IQC PRELIM Flashcards
The relationship between output and its associated input, when these are expressed in real ( physical volume) terms.
According to kendrick
Productivity
Is above all an attitude of mind. It seeks to continually improve what already exists.
It is based on the belief
that one can do things
better TODAY than YESTERDAY and better TOMORROW than TODAY
Productivity
4 Low Productivity chains?
– ________ use of Resources
– Inferiority in ___________, ____________
– _____________ Slowdown
– _____________ Instability
- Wasteful
- Market Competition
- Economic
- Social
WEMCS
4 High Productivity chains
– _____________ (3 words) use of Resources
– _____________ in Market Competition
– Economic _____________ and _____________
– Better Standard __________ and ___________ __________
- Efficient, Effective, economical
- Superiority
- Development and Growth
- Living ; HUman Welfare
3 Grounds for Strategic Method approach
- WISE
- 5S
- QC (Quality Control)
What are the 3 Advanced Job functions? HOw do you achieve those 3?
– Innovation (Thru Group participation)
– Improvement Kaizen (Thru suggestion Scheme)
– Maintenance (Thru 5S)
based upon his actual
experience, measured against his requirements and always representing a moving target in a competitive market.
Total Customer Satisfaction
~ Doing the right thing
~ Doing it the right way
~ Doing it right the first time
~ Doing it on time
Qualityy
Skill or Practice of controlling something; direction, handling, care, command, take change
– Focus on continous improvement
– using quality tools and techniques
Management
A management approach that centers on _______________________!
through _________________ aiming at long-term success!
through __________________ and benefits all members of the organization and the society!
WHAT IS IT??
Continous PRocess improvement
Universal PArticipation
Customer Satisfaction
TOTAL QUALITY MANAGEMENT (TQM)
PRINCIPLE OF TQM
True or False:
A company must be a Customer-Driven Organization
CDO
True, duhh
P1; WHO? WHERE? WHAT NEEDS? WHAT EXPECTIATIONS?
PRINCIPLE OF TQM
- Champions of “Quality First Concept”
- Walk the talk: Focus on making real changes
- Shake-down the status
- Stimulate and motivate
- Provide conducive
environment
P2; Leadership
PRINCIPLE OF TQM
– Vital for an organization
– Team work empowerment – on people who own the process
– People Building
P3; Involvement of PEople
PRINCIPLE OF TQM
- Document existing procedures
- Identify gaps and anomalies
- More transparent
- Facilitate the transfer of tasks
- Baseline for improvements
P4; PRocess Approach
PRINCIPLE OF TQM
Use of statistical tools/techniques for the analysis of data and
information
Aids the review process – measures and indicators
P5 FACTUAL APPROACH TO DECISION MAKING
PRINCIPLE OF TQM
7 STATISTICAL TOOLS FOR FACTUAL APPROACH TO DECISION MAKING??
○ Ishikawa/Cause and Effect
○ Pareto Analysis – vital few concept
○ Check Sheet
○ Scatter Diagram
○ Flowchart
○ Histogram – dispersion control
○ Control Charts
IPC SF HC
PRINCIPLE OF TQM
– Top-down approach
* Interrelated and interacting parts
P6 SYSTEMS APPROACH TO MANAGEMENT
PRINCIPLE OF TQM
- Kaizen
- A permanent objective
- Benchmarking
- Continuing re evaluation of objectives against customer requirements
P7 CONTINUAL IMPROVEMENT
PRINCIPLE OF TQM
- Communication enhances the competitive advantage of both organizations
- Clearly defined and understood requirements
- Mutual respect, trust, benefit
- WIN-WIN Relationship
P8
Mutually Beneficial Customer – Supplier Relationship
TRUE OR FALSE
TQM IS A fad, recipe or roadmap, quick fix, project.
FAlse. All of them does not define tqm
TRUE OR FALSE
TQM IS A way of lige, management of change, an attitude
TRUE
It is the totality of characteristics of a particular product or service that bares an ability to satisfy the needs of the customers.
Quality
4 facts about quality?
Quality is a/an:
Terminator, Peace maker, Emanicipator, Winning global strategy
REading TIME!!!
Tip of the Icebeg:
The true quality (What customer is paying)
Output; QA results; productivity; yield; SLA
Bottom of the Iceberg:
The cause and cost ($) of poor Quality
COPQ
Rework
Attendance Issues
People Issues
Redundant Process Multiple validation
Attrition
MTBA/MTBF/
Downtime
Bad OEE
Overtimes
Morale
Process changes
is the non-fulfillment of a quality characteristic
from its intended level.
the specific point at which a specification is not satisfied
Defect (or nonconformity)
If an item does not conform to requirement on one or more of several
characteristics, then the item is classified as ______
Defective (nonconforming item)
contains more than 1 defect
Is a unit of product or service that does not satisfy one or more of the specifications for that product.
