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MGMT 425 Quality > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

Is quality a new concept in modern history?

A

No, William Procter sayd their first job was to produce quality products so their customer will keep on buying. If they produced it efficiently and economically the company will earn a profit in which the employee will benefit from

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2
Q

what are the three issues that are critical to manaagers of manufacturing and service organizations

A
  1. Productivity
  2. cost
  3. Quality
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3
Q

what is productivity

A

the measure of output achieved per unit of input

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4
Q

what is most important in the long term success or failure of a company?

A

QUALITY
-it accelerates organizational growth through better execution of alignment and it provides the voice of the customer to develop innovative products and services.

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5
Q

what are some Pros of ensuring quality in your products?

A
  • it provides an organizational competitive advantage

- created loyal customers

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6
Q

what did a vice president of united workers state?

A

-no quality = no sales = no sales = no profit = no profit = no jobs

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7
Q

what is the malcom baldridge award?

A

-it recognized outstanding organizations that have highly effective management practices that lead to superior business results

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8
Q

what was motorolas key beliefs

A
  1. respect for the people

2. uncompromising integrity ( reduction of defects)

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9
Q

what does pricewaterhouse cooper do and what are its strategic goals

A

it provides business advisory services including risk consulting, management and technology

  • main goals
    1. profit
    2. workforce
    3. customers
    4. operations
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10
Q

what doe te goals of pricewaterhouse cooper align to

A
  • they align to the companies strategic objectives
  • strategic advantages
  • strategic challanges
  • short and long term plans
  • performance objective and practices
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11
Q

what is the definition of quality?

A

people view quality subjectively and in relation to different criteria based on their individual roles.

  • there is no universal definition of quality
  • the real definition is: a subjective term for which each person has his or her own deifinition.
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12
Q

what are the different perspectives that describe quality

A
  1. transcendent
  2. product
  3. value
  4. user
  5. manufacturing
  6. customer
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13
Q

Trancedent ( Judgemental ) Perspective

A

transcend is: to rise above or extend beyond ordinary limits - the goodness of a product

  • an absolute and universal mark of standard of high achievement
  • ex. rolex, ritz calrton
  • you just know quality when you see it
  • product excellence associates with high prices
  • but quality is not correated with high prices
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14
Q

Product Perspective

A
  • related to the quantity of some product attribute
  • ex. threat count of a pillow
  • ex. features in a phone
  • this assement understands it that more features equals more quality.
  • ex. designers incorporate more feature into product even though the customer may not want them. Good marketing research is needed
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15
Q

User Perspective

A

-individuals have different wants and need therefore there are different expectations of a product
-The main importance here is - Fitness for intentional use or how well the product preforms its intended function
ex- nissan and its non roomy cars in the US
-US ffridges in Japan–> they were too big

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16
Q

Value Perspective

A
  • the relationship of product benefit to price.
  • the customer no longer purchases on price alone.
  • they compare the price to the customer benefit package that the company offers
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17
Q

what does the customer benefit packag incude

A
  • physical product
  • quantity dimensions
  • presale support
  • postsale support
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18
Q

who introduced value pricing

A

procter and gamble and it provided competitive advantages

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19
Q

Manufacturing perspective

A
  • Conformance to specification

- (meeting high standards for goods and services).

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20
Q

what are specifications

A
  • specifications are targets and tolerances determined by designers of goods and services
  • targerts are ideal values of production for which to strive for.
  • tolerances are used because it is impossible to meet target all the time
  • ex. ritx carlton same experiecne everywhere
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21
Q

customer perspective

A

-meeting or exceeding customers expectations

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22
Q

what is a consumer

A
  • the ultimate purchaser of a product or service

* ex. the person buuying a finished car

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23
Q

what are the two different types of customers

A
  • external customer: companies buying product from another company
  • Internal Customer: people who receive goods or services from suppliers within the organization ex. assembly to
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24
Q

describe the quality perspective in the value chain

A
  • the value chain shows the essential elements of a value chain in manufacturing for developing products and services.
  • customer is the driving force( main importance in trancendent and product perspective)
  • the goods and services should meet the customers need
  • marketing is in charge of this ( user perspective)
  • from there is goes to design ( value perspective)
  • From design it goes to manufacturing ( manufacturing perspective)
  • customer perspective = provides basis for coordinating entire value chain
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25
Q

where did the qualilty assurance methods begin

A

in china during the Zhou dynasty

  • the goverment issued policies and procedures to control production across china
  • ex utencils
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26
Q

