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MGMT 425 Quality > exam 2 > Flashcards

exam 2 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 is involved in a process

A

involve combinations of people, machines, tools, techniques, materials, and improvements in a defined series of steps or actions.
ex. assembly, machining, filling orders

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3
Q

what is the differene between process focus vs functional focus

A

funational focus- CEO, VP, Managers

Process focus- process A, B, C

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4
Q

what are the key process management principles for performance excellence

A
  1. Identify wital work processes that relate to core competencies, delivery customer value etc.
  2. Identify the key work process requirements ex. imput from suppliers and customers
  3. design and innovate work processes to meet all requirments new tech etx.
  4. seek ways to prevent defects and service erros
  5. implement work proceeses and control teir day to day operations
  6. improve work processes to achieve better performace, reduce variability ets.
  7. incorporate effective process maanagement practices in the overall suply chain
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5
Q

what is process management

A

…involves planning and administering the activities necessary to achieve a high level of performance in key business processes, and identifying opportunities for improving quality and operational performance, and ultimately, customer satisfaction.

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6
Q

what are some project management activities

A
  • design
  • control
  • improvmement
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7
Q

describe the three project maangement activities

A

1.Design
Ensuring that the inputs to the process, such as materials, technology, work methods, and a trained workforce are adequate, and that the process can achieve its requirements.

2.Control
Maintaining consistency in output by assessing performance and taking corrective action when necessary

  1. Improvement
    Continually seeking to achieve higher levels of performance in the process, such as reduced variation, higher yields, fewer defects and errors, smaller cycle times, and so on.
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8
Q

what are the two different types of processes

A
  1. value creation processes-
    those most important to “running the business”
    -Design processes – activities that develop functional product specifications
    -Production/delivery processes – those that create or deliver products
    2.support process
    those most important to an organization’s value creation processes, employees, and daily operations
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9
Q

what is a project

A

—temporary work structures that start up, produce products or services, and then shut down

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10
Q

what is project management

A

involves all activities associated with planning, scheduling, and controlling projects.

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11
Q

Decribe the two types of proceses

A
  1. value creation process requirements usually depend on consumer or external customer needs.
  2. Support process requirements are driven by internal customer needs and must be aligned with the needs of key value-creation processes
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12
Q

what is the goal of a process design

A

to develop an efficient process that satisfies both internal and external customer requirements and is capable of achieving the requisite level of quality and performance.

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13
Q

what are some considerations for process design

A

safety, cost, variability, productivity, environmental impact, “green” manufacturing, measurement capability, and maintainability of equipment

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14
Q

what is a proces map

A
  • describes the specific steps in a progres
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15
Q

how does one develop a process map

A
  1. begin with processs output and ask what the last subprocess that produces the output of the process
  2. . For that subprocess, ask, “What input does it need to produce the process output?” For each input, test its value to ensure that it is required.
  3. For each input, identify its source. In many cases, the input will be the output of the previous subprocess. In some cases, the input may come from external suppliers.
  4. contnue backwards one sub process
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16
Q

what are the five key service dimensions for a service process design.

A

— reliability, assurance, tangibles, empathy, and responsiveness— provide a basis for designing quality into services.

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17
Q

what are the key service dimensions

A
  1. customer contact and interaction
  2. labor intensity
  3. customization
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18
Q

what is agility

A

refers to flexibility and short cycle times.

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

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19
Q

what is felxibility

A

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

ex. rapid changeover from one product to another
- rapid response to changing demands

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20
Q

what are some typical reasons for mistake

A
  • Forgetfulness due to lack of reinforcement or guidance
  • Misunderstanding or incorrect identification because of the lack of familiarity with process or procedures
  • Lack of experience
  • Absentmindedness and lack of attention, especially when a process is automated
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21
Q

how to prevent mistakes

A
  1. Designing potential defects and errors out of the process.
  2. Identifying potential defects and errors and stopping a process before they occur.
  3. Identifying defects and errors soon after they occur and quickly correcting the process
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22
Q

what is poka yoke

A

an approach for mistake-proofing processes using automatic devices or simple methods to avoid human error.
based on :
1. Prediction, or recognizing that a defect is about to occur and providing a warning
-2. Detection, or recognizing that a defect has occurred and stopping the process.

