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Operations Management > Managing Quality > Flashcards

Managing Quality Flashcards

1
Q

Managing quality supports…

A

differentiation
low cost
response strategies

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2
Q

helps firms increase sales and reduce costs

A

quality

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3
Q

Two Ways Quality Improves Profitability

Sales gain via…

A

Improved Response
Flexible pricing
improves reputation

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4
Q

Two Ways Quality Improves Profitability

Reduced Cost via…

A

Increased Productivity
lower rework and scrap costs
Lower warranty costs

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5
Q

Flow of activities…

A

Organizational Practices
Quality principles
Employee fulfillment
Customer satisfaction

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6
Q

Organizational practice scopes in flow of activities

A

Leadership
Mission statement
effective operating procedures
staff support
training

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7
Q

Yields what is important and what is to be accomplished

A

Organizational practices

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8
Q

Quality principles scopes in flow of activities

A

Customer focus
Continuous Improvement
Bench-marking
Just-in-time
Tools of TQM

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9
Q

Yields how to do what is important and to be accomplished

A

Quality Principles

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10
Q

Employee Fulfillment scope in flow of activities

A

empowerment
organizational commitment

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11
Q

yields employee attitudes that can accomplish what is important

A

Employee fulfillment

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12
Q

Customer satisfaction scope in flow of activities

A

Winning orders
repeat customers

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13
Q

yields an effective organization with a competitive advantage

A

Customer satisfaction

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14
Q

objective is to build a total
quality management system that identifies and satisfies
customer needs

A

Operations manager

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15
Q

The totality of features and characteristics of a product or
service that bears on its ability to satisfy stated or implied
needs

and who quoted this definition

A

Quality

American Society for Quality

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16
Q

User based view of quality

A

better performance, more features

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17
Q

Manufacturing based view of quality

A

conformance to standards,
making it right the first time

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18
Q

Product based view of quality

A

specific and measurable attributes of the product

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19
Q

Implications of quality

A

Company reputation
Product liability
Global implications

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20
Q
  • Established in 1988 by the U.S. government
  • Designed to promote TQM practices
A

Malcolm Baldrige National Quality Award

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21
Q

Malcolm Baldrige National Quality Award was established in the year ___ by the US government

A

1988

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22
Q

Baldrige criteria categories …

A

-Leadership
-Strategic Planning
-Customer focus
-Measurement, Analysis, and Knowledge Management
-workforce focus
-Operations Focus

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23
Q

Points for every category..

-Leadership
-Strategic Planning
-Customer focus
-Measurement, Analysis, and Knowledge Management
-workforce focus
-Operations Focus

A

120
85
85
90
85
85

Total 450

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24
Q
  • International recognition
  • Encourages quality management procedures, detailed documentation, work instructions, and record-keeping
A

ISO 9000 International Quality Standards

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25
Q

2015 revision of ISO Standard gives greater emphasis to ..

A

risk-based thinking

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26
Q

ISO management principles

A
  1. Top management leadership
  2. Customer satisfaction
  3. Continual improvement
  4. Involvement of people
  5. Process analysis
  6. Use of data-driven decision making
  7. A systems approach to management
  8. Mutually beneficial supplier relationships
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27
Q

Types of costs of quality

A

Prevention cost
Appraisal Cost
Internal failure cost
external failure cost

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28
Q

cost of reducing the potential for defects

A

prevention cost

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29
Q

cost of evaluating products, parts, and services

A

Appraisal costs

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30
Q

cost of producing defective parts or service before delivery

A

Internal Failure Costs

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31
Q

cost of defects discovered after delivery

A

External Failure cost

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32
Q

A Japanese character that
symbolizes a broader
dimension than quality, a
deeper process than
education, and a more
perfect method than
persistence

A

Takumi

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33
Q

He insisted management accept responsibility for building good systems. The employee cannot produce products that on average exceed the quality of what the process is capable of producing.

A

W. Edwards Deming

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34
Q

A pioneer in teaching the Japanese how to improve
quality

A

Joseph M. Juran

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35
Q

believed strongly in top-management
commitment, support, and involvement in the quality
effort. He was also a believer in teams that continually
seek to raise quality standards.

A

Joseph M. Juran

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36
Q

His 1961 book Total Quality Control laid out 40 steps
to quality improvement processes.

A

Armand Feigenbaum

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37
Q

He viewed quality
not as a set of tools but as a total field that integrated
the processes of a company.

A

Armand Feigenbaum

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38
Q

His work in how people
learn from each other’s successes led to the field of
cross-functional teamwork.

A

Armand Feigenbaum

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39
Q

He said that quality is free

A

Philip B. Crosby

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40
Q

He believed that in the
traditional trade-off between the cost of improving
quality and the cost of poor quality, the cost of poor
quality is understated.

A

Philip B. Crosby

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41
Q

He said that the cost of poor quality should
include all of the things that are involved in not doing
the job right the first time.

A

Philip B. Crosby

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42
Q

He coined the term
zero defects and stated, “There is absolutely no
reason for having errors or defects in any product or
service.”