The age of craftsmanship

A
  • crafts people has pride in the work they were doing and dealt directly with the customer
  • quality assurance was informal and done everystep of the way to make their products good
  • introduction of interchangable parts–> variation
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27
Q

describe the20th century

A
  • the separation of design and production was created by Fred taylor and they a new dept for quality was developed
  • Ford created the total quality practices
  • The bell system implementd practices in it western elect. company
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28
Q

The bell system by the western electric company

A
  • pioneers in the company created several terms
  • quality assurance - any activity activity that provides its customers with good products ( useful techniques to ensure quality )
  • quality control - evaluation of a process ( invented at heinz)
  • statistical control ( shewhart) - statistical methods for controling quaity - ex. control charts
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29
Q

Post world war 2

A
  • Juran and dmings went to Japan to help them rebuild
  • upper management included not just quality departmennt
  • AKA Kaizen ( quality at all levels )
  • Japans quality eventually surpassed US Quality
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30
Q

the US quality revolution

A

increased global competition made US consumers more aware of what they were buying and demand high quality goods at a fair price
-edwards Deminds had taught Japan 3 years earlier and after a televised show US companied asked for help

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31
Q

what is total quality management

A

people- focused management that aims at continual increase in customer satisfaction

  • total system approach
  • it works horiozontally acrossfuctions and invoices al employees
  • included suppliers
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32
Q

what happened to total quality management ?

A
  • companies scrabbled to institute quality programs ansd failed.
  • failures were rooted with flawed organization aprroaches
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33
Q

what is performa excellence

A

an intergal approach to organizational performace management that reults in

  1. delivery of value
  2. Improvement of organizational efectiveness
  3. learning for the organization and people
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34
Q

describe six sigma

A
  • customer focused, result oriented approach to business improvement that includes many techniques
  • also includes a lean system
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35
Q

what are eight key forces that will influence te future of quality

A
  1. Global Responsibility
  2. Customer awareness
  3. Globalization
  4. Increase rate of change
  5. workforce of the future
  6. 21st century quality
  7. Aging population
  8. Innovation
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36
Q

describe the manufacturing system ‘

A
  • Sales and marketing
  • Product design and engineering
  • Purchasing and receiving
  • manufacturing and assembly
  • Tool engineering
  • Industrial engineer
  • Finished goods inspection and testing
  • packagin, shipping and warehousing
  • installation and service
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37
Q

what are the differences between manufacturing and services

A
  1. cusTomers needs and performance standards are hards to identify
  2. high degree of customization
  3. services is intangible
  4. services are produced and consumed simultaneously
  5. customers involved in the process
  6. services are usually labor intensive
  7. service org. handle large number of customers
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38
Q

what are the two most important drivers of quality in service

A

-people and technology

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39
Q

what are some important business support functions to help improve quality

A
  • Accounting and finance
  • legal
  • quality assurance
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40
Q

who are the true management gurus

A
  • deming
  • juran
  • crosby
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41
Q

what was demings phylosophy

A

-focused on continual improvement in products and service quality by reducing variability in design manufacturing and practice driven by leadership of top management

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42
Q

what was the culprit of poor quality ccording to deming

A
  • variation
  • ex human behavior
  • mechanical assembly
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43
Q

what did deming suggest to reduce variation

A

-he advocated a never ending cycle of continuous improvement supported by statistic nalysis

