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
2
Q
Will the product or service to the intended job?
A
Performance
3
Q
What does product do/ service give?
A
Features
4
Q
How often does the product/service fail?
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Reliability
5
Q
Is the product/service made the exactly as designer standard intended?
A
Conformance
6
Q
How long does the product or service last?
A
Durability
7
Q
How easy to repair the product or to solve the problems in the service?
A
Serviceability
8
Q
What does the product service look like, to smell, sound, and feel like?
A
Aesthetics
9
Q
What is the reputation of the company or its products or services?
A
Perceived Quality
10
Q
- Variations in grades or levels of quality or intentional, and consequently, the appropriate technical.
A
Quality of Design
11
Q
are the lack of consistency between production outputs.
A
Variations
12
Q
- This is how well the product conforms to the specifications required by the design.
A
Quality of Conformance
13
Q
the extent to which these procedures are followed, and the motivation of the workforce to achieve quality.
A
Quality of Conformance
14
Q
- It is the reduction of variability in process and products.
A
Quality Improvement
15
Q
the reduction of waste.
A
- Quality Improvement
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
17
Q
number of elements that jointly describes what the user or consumers thinks of pass quality please parameters
A
Quality Characteristics
18
Q
Quality Characteristics, sometimes these are called the
A
CTQ critical-to-quality
19
Q
Quality characteristics types
A
physical
sensory
time-orientation
20
Q
length, weight, voltage, viscosity
A
physical
21
Q
taste, appearance, color
A
sensory
22
Q
reliability, durability, serviceability
A
o Time Orientation
23
Q
classification of data
A
Attributes (discreet) data
Variables (continuous) data
24
Q
measurements such as length, voltage or viscosity.
A
Variables data
25
data often taking in the form of count.
Attributes data
26
are often evaluated relative to specifications.
Quality characteristics
27
It is the value of a measurement that corresponds to the desired of value for the quality characteristics.
Nominal or target value
28
Largest allowable value for equality characteristics.
Upper Specification Limit (USL)
29
Smallest allowable value for a quality characteristic.
- Lower Specification Limits (LSL)
30
Are those that failed to meet one or more of its specifications
Non-conforming products
31
specific type of failure
non conformity
32
need for more consistent products that are mass-produced and needed to be interchangeable.
Industrial Revolution (18th century)
33
perfected scientific shortcuts for shifting through mountains of data to spot key cause-effect relationships to speed up development of crop growing method.
RA Fisher
34
transformed Fisher's methods into quality control disciplines for factories
W.A. Shewhart
35
The Japanese Union of Scientists and Engineers (JUSE) established ______ in 1951
"Deming Price"
36
Is an industry-standard methodology for measuring and controlling quality during the manufacturing process
Statistical Process Control
37
are determined by the capability of the process
Control Limits
38
are determined by the client's needs.
Specification Limits
39
is a systematic method to determine the relationship between factors affecting a process and the output of that process.
Design of Experiments (DOE)
40
it is used to find cause-and-effect relationships.
DOE
41
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.
designed experiment
42
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.
acceptance sampling
43
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.
Quality Planning
44
Involves identifying customers, both external and those that operate internal to the business, and identifying their needs.
Quality Planning
45
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.
Quality Assurance
46
Involve the set of activities used to ensure that the products and services meet requirements and are improved on a continuous basis.
Quality Control and Improvement
47
acknowledges that defects are present but does not add value to the product
- Routine inspection
48
is unreliable costly and ineffective
Mass Inspection
49
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
- Supply Chain Management
50
simply overseeing and directing work
Supervision
51
providing guidance to help employees to their jobs with less effort
Leadership
52
encourages short-term thinking
Fear
53
helps to break down barriers between departments and individuals
Teamwork
54
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
- Performance appraisal
55
Established objectives and processes necessary to deliver results in accordance with customer requirements and the organization's policies
Plan
56
Implement process
Do
57
Monitor and measure processes and customers against policies, objectives, and requirements for the product
Check
58
Take actions to continually improve process performance
Act
59
it is critical to define who your customers are and find out their needs
Quality planning
60
Reactive; fix what’s broken.
Repair
61
Proactive; continually improve a process that isn’t broken
Refinement
62
Improvement through innovation or technological advancement
Renovation
63
Most demanding approach; start over with a clean slate.
- Reinvention
64
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.
Armand Feigenbaum
65
Motivated by leadership
1. Quality Leadership
66
Includes statistics and machinery that can improve quality
Quality Technology
67
Includes everyone in the quality struggle
Organizational commitment
68
outline his approach to the total quality control system, which emphasize organizational involvement in improving quality.