Defective
Tradition Cost of poor quality is ____% to ___% of sales
4 to 5
After revelation of product; The cost of poor quality is at __ to __% of the total sales
15 to 20
2 costs of poor quality
Internal Failure cost (Before delivery of goods)
External Failure cost (After delivery of goods)
The cost resulting from products or services not confirming to requirement or customer/user needs.
Failure Cost
2 types of cost of attaining quality
– Prevention Cost
– Appraisal Cost
The cost of all the activities specifically designed to prevent poor quality in products or services.
PRevention COst
– Product review, quality planning, process capability evaluations, QIT, QIP, education and training
The cost associated with measuring, evaluating or auditing products or services to assure conformance to quality standard performance requirements. Examples: source, in-process inspections, calibration & audits
Appraisal Cost:
Take out unnecessary items and dispose
- Make the work easy by eliminating obstacles
- Eliminating the need to take care of
unnecessary items - Provide no chance of being disturbed with
unnecessary items - Prevent accumulation of unnecessary items
Seiri (Sort/ Suriin)
for disposal, repair, keep, working
Arrange necessary items in good order
* Prevent loss and waste of time
* Easy to find and pick up necessary items
* Ensure first-come-first-serve basis
* Make work flow smooth and work easy
Seiton (Systemize /Sinupin)
LAbel / How was it organized?
Clean your workplace
* Easy to check abnormality
* Prevent machinery and equipment from
deterioration
* Keep workplace safe and easy to work
Seiso (Sweep / Simutin)
Set standards for cleanliness
“I can-do-it-blindfolded”
Seiketsu
Work according to standards
Shikutse
TRUE OR FALSE:
The cooperation of 5S
Auditors in adhering to scheduled audit
period is critical to the success of the TQM
program.
TRUE TIMELINESS
Audit form
1 form per _____ and 1 form for _____
Auditor
Group consensus audit
True or False: Audit the department based only on criteria given in the 5S Audit Form
true
The science that deals with the collection, classification, analysis,
and interpretation of numerical facts and data.
Statistics
True or false: Not Everything varies, variation is not the norm, But an exception.
FALSE all.
Everything varies, variation is the norm, not the exception.
True or False:
Not all causes of variations are equally
important
True
they follow the 80/20 rule
Most causes of process variation can be
categorized into one of the following groups:
6M
Man; Machine; Method; Material; Measurement; Mother Nature (or environment)
2 types of data
Whether a variable is to be described or be described by other variables:
Response (y) (or Dependent Variable)
Predictor (x) (or Independent Variable)
Concerned with the analysis of sample
data and generalizing results back to
the larger population, i.e. draw
predictions or inferences about the
entire population
INferential Statistics
Concerned with collecting and describing a set of data
so as to yield meaningful information i.e. charts/graphs
Descriptive Statistics
Solving the ________ prevents the recurrence of the problem
Root Cause
A problem-solving process which
describes a wide range of tools, and techniques to uncover real cause/s of the problem
Root Cause Analysis (RCA)
True or False:
Importance of making RCA part of
your work activities:
✓ Less rework effort (cost & manpower)
✓ Fewer defects(complaints)
✓ More time to focus on important activities
true duh
5 Whys was developed by
Sakichi Toyoda; Toyota
Graphical representation of the trail leading to the root cause of a problem
Ishikawa Diagram/
Fishbone Diagram/
Cause and Effect Diagram/
Fishbone Diagram developed by
Kaoru Ishikawa
Kawasaki
Voluntary group of employees who work on similar tasks or share an area of responsibility
* They agree to meet on a regular basis to discuss & solve problems related to work.
Quality Circle
Problem Identifications are?
6 Requirement?
Formula?
- Deviation from standard
- Specific
- Measurable
- Current
- Negative Adjective + Noun
- End Result
Problem Statement = Deviation + Source + Time
4 DONTS in making Problem statement
Lack of …
How to ….
Save on …
To …
Should not describe the cause , objective, or what should be the solution.
It is a tool used to structure a problem &
examine the relationship of two or more sets of factors.
Matrix Diagram
Matrix Diagram 5 Criterias
Frequency or Familiarity, Impact, Solvability, Urgency, Available Data
This technique helps to
identify the top 20% of causes that needs to be addressed to resolve the 80% of the
problems
Pareto Chart