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23
Q

what are the different types of service errors

A
  1. task errors
  2. treatment errors
  3. tangible errors
  4. customer errors in preparation
  5. customer errors during an encounter
  6. customer errors at the resolution stage of a service
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24
Q

what is control

A

the activity of ensuring conformance to requirements and taking corrective action when necessary to correct problems and maintain stable performance

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25
Q

is control different from improvement

A

yes

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26
Q

what are the elements of any control system

A
  1. goal
  2. means on ensuring accomplishment
  3. comparison of result with the standard to provide feedback
  4. ability to make corrections as appropriate
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27
Q

what are the after actions reviews after controls

A

What was supposed to happen?
What actually happened?
Why was there a difference?
What can we learn?

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28
Q

what are continuour improvements

A

both incremental changes which are small and gradual and breakthrough improvements which are large and rapid

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29
Q

what stages does the learning cycle consist of

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

what is a kaizan

A

a Japanese word that means gradual and orderly continuous improvement
-Focus on small, gradual, and frequent improvements over the long term with minimum financial investment, and participation by everyone in the organization.

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31
Q

what is a kaizen event

A

…an intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period, as opposed to traditional kaizen applications, which are performed on a part-time basis.

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32
Q

describe breakthrough iprovements

A

…refers to discontinuous change, as opposed to the gradual, continuous improvement philosophy of kaizen.

-Breakthrough improvements result from innovative and creative thinking; often these are motivated by stretch goals, or breakthrough objectives.

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33
Q

what is benchmarking

A

“the search of industry best practices that lead to superior performance.”

34
Q

what are best practices

A

approaches that produce exceptional results, are usually innovative in terms of the use of technology or human resources, and are recognized by customers or industry experts.

35
Q

what are the two types of benchmarking

A
  1. competitive benchmarking

2. process benchmarking

36
Q

describe competitive benchmarking

A

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

37
Q

describe process benchmarkin

A

identifying the most effective practices in key work processes in organizations that perform similar functions, no matter in what industry.

38
Q

what is reengineering

A

the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.

39
Q

what are measurements

A

is the act of collecting data to quantify the values of product, serviceand other business metrics

40
Q

what are measures of indicators

A

refer to the numerical results obtained from measurement.

41
Q

what should good measures be

A 
SMART 
S-simple
M-measurable
A- actionable 
R- related 
T-timely
42
Q

What are dashboards

A

summaries of key performance measures, typically consisting of a small set of measures (five or six) that provide a quick summary of process performance.
-often use graphs, charts, and other visual aids to communicate key measures and alert workers and managers when performance is not where it should be.

43
Q

what is a unit of work

A

is the output of a process or an individual process step.

44
Q

what is non conformance

A

is any defect or error associated with a unit of work.

45
Q

what is a non conforming unit of good

A

is one that has one or more defects or errors.

46
Q

what are variable measures

A

apply to dimensional quantities such as length, weight, and time, or any value on a continuous scale of measurement.
- are generally expressed with statistical measures such as averages and standard deviations

47
Q

What is the formula for proportion non conforming

A

of non conforming units found/ # of units expected

48
Q

non comformances per unit formula

A

total # of non comformances/ # of units inspected.

49
Q

what are the different defect classifications

A
  1. critical defects- hazardous or unsafe conditions
  2. major defects- reduce usability of the unit for its intended purposes
  3. minor defects- will not reduce usablity or cause harm if left alone
50
Q

what does DPMO MEAN

A

defects per million opportunitites
(# of defects discovered) / opportunities for error x 1000000
-AKA- Errors per million opportunities

51
Q

what is the cost of quality

A

the cost of avoiding poor quality, or costs incurred as a result of poor quality

  • defies the basis for identifying improvement opportunities
  • language of money - upper management
52
Q

what are the different quality cost classifications

A
  1. Prevention- investments made to keep noncoforming products from reaching the customer s
  2. Appraisal- effort to ensure conformance to requirementss
  3. Internal failure - found before leacing factory
  4. external failure - cost incurref after poor quality reaches the customer
53
Q

what are the errors in manual inspection

A
  1. complexity- # of defects caught by an inspector decreases with more parts and ledd orderly arrangement
  2. defect rate: when defet rate os low inspectors miss more defects
  3. inspection rate : inspectors performance degrades rapidly as the inspection rate increases
54
Q

what is metrology

A

…the science of measurement and is defined broadly as the collection of people, equipment, facilities, methods, and procedures used to assure the correctness or adequacy of measurements.