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44
Q

describe demings chain of reaction

A
  1. improve quality
  2. cost decrease because of less rework
  3. productivity improves
  4. capture the market with better quality and lower price
  5. stay in business
  6. provide more jobs
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45
Q

what are demings 14 points

A
  1. create a vision and demonstrate commitment
  2. Learn the new philosophy (customer driven approach)
  3. Understand Inspection- in process inspection
  4. Stop making decisions purely on cost
  5. Improve constantly and forever
  6. Institute training
  7. Institute leadership
  8. Drive out fear
  9. Optomize the efforts of teams
  10. Eliminate Exhortatrions
  11. eliminate numerical quotas and managment by objectives
  12. remove barriers to pride in workmanships
  13. Encourgae education and self improvement
  14. take action
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46
Q

Describe the system of profound knowledge

A
  1. Appreciation of a system
  2. Understanding variations
  3. Theory of knowledge
  4. Psychology
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47
Q

what is a system

A

a set of functions or activities that work together for the aim foe the organization
-a system is made up of many subsystems

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48
Q

Describe the juran philosophy

A
  • he did not propose major cultural change in the company-
  • he described quality as fitness for use
  • Quality Triology
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49
Q

What did quality trilogy include for Juran

A
  1. Quality Planning
  2. Quality Control
  3. QUality improvements
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50
Q

what was the detailed program that juran specified for quality improvement

A
  • Proof of the need
  • Project identification
  • Organization for breakthrough
  • Diagnostic journey
  • remedial journey
  • holding the gains
51
Q

what is crosby known for

A
  • Quality is free!

- Absolutes of quality management

52
Q

what was AV Feigenbaum known for

A

Total quality control

53
Q

What were the three steps to quality according to feighenbaum

A
  1. Quality leadership
  2. Modern quality technology
  3. Organizational commitment
    - Hidden factory = describs the portion of plant capacity that is wasted due to poor quality
54
Q

What was Ishikawa known for

A
  • he advocated collection and analizing data using simple visual tools
  • best known for developing the cause and effect diagram
55
Q

Describe the realtionship between principles, Practices and techniques

A
  1. principles are the foudation of the phylosophy
  2. Practices are activities by which the principles are implemented
  3. techniques: tools and approaches that help managers and workers make the practices effective
56
Q

what core principles was TQ philosophy based on initially

A
  1. Customer focus
  2. teamwork
  3. continuous improvement
57
Q

what are common causes of variation

A
  • variations that are caused by designs in the product and production system
  • account about 80-95 perc of the observed variations
58
Q

explain the red bead and funnel experiment

A
  • red bead - if the system if wrong thre is nothing the workers can do. Rewarding them does not hep
  • the funnel - sometimes trying to make things better without understanding causes more disruptions
59
Q

what is a quality management system

A
  • a mechanism for managing and continuously improving core processes to achieve maximum customer satisfaction at the lowest overall cost to the organization
60
Q

what are some of the things to do to achieve a quality management system

A
  1. quality policy
  2. quality manual
  3. Internal audits
  4. ISO 9000 family standards
61
Q

what is the most important principle of quality management

A

customer focus

62
Q

what is ISO 9000:2005

A

vocabulary and fundamentals

63
Q

what is ISO 9001: 2008

A

requirements

64
Q

what is iso 9004: 2009

A

guildelines for preformance improments

65
Q

what is ISO 1400: 2004

A

environmetal standards

66
Q

what is customer satisfaction

A

the result of delivering a product or service that meets customer requirements
-typical company gets 65% of it business from existing customers

67
Q

what is customer engagement

A
  • a customers commitment or investment to a brand or product offerings
  • customer retention and loyalty
  • customers willingness to make an effort to do business with the organization
  • customers willingness to advocate for the copmany
68
Q

what is ACSI

A
  • American consumer satisfaction index
  • measures customers satisfaction at a national level
  • based on phone interviews
69
Q

