Lesson 3: Introduction to Quality

Question 1

can be interpreted as “Customer’s expressed and implied requirements are met fully”.

Answer 1

Quality

Question 2

“the totality of features and characteristics of a product or service that bears on its ability to meet a stated or implied need”

Answer 2

ISO, 1994

Question 3

“Quality is fitness for use”.

Answer 3

Juran, 1988

Question 4

“Quality means conformance to requirement”

Answer 4

Crosby, 1979

Question 5

“the degree of conformance to a standard”

Answer 5

Japanese Companies

Question 6

“user satisfaction”

Answer 6

Wayne, 1983

Question 7

broadened his definition for quality adding an integrated notion to it: “Quality meaning getting everyone to do what they have agreed to do and to do it right the first time is the skeletal structure of an organization, finance is the nourishment, and relationships are the soul.”

Answer 7

Crosby, 1992

Question 8

Quality stands for:

Answer 8

Q: Quest for excellence
U: Understanding customer needs
A: Action to achieve customers appreciation
L: Leadership determination to be a leader
I: Involving all people
T: Team spirit to work for common goal
Y: Yardstick measure progress

Question 9

Quality from different view points:

Answer 9

1. Customer-based
2. Manufacturing and Service-based
3. Value-based

Question 10

Quality consists of the capacity to satisfy wants.

Answer 10

Edwards, 1968

Question 11

Quality is the degree to which a specific product satisfies the wants of a specific consumer.

Answer 11

Gilmore, 1974

Question 12

In the final analysis of the marketplace, the quality of a product depends on how well it fits patterns of consumer preferences.

Answer 12

Kuehn and Day, 1962

Question 13

The core of a total quality approach is to identify and meet the requirements of both internal and external customers.

Answer 13

Oakland, 1989

Question 14

Do it right first time

Answer 14

Price, 1985

Question 15

Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable cost.

Answer 15

Broh, 1982

Question 16

Quality is the degree to which a specific product conforms to a design or specification.

Answer 16

Feigenbaum, 1983

Question 17

Quality must be achieved in five basic areas: people, equipment, methods, materials and the environment to ensure customer’s need are met.

Answer 17

Newell and Dale, 1991

Question 18

Quality is to satisfy customers’ requirements continually; TQM is to achieve quality at low cost by involving everyone’s daily commitment.

Answer 18

Kanji, 1990

Question 19

is the act of overseeing all activities and tasks that must be accomplished to maintain a desired level of excellence. It is the practice of improving the quality of processes, products, and services.

Answer 19

Quality Management

Question 20

This includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement. It is also referred to as

Answer 20

Total Quality Management (TQM)

Question 21

focuses on long-term goals through the implementation of short-term initiatives. By definition, ______ ___________is the practice of providing existing and potential customers with support to enhance their satisfaction with the company and its products and services.

Answer 21

Quality Management

Question 22

is the act of overseeing all activities and tasks needed to maintain a desired level of excellence.

Answer 22

Quality Management

Question 23

includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement.

Answer 23

Quality Management

Question 24

requires that all stakeholders in a business work together to improve processes, products, services and the culture of the company itself.

Answer 24

TQM

Question 25

Quality Management has been around for a long time, thanks to people like ______. They introduced ideas like standardized parts and efficient practices.

Answer 25

Eli Whitney, Frederick Winslow Taylor, Henry Ford

Question 26

In the 1920s, statistical methods for quality control emerged, pioneered by

Answer 26

Walter A. Shewhart and W. Edwards Deming

Question 27

Japan embraced these methods in the 1950s and 1960s, with help from ______, leading to its economic growth.

Answer 27

Deming and Juran

Question 28

is crucial for businesses to stay competitive and satisfy customers, fueled by technological advancements and evolving demands.

Answer 28

Quality Management

Question 29

is a business approach emphasizing customer satisfaction and teamwork to enhance processes, products, services, and company culture. It originated from the integration of statistical methods into business practices in the 1920s, leading to the creation of Statistical Process Control (SPC).

Answer 29

Total Quality Management

Question 30

Why is there a need for TQM?

Answer 30

“In order to compete in a global economy, our products, systems and services must be of a higher quality than our competition. Increasing Total Quality is our number one priority here at Hewlett-Packard.”

– John Young, President of Hewlett-Packard

Question 31

A real-world example of quality management that is renowned for its commitment to quality management throughout its operations. This dedication spans from product design and development to manufacturing and customer service.

• invests heavily in research and development to create cutting-edge products that excel in performance, durability, and user experience.
• focuses on enhancing processes within its supply chain and manufacturing facilities.
• places significant emphasis on providing exceptional customer service and support. They offer comprehensive warranty coverage, responsive customer support through various channels, and actively gather and act on customer feedback to drive improvements.

