Handout 1 Flashcards
It is the standard of excellence of a product or a service.
Quality
starts with understanding customer needs and ends when those needs are satisfied.
Quality
it will conform to the present and future expectations set by the customer
The totality of features and characteristics of a product and service
an approach to maximize the competitiveness of people, processes, products including services, and environments through continual improvement
Total quality
quality can be and must be measured (i.e., statistical process control, benchmarking)
Measures
quality must be built in by people who are empowered to do their jobs the right way.
People
it must be improved continually and constantly. What is considered excellent today may be just mediocre tomorrow. Consequently, “good enough” is never good enough.
Processes
focuses on inspection of products after development; employees are considered as passive workers adhering only to the orders of their superiors.
Traditional view of quality
focuses on continual improvement of products, processes, and people during the process of development in order to prevent future problems.
Total quality perspective
Employees are empowered to think and make recommendations for continual improvement.
Total quality perspective
it includes the formulation of a strategic plan incorporating the following elements: vision, mission, broad objectives, and activities that must be completed in order to accomplish the broad objectives while integrating quality as a core component.
Strategically Based
in a total quality setting, the internal and external customer is the driver
Customer Focus
define the quality of the product or service delivered
External
customers
define the quality of the people, processes, and environments associated with the products or services.
internal customers
the organization must become passionate with meeting or exceeding quality of outputs through continuous improvement.
Obsession with Quality
this involves the ways in structuring work, decision-making, and problem solving by utilizing hard data in establishing benchmarks, monitoring performance, and making improvements
Scientific Approach
it involves implementation of new corporate culture in the entire organization to achieve future success and long term growth.
Long-term Commitment
in traditionally managed organizations, the best competitive efforts are often among
departments within the organization
Teamwork
tends to use energy that should be focused
on improving quality which will eventually result to external competitiveness.
Internal competition
products are developed and services are delivered by people using processes/systems within environments to continually improve the quality of products or services.
Continual Process Improvement
these are fundamental to total quality as it improves people on a continual
basis.
Education and Training
through this, people who know how to work hard learn how to also work smart.
education and training
it pertains to the concept that humans should control the processes and work methods and must not rely completely on technology to reduce variations in output.
Freedom through Control
this means that internal politics have no place in a total quality organization. Rather, collaboration should be the norm.
Unity of Purpose
Employees should feel more involved and empowered in a total quality setting than in a traditionally managed situation.
Unity of Purpose
means that all employees
must work toward a common goal.
Unity of Purpose
First, it increases the likelihood of developing a good decision or plan. Second, it promotes ownership of decisions.
Employee Involvement
not just involving people but also involving them in ways that give them a real voice like structuring work that allows employees to make decisions concerning the improvement of work processes within specified parameters.
Empowerment
this means that all personnel and processes are operating at their best possible performances.
Peak Performance
This is essential to organizations that operate in a global environment where competition is intense, constant, and unforgiving.
Peak Performance
he is the proponent of the Deming Cycle which links the production of a product to consumer needs and focuses the resources of all departments (research, design, production, and marketing) in a cooperative effort.
William Edwards Deming
A four-part management method that preaches continuous improvement.
Deming Cycle
The Deming Cycle is made up of:
Plan
Do
Check/Study
Act
Choose a process and set objectives.
Plan
Implement the plan and begin collecting data on the results.
Do
Analyze the results using statistical methods.
Check/Study
Decide what changes to make in order to improve the process.
Act
he was an evangelist for quality and quality management.
Joseph M. Juran
He is the proponent of the Pareto Principle which states that majority or 80 percent of the results in the business operations come from the minority or 20 percent of the causes
Joseph M. Juran
he was a businessman and author who is best known for his advocacy of zero-defects management and prevention as opposed to statistically acceptable levels of quality.
Philip B. Crosby
Hindrances to Total Quality
- Senior management delegation and poor leadership
- Team mania
- Deployment process
- Taking a narrow, dogmatic approach
- Confusion about the differences among education, awareness, inspiration, and skill building
organizations delegate responsibility to a
hired expert by means of outsourcing rather than applying the actions necessary to get everyone
involved.
Senior management delegation and poor leadership
managers form different teams prior to the implementation of a cultural change
within the organization.
Team mania
organizations develop quality initiatives without concurrently developing plans for integration to all elements of the organization like marketing or finance.
Deployment process
organizations dive into the application of Deming approach, Juran approach, or Crosby approach without tailor-fitting the quality programs based on the need of their own organization.
Taking a narrow, dogmatic approach
employees are less inclined to work together because of their individual differences.
Confusion about the differences among education, awareness, inspiration, and skill building
Quality Certifications
Manager of Quality/ Organizational Excellence
Six Sigma Black Belt
Quality Improvement Associate
s/he should be able to motivate and evaluate staff, manage projects and human resources, analyze financial situations, determine and evaluate risk,
Manager of Quality/ Organizational Excellence
s/he is responsible in improving the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes
Six Sigma Black Belt
s/he is responsible in improving the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes
Six Sigma Black Belt
s/he must have a knowledge of quality tools and their uses and must be involved in quality improvement projects of their organization.
Quality Improvement Associate
