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17
Q

number of elements that jointly describes what the user or consumers thinks of pass quality please parameters

A

Quality Characteristics

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18
Q

Quality Characteristics, sometimes these are called the

A

CTQ critical-to-quality

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19
Q

Quality characteristics types

A

physical
sensory
time-orientation

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20
Q

length, weight, voltage, viscosity

A

physical

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21
Q

taste, appearance, color

A

sensory

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22
Q

reliability, durability, serviceability

A

o Time Orientation

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23
Q

classification of data

A

Attributes (discreet) data
Variables (continuous) data

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24
Q

measurements such as length, voltage or viscosity.

A

Variables data

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25
Q

data often taking in the form of count.

A

Attributes data

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26
Q

are often evaluated relative to specifications.

A

Quality characteristics

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27
Q

It is the value of a measurement that corresponds to the desired of value for the quality characteristics.

A

Nominal or target value

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28
Q

Largest allowable value for equality characteristics.

A

Upper Specification Limit (USL)

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29
Q

Smallest allowable value for a quality characteristic.

A
  • Lower Specification Limits (LSL)
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30
Q

 Are those that failed to meet one or more of its specifications

A

Non-conforming products

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31
Q

specific type of failure

A

non conformity

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32
Q

need for more consistent products that are mass-produced and needed to be interchangeable.

A

 Industrial Revolution (18th century)

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33
Q

perfected scientific shortcuts for shifting through mountains of data to spot key cause-effect relationships to speed up development of crop growing method.

A

RA Fisher

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34
Q

transformed Fisher’s methods into quality control disciplines for factories

A

W.A. Shewhart

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35
Q

The Japanese Union of Scientists and Engineers (JUSE) established ______ in 1951

A

“Deming Price”

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36
Q

Is an industry-standard methodology for measuring and controlling quality during the manufacturing process

A

Statistical Process Control

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37
Q

are determined by the capability of the process

A

Control Limits

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38
Q

are determined by the client’s needs.

A

Specification Limits

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39
Q

is a systematic method to determine the relationship between factors affecting a process and the output of that process.

A

Design of Experiments (DOE)

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40
Q

it is used to find cause-and-effect relationships.

A

DOE

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41
Q

is an approach to systematically varying the controllable input factors in the process and determining the effect these factors have on the output product parameters.

A

designed experiment

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42
Q

defined as the inspection and classification of a sample of units selected at random from a larger batch or lot and the ultimate decision about disposition of the lot, usually it occurs at two points: incoming raw materials or components, or final production.

A

acceptance sampling

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43
Q

Is a strategic activity, and it is just as vital to an organization’s long-term business success as the product development plan, the financial plan, the marketing plan, and plans for the utilization of human resources.

A

Quality Planning

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44
Q

Involves identifying customers, both external and those that operate internal to the business, and identifying their needs.

A

Quality Planning

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45
Q

Is the set of activities that ensures the quality levels of products and services are properly maintained and that supplier and customer quality issues are properly resolved.

A

Quality Assurance

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46
Q

Involve the set of activities used to ensure that the products and services meet requirements and are improved on a continuous basis.

A

Quality Control and Improvement

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47
Q

acknowledges that defects are present but does not add value to the product

A
  • Routine inspection
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48
Q

is unreliable costly and ineffective

A

Mass Inspection

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49
Q

focuses heavily on a system’s view of the supply chain with the objective of minimizing total supply chain costs and developing stronger partnerships with suppliers

A
  • Supply Chain Management
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50
Q

simply overseeing and directing work

A

Supervision

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51
Q

providing guidance to help employees to their jobs with less effort

A

Leadership

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52
Q

encourages short-term thinking

A

Fear

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53
Q

helps to break down barriers between departments and individuals

A

Teamwork

54
Q

destroys teamwork by promoting competition for limited resources, fosters mediocrity because objectives typically are driven by numbers and what the boss wants rather than by quality, focuses on the short term and discourages risk-taking, and confounds the “people resources” with other resources

A
  • Performance appraisal
55
Q

Established objectives and processes necessary to deliver results in accordance with customer requirements and the organization’s policies

A

Plan

56
Q

Implement process

A

Do

57
Q

Monitor and measure processes and customers against policies, objectives, and requirements for the product

A

Check

58
Q

Take actions to continually improve process performance

A

Act

59
Q

it is critical to define who your customers are and find out their needs

A

Quality planning

60
Q

Reactive; fix what’s broken.