How do you achieve satisfying customers

A
  • to meet and exceed customers expectations a firm must understand the products and services
    1. Meet specification, reducing defect and resolve complaint
    2. design new products that delight customers
    3. respond rapidly to chaing customer and market demands
    4. developing new was of enhansing customer relationships
70
Q

describe the customer focus in ISO 9000

A
  • top management ensure custoemr reuirements are determined and met
  • organization determine requirments and include pre and post delivery and any activities not specified by customer
  • procedured for communication with customer
  • monitor perceptions to wether the organization has met customer requirements
71
Q

Describe the ACSI model

A 
At the very right 
Customers expectations 
percevied quality 
-connect at perceived value 
--> all lead to customer satisfaction 
-outcomes are customer complaints 
-customer loyalty
72
Q

describe consumers

A

-the end users - people who ultimately purchase and use the companies product

73
Q

describe internal customers from within an organization

A

-the recepient of another’s output

74
Q

describe external customers

A

those who fall between the consumer and the organization but are not part of the organziation

75
Q

what are the different ways the segment your customers

A
  • Demographics
  • geography
  • volumes
  • vital few, useful many
  • profit potential
76
Q

what is net present value of customer

A

the total profits ( revenue associatted with a customer - expenses needed to serve the customer ) discounted over a period of time
-this is often used to segment customers by profit potential

77
Q

what are the key quality dimensions

A
  • performance = primary operating characteristics
  • Features- the bells and whistles
  • reliability- operating for a specific period of time and conditions of use
  • conformance- degree to which the characteristics match the standards
  • durability- amount of use before deterioration
  • serviceability - speed, curtosy and competence of repair
  • aesthetics - look feel and smell
78
Q

what are the five principal dimensions that contribute to customer perceptions of quality

A
  1. Reliability- provide what is promised
  2. Assurance- ability to convey trust and confidence
  3. tangibles - physical facility and equipment
  4. empathy - caring and individual attention
  5. responsiveness- willing to provide prompt service
79
Q

what is the Kano model of customer requirements

A
  1. Disatisfiers= expected requirements that cause dissatisfcation if not present
  2. Satisfiers= expresed requirements
  3. Delighters= unpexpected features
80
Q

What is the voice of the customer

A

customers requirements as expressed in the customers own terms

81
Q

what are some of the customers listening post

A
  • comment cards and formal surveys
  • focus groups
  • direct customer contact
  • field intelligence
  • complaints
  • internet and social media
82
Q

what is an affinity Diagram

A

-a useful tool for organizing large volumes of information efficiently and identifyinf natural patterns and grouping the information KJ

83
Q

Describe the GAP model - linking VOC to internal processes

A
  • customers needs and expectations - Expected quality
  • identification of customers needs
  • translation into product/ service specifications -design quality
  • Output- actual quality
  • Customer perceptions - perceived quality
84
Q

What is perceived quality

A

-a comparison of actual quality to expected quality

85
Q

how do you build a customer- focused organizations

A
  1. Making sincere commitments to customers
  2. Ensuring quality customer contact
  3. selecting and developing customer contact
  4. managing complaints and service recovery
86
Q

what is a moment of truth

A

every interaction between a customer and the organization

87
Q

what is the zero moment of truth

A
  • intial online experience of doing online investigation
88
Q

what are customer contact requirements

A
  • measurable performance levels or expectations tat define the quality of customer contact with an organization
  • ex. technical requirements, behavioral requirements
  • rings, name
89
Q

describe the complaint resolution

A
  1. acknowledge the customer has a problem
  2. express empathy for the inconvenience
  3. Describe corrective action
  4. appeal to the customer for continued loyalty - give us another chance
90
Q

what are customer supplier partnerships

A

long term relationships characterized by teamwork and mutual confidence

91
Q

how do you manage customer relationships

A
  • customer-suppier partnership

- customer-focused technology and analytics

92
Q

what are customer relationhship management software

A

helps organizations increase customer loyalty, target their most prifitable customers and stremaline communication