Answer 31

Apple

Question 32

Principles of Quality Management

Answer 32

1. Customer Focus
2. Leadership
3. Engagement Principle
4. Process Approach
5. Continuous Improvement
6. Evidence-based Decision Making
7. Relationship Management

(CLEPCER)

Question 33

This means making sure customers are happy by understanding what they want and need. When businesses do this well, customers keep coming back, which means more money for the business.

Answer 33

Customer Focus

Question 34

Good leaders bring everyone together and give them a clear goal. When leaders involve employees in setting goals, it motivates them to work harder and stay loyal to the company.

Answer 34

Leadership

Question 35

Get everyone involved in making the business better, no matter their role. Treat employees well, involve them in decisions, and recognize their hard work. When people feel valued, they do better work.

Answer 35

Engagement of People

Question 36

Pay attention to how things are done in the business. Good processes make things faster, cheaper, and better. Leaders should know how to manage and improve these processes.

Answer 36

Process Approach

Question 37

Build good relationships with suppliers and partners. When everyone works well together, the business does better in the end. It’s important to manage these relationships well for long-term success.

Answer 37

Relationship Management

Question 37

Always look for ways to make things better. Businesses that keep improving do better in the long run. Be ready to change and adapt to new situations.

Answer 37

Continuous Improvement

Question 38

Make decisions based on facts and data. This helps you understand what works and what doesn’t, so you can make better choices.

Answer 38

Evidence-based Decision Making

Question 39

Benefits of Quality Management

Answer 39

● It helps an organization achieve greater consistency in tasks and activities that are involved in the production of products and services.
● It increases efficiency in processes, reduces wastage, and improves the use of time and other resources.
● It helps improve customer satisfaction.
● It enables businesses to market their business effectively and exploit new Markets.
● It makes it easier for businesses to integrate new employees, and thus helps businesses manage growth more seamlessly.
● It enables a business to continuously improve its products, processes, and systems.

(CECMII)

Question 40

With this, you can easily manage the quality of your product or process, no matter what industry you serve.

Answer 40

Quality Tools

Question 41

Different Quality Tools

Answer 41

Stratification, Histogram, Check/Tally Sheet, Cause and Effect Diagram, Pareto Chart, Scatter Diagram, Control Chart

(SHCCPSC)

Question 42

is a quality assurance tool used to sort data, objects, and people into separate and distinct groups.

• can help you determine its meaning, revealing patterns that might not otherwise be visible when it’s been lumped together.

Answer 42

Stratification

Question 43

represents frequency distribution of data clearly and concisely amongst different groups of a sample, allowing you to quickly and easily identify areas of improvement within your processes.

• are particularly helpful when breaking down the frequency of your data into categories such as age, days of the week, physical measurements, or any other category that can be listed in chronological or numerical order.

Answer 43

Histogram

Question 44

can be used to collect quantitative or qualitative data.

• collects data in the form of check or tally marks that indicate how many times a particular value has occurred, allowing you to quickly zero in on defects or errors within your process or product, defect patterns, and even causes of specific defects.

When used to collect quantitative data, they can be called a

Answer 44

Check Sheet, Tally Sheet

Question 45

Introduced by ______, the fishbone diagram helps users identify the various factors (or causes) leading to an effect, usually depicted as a problem to be solved.

• causes and sub clauses are usually grouped into six main groups, including measurements, materials, personnel, environment, methods, and machines. These categories can help you identify the probable source of your problem while keeping your diagram structured and orderly.
• was drawn by a manufacturing team to try to understand the source of periodic iron contamination. The team used the six generic headings to prompt ideas. Layers of branches show thorough thinking about the causes of the problem.

Answer 45

Cause and Effect Diagram, Kaoru Ishikawa

Question 46

operates according to the 80-20 rule. This rule assumes that in any process, 80% of a process’s or system’s problems are caused by 20% of major factors, often referred to as the “vital few.” The remaining 20% of problems are caused by 80% of minor factors. A combination of a bar and line graph.

Answer 46

Pareto Chart (80-20 rule)

Question 47

is most useful in depicting the relationship between two variables, which is ideal for quality assurance professionals trying to identify cause and effect relationships.

Answer 47

Scatter Diagram

Question 48

This quality improvement tool can help quality assurance professionals determine whether or not a process is stable and predictable, making it easy for you to identify factors that might lead to variations or defects.

• Using this can save your organization time and money by predicting process performance, particularly in terms of what your customer or organization expects in your final product.

Answer 48

Control Chart

Question 49

Another term for control chart is

Answer 49

Shewhart Chart