A

Repair

61
Q

Proactive; continually improve a process that isn’t broken

A

Refinement

62
Q

Improvement through innovation or technological advancement

A

Renovation

63
Q

Most demanding approach; start over with a clean slate.

A
  • Reinvention
64
Q

 He was the first in the U.S. to move quality from the offices of the specialists back to operating workers. This occurred in the 1950s.

A

Armand Feigenbaum

65
Q

Motivated by leadership

A
  1. Quality Leadership
66
Q

Includes statistics and machinery that can improve quality

A

Quality Technology

67
Q

Includes everyone in the quality struggle

A

Organizational commitment

68
Q

outline his approach to the total quality control system, which emphasize organizational involvement in improving quality.

A

Feigenbaum 19 steps

69
Q
  • ISO 9000:2000
A

Quality Management System—Fundamentals and Vocabulary

70
Q
  • ISO 9001:2000
A

Quality Management System—Requirements

71
Q
  • ISO 9004:2000
A

Quality Management System— Guidelines for Performance Improvement

72
Q

was created by the U.S. Congress in 1987

A

Malcolm Baldrige National Quality Award

73
Q

developed the Six-Sigma program in the late 1980s as a response to the demand for their products.

A

motorola

74
Q

 The focus is reducing variability in key product quality characteristics to the level at which failure or defects are extremely unlikely.

A

six-sigma

75
Q
  • focused on defect elimination and basic variability reduction.
A

Generation I six-sigma

76
Q
  • the emphasis on variability and defect reduction remained, but now there was a strong effort to tie these efforts to projects and activities that improved business performance through cost reduction.
A

Generation II six-sigma

77
Q

is often cited as the leader of the Generation II phase of six-sigma.

A

GE

78
Q

is often held up as an exemplar of Generation I six-sigma.

A

Motorola

79
Q
  • has the additional focus of creating value throughout the organization and for its stakeholders
A

Generation III six-sigma

80
Q

 Is an approach for taking the variability reduction and process improvement philosophy of six-sigma upstream from manufacturing or production into the design process, where new products (or services or service processes) are designed and developed.

A

Design for Six Sigma (DFSS)

81
Q

 Is a structured and disciplined methodology for the efficient commercialization of technology that results in new products, services, or processes.

A

Design for Six Sigma (DFSS)

82
Q

 Spans the entire development process from the identification of customer needs to the final launch of the new product or service.

A

Design for Six Sigma (DFSS)

83
Q

 Is required to focus on customer requirements while simultaneously keeping process capability in mind.

A

Design for Six Sigma (DFSS)

84
Q

 Designed to eliminate waste.

A

lean systems

85
Q
  • Are those categories of costs that are associated with producing, identifying, avoiding, or repairing products that do not meet requirements.
A

Quality Costs

86
Q

costs associated with efforts in design and manufacturing that are directed toward the prevention of non-conformance

A

Prevention costs

87
Q

all costs incurred in an effort to “make it right the first time.”

A

Prevention costs

88
Q

Costs associated with the creation of the overall quality plan, the inspection plan, the reliability plan, the data system, and all specialized plans and activities of the quality-assurance function

A

o Quality planning and engineering

89
Q

cost of preshipment operation of the product to prevent early-life failures in the field.

A

Burn-in

90
Q

The cost of developing, preparing, implementing, operating, and maintaining formal training programs for quality.

A

o Training

91
Q

costs associated with measuring, evaluating, or auditing products, components, and purchased materials to ensure conformance to the standards that have been imposed.