93
Q

how do you measure customer satisfaction and engamaent

A
  • discover customer perceptions of how well the organization in meeting customer needs
  • identify causes of dissatisfaction
  • identify internal work process that drives satisfaction and loyalty and disvoer areas for improvement
  • Track trends to determine wether changes actually result in improvements
94
Q

how do you design satisfaction surveys

A
  1. identify te purpose - who will make decisions
  2. identify the customer
  3. determine who should conduct the survey
    - select the appropriate survery instrument
  4. Design questions and response scales to scheive actionable results
95
Q

what is a likert scale

A

commonly used to measure the responce

-1-5

96
Q

What is a workforce

A

Everyone who is actively involved in acoomplishing the work of an organization n

97
Q

What is workforce management

A

Aka human resource

- the function performed in organizations that facilitated the most effective use of people

98
Q

What is high performance work

A

Refers to work approaches used to systematically purse higher degree of human performance

99
Q

What are the five conditions of collaborationan individuals reponse to a felt need

A 
Respect
Values
Purpose 
Communication
Trust
100
Q

What is workforce engagement

A

The extent of workforce commitment both emotional and intellectual to the organization

101
Q

what is employee involvement

A

any activity by which employees participate in work related decisions and improvement activities

102
Q

what is an employee sugestio system

A

a management tool for the submission , evaluation of an employeed idea.

103
Q

what is the definition of motivation

A
  • the art of creating conditions that allow every one to get his work done at peak level efficienty
  • an individuals responce to a felt need
104
Q

describe theory X and Y

A

theory X- If you believe that your team members dislike their work and have little motivation (authoritarian)
Thoery Y- if you believe that your people take pride in their work

105
Q

describe the two factor theory

A
  1. Maintenance- things workers have come to expect - safe working conditions
  2. Motivational factors- recognition advancement
106
Q

what is work design

A

how employees are organizaed in formal units such as department and teams

107
Q

what is a job design

A
  • responsibilties and task assigned to individuals
108
Q

what are the core job design characteristics

A
  1. Task Significance
  2. Task identity
  3. skill variety
  4. autonomy
  5. feedback from the job
109
Q

what are the common approaches to job design

A
  1. Job enlargement
  2. job rotation
  3. job enchirchment
110
Q

what is job enlargement

A

workers jobs were expanded to include several task rather than just one task

111
Q

what is job rotation

A

-technique by which individual workers learn several task by rotatio nfrom one job to the next

112
Q

what is job enrichment

A

-vertical job loading. workers are given more authority and responsibility

113
Q

what is empowerment

A

giving people authority to make decisions on what they feel right right

114
Q

what are the different types of teams

A
  • management teams
  • self managed teams
  • natural work teams
  • project teams
  • viurtual teams
  • quality circles
  • problem solvings teams
115
Q

what teams are intraorganizational (Same dept)

A

natural teams

  • quality teams
  • self managed teams
116
Q

what is a nominal group technique

A

prioritize and focus on important project objectives in the project definition stage

117
Q

what are they stages of a team forming cycles

A
  1. Forming
  2. Storming
  3. Norming
  4. Performance
  5. adjourning
118
Q

what iscompensation and recognition

A

all aspects of pay and reward including promotions

119
Q

what is gaisharing

A

all employees sharegains equally

120
Q

what are performance appraisal

A

-a process for subjectively evaluating the quality of aan employees work

121
Q

what are the three categories of the employee engagement system

A
  1. Engaged- work with passion
  2. Not engaged - clocked out
  3. actively disengaged - unhappy at work
122
Q

what is workforce capability

A
  • an organizations ability to accomplish its work processes throught the knowledge and skills of its people
123
Q

what is workforce capacity

A
  • an organizations ability to ensure sufficient staffing levels to accomplish its work processes

MGMT 425 Quality (3 decks)

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