Feigenbaum 19 steps
69
* ISO 9000:2000
Quality Management System—Fundamentals and Vocabulary
70
* ISO 9001:2000
Quality Management System—Requirements
71
* ISO 9004:2000
Quality Management System— Guidelines for Performance Improvement
72
was created by the U.S. Congress in 1987
Malcolm Baldrige National Quality Award
73
developed the Six-Sigma program in the late 1980s as a response to the demand for their products.
motorola
74
The focus is reducing variability in key product quality characteristics to the level at which failure or defects are extremely unlikely.
six-sigma
75
- focused on defect elimination and basic variability reduction.
Generation I six-sigma
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- 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.
Generation II six-sigma
77
is often cited as the leader of the Generation II phase of six-sigma.
GE
78
is often held up as an exemplar of Generation I six-sigma.
Motorola
79
- has the additional focus of creating value throughout the organization and for its stakeholders
Generation III six-sigma
80
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.
Design for Six Sigma (DFSS)
81
Is a structured and disciplined methodology for the efficient commercialization of technology that results in new products, services, or processes.
Design for Six Sigma (DFSS)
82
Spans the entire development process from the identification of customer needs to the final launch of the new product or service.
Design for Six Sigma (DFSS)
83
Is required to focus on customer requirements while simultaneously keeping process capability in mind.
Design for Six Sigma (DFSS)
84
Designed to eliminate waste.
lean systems
85
- Are those categories of costs that are associated with producing, identifying, avoiding, or repairing products that do not meet requirements.
Quality Costs
86
costs associated with efforts in design and manufacturing that are directed toward the prevention of non-conformance
Prevention costs
87
all costs incurred in an effort to “make it right the first time.”
Prevention costs
88
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
o Quality planning and engineering
89
cost of preshipment operation of the product to prevent early-life failures in the field.
Burn-in
90
The cost of developing, preparing, implementing, operating, and maintaining formal training programs for quality.
o Training
91
costs associated with measuring, evaluating, or auditing products, components, and purchased materials to ensure conformance to the standards that have been imposed.
Appraisal Costs
92
incurred to determine the condition of the product from a quality viewpoint and ensure that it conforms to specifications
Appraisal Costs
93
incurred when products, components, materials, and services fail to meet quality requirements, and this failure is discovered prior to delivery
Internal Failure Cost
94
The net loss of labor, material, and overhead resulting from defective product that cannot economically be repaired or used.
scrap
95
The cost of correcting nonconforming units so that they meet specifications
rework
96
The cost of reinspection and retesting of products that have undergone rework or other modifications.
retest
97
The cost of idle production facilities that results from nonconformance to require- ments
o Downtime
98
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
downgrading
99
costs occur when the product does not perform satisfactorily after it is delivered to the customer.
External Failure Costs
100
Forms to collect data systematically
Check sheets
101
Tool for collecting and organizing measured or counted data
check sheets
102
Italian economist developed this principle. He noted that 20% of the population has 80% of the wealth
Vilfredo Pareto
103
He noted that 20% of the quality problems caused 80% of the dollar loss.
Juran
104
to separate the significant aspects of a problem from the trivial ones.
Pareto Diagram
105
help teams focus on the small number of really important problems or their causes.
Pareto chart
106
- They are useful for establishing priorities by showing which are the most critical problems to be tackled or causes to be addressed.
Pareto chart
107
helps teams to focus their efforts where they can have the greatest potential impact.
pareto chrt
108
helps graphically display results so the significant few problems emerge from the general background
Pareto chart
109
- It tells you what to work on first
Pareto chart
110
Developed by Dr. Kaoru Ishikawa in 1943
Cause-andEffect diagram
111
It represents relationships with the potential cause to find solutions to particular problem.
Cause-and-Effect Diagram
112
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.
Cause-and-effect diagram
113
use it when identifying possible causes for a problem
Cause-and-effect diagram
114
graphs of a distribution of data designed to show centering, dispersion (spread), and shape (relative frequency) of the data.
Histogram
115
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?“
Histogram
116
When analyzing whether a process can meet the customer’s requirements,use...
Histogram
117
Allows you to understand at a glance the variation that exists in a process
Histogram
118
Used to determine the capability of a process
Histogram
119
a pictorial representation showing all of the steps of a process
flowchart
120
They build a step-by-step picture of the process for analysis, discussion, or communication purposes.
Flowchart
121
used to define, standardize, or find areas for improvement in a process.
Flow charts
122
is a graph used to study how a process changes over time.
Control chart
123
exhibits only random variation in the proportion of defectives per sample.
In control process
124
process exhibits nonrandom variation in the proportion of defectives per sample
outofcontrol process
125
is a product or service in which a nonconformity (or flaw) renders the product or service unusable.
defective
126
when can you can be sure that an out-of-control X bar chart is due to changes in the process center.
When the R chart is in control
127
When the R chart is not in control
the control limits may falsely indicate an out of control condition
128
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).
scatter plot
129
when you have data in the form of pair, and you want to check the degree of relationship between them, use...
Scatter Diagram
130
measures how closely related two variables are.
correlation coefficient
