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Quality and Operation Management > Exam One > Flashcards

Exam One Flashcards

1
Q

meeting and exceeding customer needs and expectations and continuing to improve

A

Deming definition of quality

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2
Q

a high level of value or excellence

A

Webster definition of quality

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3
Q

the degree to which a set of inherent characteristics fulfill requirements

A

Project Management Book of Knowledge definition of quality

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4
Q

how to measure quality

A

accuracy, completeness, consistency, timeliness, uniqueness, validity

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5
Q

aspect of quality typically seeking to maximize effectiveness and efficiency

A

quality of process

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6
Q

aspect of quality typically seeking to define and fulfill results

A

quality of output

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7
Q

type of improvement that has surprises, putting out fires, correcting problems as they arise

A

traditional improvement

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8
Q

type of improvement that has forward thinking, being consistent, preventing problems from happening

A

continuous improvement

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9
Q

methodologies that are periodic, top-down, short-term, limited

A

old methodologies

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10
Q

methodologies that are ongoing, collaborative, flexible, adaptable, long-term

A

new methodologies

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11
Q

main takeaway from taxi video

A

turn moments of misery into moments of magic by putting in the effort

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12
Q

ISO quality management principles

A

customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, relationship management

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13
Q

ISO quality management principle, meet customer requirements and strive to exceed expectations

A

customer focus

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14
Q

ISO quality management principle, establish unity of purpose and direction; achieve objectives

A

leadership

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15
Q

ISO quality management principle, keep everyone engaged and empowered to deliver value

A

engagement of people

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16
Q

ISO quality management principle, be consistent and coherent with activities

A

process approach

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17
Q

ISO quality management principle, focus on improvement, always

A

improvement

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18
Q

ISO quality management principle, analyze and evaluate data and information to produce desired results

A

evidence-based decision making

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19
Q

ISO quality management principle, sustain mutual interest with all parties: shareholders, suppliers, customers

A

relationship management

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20
Q

how many sustainable development goals are there in ISO?

A

17 sustainable development goals

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21
Q

what are the top three sustainable development goals for ISO?

A
  1. industry, innovation, and infrastructure
  2. good health and well-being
  3. responsible consumption and production
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22
Q

ISO member classification that influence ISO standards development and strategy

A

full member

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23
Q

ISO member classification that observe the development of ISO standards and strategy

A

correspondent member

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24
Q

ISO member classification that keep up to date on ISO’s work but can’t participate in it

A

subscriber member

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25
Q

how many national standards bodies are in the ISO?

A

172 national standards bodies

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26
Q

set of techniques and tools for process improvement

A

six sigma

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27
Q

how many defects per million opportunities in six sigma?

A

no more than 3.4 defects per million opportunities

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28
Q

hierarchy of belt levels, introductory level/problem solving teams

A

white belt

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29
Q

hierarchy of belt levels, project team member/reviews process improvements

A

yellow belt

30
Q

hierarchy of belt levels, leads projects/assists with data collection and analysis for black belt projects

A

green belt

31
Q

hierarchy of belt levels, leads problem solving projects/trains and coaches project teams

A

black belt

32
Q

hierarchy of belt levels, trains and coaches green and black belts/functions at Six Sigma level

A

master black belt

33
Q

when was six sigma first introduced in the workplace? by who? what company?

A

first introduced in 1986 by Bill Smith at Motorola

34
Q

who utilized six sigma later to help save their company millions of dollars?

A

Jack Welch made it central to his strategy at General Electric in 1995

35
Q

what is DMAIC used for?

A

improving existing processes

36
Q

what does DMAIC stand for?

A

define, measure, analyze, improve, control

37
Q

what is DMADV used for?

A

creating a new product or service

38
Q

what does DMADV stand for?

A

define, measure, analyze, design, verify

39
Q

skill development/career growth, increased job satisfaction, higher earning potential, leadership opportunities, improved efficiency/productivity, collaboration/teamwork, recognition/personal development

A

benefits of being six sigma/lean six sigma certified

40
Q

level 5 leadership and first who, then what

A

disciplined people

41
Q

confront brutal facts, hedgehog concept

A

disciplined thought

42
Q

buildup and breakthrough, disciplined people then disciplined thought

A

flywheel

43
Q

level 5 leadership

A

individual who blends extreme personal humility with intense professional will

44
Q

first who, then what

A

get the right people on the bus, the wrong people off, put people in the right seats, and then figure out where to drive the bus

45
Q

confront the brutal facts

A

must confront the brutal facts in order to learn and grow, facts are better than dreams

46
Q

level 5 hierarchy levels

A

highly capable individual, contributing team member, competent manager, effective leader, level 5 executive

47
Q

two parts of level 5 leadership

A

professional will, personal humility

48
Q

began career in manufacturing in 1947, rose to presidency in 1960, turned around a financially troubled brass mill into a diversified manufacturer of consumer, housing, and industrial goods, served in WWII, Secretary of Commerce under Reagan

A

Malcolm Baldrige Jr

48
Q

stockdale paradox

A

retain faith that you will prevail, regardless of the difficulties

49
Q

born 1900, had PhD from Yale, specialized in mathematical physics and statistical process control methods, developed sampling techniques used in 1940 census, worked with Ford on their management techniques

A

Deming

50
Q

first given in 1988 to Motorola, award not givenfor specific products or services

A

Baldrige excellence program

51
Q

manufacturing, service, small business, healthcare, education, nonprofit

A

six eligibility categories for Baldrige excellence program

52
Q

managing for innovation, entrepreneurship, customer-driven excellence, integrity, visionary leadership, creating value, agility, societal responsibility, focus on the future- all point to quality

A

Baldrige principles

53
Q

what are the first three of Deming’s 14 points?

A

create constancy of purpose
adopt new philosophy
stop depending on inspections

54
Q

Deming point, what motivates/drives you, improve product/service, stay competitive

A

create constancy of purpose

55
Q

Deming point, Western management must awaken to challenge, learn to adapt

A

adopt new philosophy

56
Q

Deming point, avoid inspections by building quality into the product in the first place

A

stop depending on inspections

57
Q

left side of integrated framework

A

leadership, strategy, customers

58
Q

right side of integrated framework

A

results, workforce, operations

59
Q

what are the four parts of creating a climate where truth is heard?

A

lead with questions, not answers
engage in dialogue and debate, not coercion
conduct autopsies, without blame
build red flag mechanisms

60
Q

what are the companies associated with creating a climate where truth is heard?

A

Circuit City- lead with questions, not answers
Nucor- engage in dialogue and debate, not coercion
7UP- conduct autopsies, without blame
Graniterock- build red flag mechanisms

61
Q

that’s what makes death so hard - unsatisfied curiousity

A

Beryl Markham

62
Q

you can accomplish anything in life, provided that you do not mind who gets the credit

A

Harry S. Truman

63
Q

there are going to be times when we can’t wait for somebody. now, you’re either on the bus or off the bus

A

Ken Kesey

64
Q

there is no worse mistake in public leadership than to hold out false hopes soon to be swept away

A

Winston S. Churchill

65
Q

good being the enemy of great is not just a business problem, its a…

A

human problem

66
Q

back in the 70’s and 80’s, Bank of America had a “weak generals, strong lieutenants” model. what were senior managers described as from a retired BofA executive?

A

plastic people

67
Q

perfection is not attainable. but if we chase perfection, we can catch experience

A

Vince Lombardi

68
Q

other dogs can be in the kennel, as long as they remain the biggest one

A

biggest dog syndrome

69
Q

quality of my life is the quality of my…

A

habitual emotions

Quality and Operation Management (3 decks)

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