A

Appraisal Costs

92
Q

incurred to determine the condition of the product from a quality viewpoint and ensure that it conforms to specifications

A

Appraisal Costs

93
Q

incurred when products, components, materials, and services fail to meet quality requirements, and this failure is discovered prior to delivery

A

Internal Failure Cost

94
Q

The net loss of labor, material, and overhead resulting from defective product that cannot economically be repaired or used.

A

scrap

95
Q

The cost of correcting nonconforming units so that they meet specifications

A

rework

96
Q

The cost of reinspection and retesting of products that have undergone rework or other modifications.

A

retest

97
Q

The cost of idle production facilities that results from nonconformance to require- ments

A

o Downtime

98
Q

The price differential between the normal selling price and any sell- ing price that might be obtained for a product that does not meet the customer’s requirements

A

downgrading

99
Q

costs occur when the product does not perform satisfactorily after it is delivered to the customer.

A

External Failure Costs

100
Q

 Forms to collect data systematically

A

Check sheets

101
Q

 Tool for collecting and organizing measured or counted data

A

check sheets

102
Q

Italian economist developed this principle. He noted that 20% of the population has 80% of the wealth

A

Vilfredo Pareto

103
Q

He noted that 20% of the quality problems caused 80% of the dollar loss.

A

Juran

104
Q

to separate the significant aspects of a problem from the trivial ones.

A

Pareto Diagram

105
Q

help teams focus on the small number of really important problems or their causes.

A

Pareto chart

106
Q
  • They are useful for establishing priorities by showing which are the most critical problems to be tackled or causes to be addressed.
A

Pareto chart

107
Q

helps teams to focus their efforts where they can have the greatest potential impact.

A

pareto chrt

108
Q

helps graphically display results so the significant few problems emerge from the general background

A

Pareto chart

109
Q
  • It tells you what to work on first
A

Pareto chart

110
Q

Developed by Dr. Kaoru Ishikawa in 1943

A

Cause-andEffect diagram

111
Q

It represents relationships with the potential cause to find solutions to particular problem.

A

Cause-and-Effect Diagram

112
Q

identifies many possible causes for an effect or problem. It can be used to structure a brainstorming session. It immediately sorts ideas into useful categories.

A

Cause-and-effect diagram

113
Q

use it when identifying possible causes for a problem

A

Cause-and-effect diagram

114
Q

graphs of a distribution of data designed to show centering, dispersion (spread), and shape (relative frequency) of the data.

A

Histogram

115
Q

 They are used to understand how the output of a process relates to customer expectations (targets and specifications), and help answer the question: “Is the process capable of meeting customer requirements?“

A

Histogram

116
Q

When analyzing whether a process can meet the customer’s requirements,use…

A

Histogram

117
Q

 Allows you to understand at a glance the variation that exists in a process

A

Histogram

118
Q

 Used to determine the capability of a process

A

Histogram

119
Q

a pictorial representation showing all of the steps of a process

A

flowchart

120
Q

They build a step-by-step picture of the process for analysis, discussion, or communication purposes.

A

Flowchart

121
Q

used to define, standardize, or find areas for improvement in a process.

A

Flow charts

122
Q

is a graph used to study how a process changes over time.

A

Control chart

123
Q

exhibits only random variation in the proportion of defectives per sample.

A

In control process

124
Q

process exhibits nonrandom variation in the proportion of defectives per sample

A

outofcontrol process

125
Q

is a product or service in which a nonconformity (or flaw) renders the product or service unusable.

A

defective

126
Q

when can you can be sure that an out-of-control X bar chart is due to changes in the process center.

A

 When the R chart is in control

127
Q

 When the R chart is not in control

A

the control limits may falsely indicate an out of control condition

128
Q

 It plots two sets of observations against each other; the horizontal axis represents one set of observations (independent variable) while the vertical axis represents the second set of observations (dependent variable).

A

scatter plot

129
Q

when you have data in the form of pair, and you want to check the degree of relationship between them, use…

A

Scatter Diagram

130
Q

measures how closely related two variables are.

A

correlation coefficient

Industrial Quality Control (1 decks)

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