55
Q

what is accuracy

A

is defined as the difference between the true value and the observed average of a measurement
-measured as the amount of error in a measurement in proportion to the total size of the measurment

56
Q

what is precision

A

is defined as the closeness of repeated measurements to each other.
- precision related to th variance of repeated measurments

57
Q

what is calibration

A

the process of verifying the capability and performance of an item of measuring and test equipment compared to traceable measurement standards.
-ex. NIST- has reference levels standards

58
Q

what is a process capability

A

is the ability of a process to produce output that conforms to specifications.

59
Q

what are the different types of process capability studies

A

Process characterization study - how a process performs under actual operating conditions
Peak performance study - how a process performs under ideal conditions
Component variability study - relative contribution of different sources of variation (e.g., process factors, measurement system)

60
Q

what is the process capability index formula

A

Cp= (USK- LSL) / 6* sigma ( standard deviation )

  • one sided process capability
  • USL-average / 3 sigma
  • average - LSL/ 3 sigma
61
Q

what is a control chart

A

a run chart to which two horizontal lines, called control limits are added: the upper control limit (UCL) and lower control limit (LCL)

62
Q

how to develop and use control charts

A
  1. prepare
  2. collect data
  3. Determine iitiall control limits
  4. analyze the charts
  5. use for ongoing control
63
Q

what is included in a productino

A

-the collection of acticities and operations involved in transforming inputs into outputs

64
Q

what needs to be done in a service process design

A
  • designing a service esentially involves determining an effective balance between people and technology
65
Q

what are attribute measurements

A
  • characterizes the prescense or absence of non conformacein a unit of work or the number of non conformances in a unit of work
66
Q

what are the two types of quality control emasures

A
  1. attribute measurement

2. variable measurement

67
Q

what is repeatability (equipment variation EV)

A
  • variation in multiples measurements by an individual using the same indtrument
68
Q

what is reproducibility (appraiser variation)

A

variation in the same measuring instrument used by different individuals

69
Q

what is repeatability and reproducibility study (R & R )

A

A study of variation in a measurement system suing statistical analysis

70
Q

what si a process capability study

A

a carefully planned study designed to yield specific information about the performance of a process under specified operating confitions

71
Q

what are process performance indexes

A
  • they are alternative capability indixes that are exactly the same as process capability indices but represent the actual rather than the ideal performance in a non controlled environemtn
  • expects do not recomend this
72
Q

what is a statistical process control

A
  • a methodology for monitoring a process to identify special causes of variation and signal the need to take corrective action when appropriate (ex. control chart )
73
Q

what is a controlled process

A
  • a process where no point are outside the control imits
  • same number of point above and below the center line
  • points fall randomly abocve and blow center line
    more points are towards the cener
74
Q

what are some examples of our of controlled patterns

A

-points outside control limits
-suddent shifts in process average
- cycles
-trends
0 hugging center line
- huggin control limits

75
Q

how do you develop control charts

A
  1. Prepare- ex. frequency of sampling , size
    2 collect data - record the observations, calc, ranges
  2. determine initial control limits- upper and lower control limits & center limits
  3. analyze the chart - determine if it is in control ( out of points)
  4. use for on going control- continue collecting data and plotting it
76
Q

what does an r chart tell you

A

how the range of subgroups changes over tile (change in variation )

77
Q

what two things control the limits

A
  • the S chart and x bar chart control limits
78
Q

what does a P chart do

A

monitor the proportion of nonconforming units in a sample, where the sample proportion nonconforming is defined as the ratio of the number of nonconforming units to the sample size, n

79
Q

what does a C chart do

A

collect samples of equal size and ocunts the number of non conformance

80
Q

what does a U chart do

A
  • applies if the samples are of unequal sizes

MGMT 425 Quality (3 decks)

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