A

Philip B. Crosby

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43
Q

Encompasses entire organization from supplier to customer

A

Total Quality Management

44
Q

Stresses a commitment by management to have a
continuing companywide drive toward excellence in all
aspects of products and services that are important to the
customer

A

Total Quality Management

45
Q

Demings 14 points…

A

Sauluhe

46
Q

Seven concepts of TQM

A

1) Continuous improvement
2) Six Sigma
3) Employee empowerment
4) Benchmarking
5) Just-in-time (JIT)
6) Taguchi concepts
7) Knowledge of TQM tools

47
Q
  • Never-ending process
  • Covers people, equipment, suppliers, materials,
    procedures
  • Every operation can be improved
A

Continuous Improvement

48
Q

Shewharts Cycle

A

Plan
Do
Check
Act

49
Q

describes the ongoing process of unending improvement

A

Kaizen

50
Q

Two meanings
– Statistical definition of a process that is 99.9997%
capable, 3.4 defects per million opportunities (DPMO)
– A program designed to reduce defects, lower costs,
save time, and improve customer satisfaction

A

Six Sigma

51
Q
  • A comprehensive system for achieving and sustaining
    business success
A

Six Sigma

52
Q

% capable of six sigma
how many DPMO

A

99.9997%
3.4 defects per million opportunities

53
Q

Developed 6sigma

A

Motorola

54
Q

Adopted and enhanced 6sigma

A

Honeywell and GE

55
Q

Highly structured approach
to process improvement

A

6sigma

56
Q

DMAIC approach

A

Define
Measure
Analyze
Improve
Control

57
Q

Standard metric of 6sigma

A

DPMO

58
Q

Getting employees involved in product and process
improvements

A

Employee Empowerment

59
Q

techniques for employee empowerment

A
  1. Build communication networks
    that include employees
  2. Develop open, supportive
    supervisors
  3. Move responsibility to
    employees
  4. Build a high-morale
    organization
  5. Create formal team structures
60
Q

Group of employees who meet regularly to solve problems
Often led by a facilitator

A

Quality Circles

61
Q

Selecting best practices to use as a standard for performance

A

Benchmarking

62
Q

Steps in Benchmarking

A
  1. Determine what to benchmark
  2. Form a benchmark team
  3. Identify benchmarking partners
  4. Collect and analyze benchmarking information
  5. Take action to match or exceed the benchmark
63
Q

Best Practices for Resolving
Customer Complaints

A

-Make it easy for clients to complain
-Respond quickly to complaints
-Resolve complaints on first contact
-Use computers to manage complaints
-Recruit the best for customer service jobs

64
Q
  • When the organization is large enough
  • Data more accessible
  • Can and should be established in a variety of areas
A

Internal Benchmarking

65
Q

‘Pull’ system of production scheduling including supply
management
– Production only when signaled

A

Just-in-Time (JIT)

66
Q

Allows reduced inventory levels
– Inventory costs money and hides process and material
problems

A

Just-in-Time (JIT)

67
Q
  • Engineering and experimental design methods to improve
    product and process design
    – Identify key component and process variables
    affecting product variation
A

Taguchi Concepts

68
Q

Taguchi Concepts

A

– Quality robustness
– Target-oriented quality
– Quality loss function

69
Q
  • Ability to produce products uniformly in adverse
    manufacturing and environmental conditions
    – Remove the effects of adverse conditions
    – Small variations in materials and process do not
    destroy product quality
A

Quality Robustness

70
Q

Shows that costs increase
as the product moves away
from what the customer
wants

A

Quality Loss Function

71
Q

Tools for generating ideas

A

– Check Sheet
– Scatter Diagram
– Cause-and-Effect Diagram

72
Q

Tools to Organize the Data

A

– Pareto Chart
– Flowchart (Process Diagram)

73
Q

Tools for Identifying Problems

A

– Histogram
– Statistical Process Control Chart

74
Q

An organized method of recording data

A

Check Sheet

75
Q

A graph of the value of one variable vs. another variable

A

Scatter Diagram

76
Q

A tool that identifies process
elements (causes) that may effect an outcome

A

Cause-and-Effect Diagram

77
Q

A graph to identify and plot problems or
defects in descending order of frequency

A

Pareto Chart

78
Q

A chart that describes the
steps in a process

A

Flowchart (Process Diagram)

79
Q

A distribution showing the frequency of
occurrences of a variable

A

Histogram

80
Q

A chart with time on
the horizontal axis to plot values of a statistic

A

Statistical Process Control Chart

81
Q
  • Uses statistics and control charts to tell when to take
    corrective action
  • Drives process improvement
A

Statistical Process Control (SPC)

82
Q

4 key steps in SPC

A

– Measure the process
– When a change is indicated, find the assignable cause
– Eliminate or incorporate the cause
– Restart the revised process

83
Q

Involves examining items to see if an item is good or
defective

A

Inspection

84
Q

Problems with inspection

A

– Worker fatigue
– Measurement error
– Process variability

85
Q

Other term for source Inspection

A

source control

86
Q

Ensure perfect product to
your customer

A

source inspection

87
Q

is the concept of
foolproof devices or techniques
designed to pass only
acceptable products

A

poka-yoke

88
Q

ensure consistency
and completeness

A

Checklist

89
Q

– Items are either good or bad, acceptable or
unacceptable
– Does not address degree of failure

A

Attributes

90
Q
  • Measures dimensions such as weight, speed, height,
    or strength
    – Falls within an acceptable range
A

Variables

91
Q

Determinants of Service Quality

A

-Reliability
-Responsiveness
-Competence
-Access
-Courtesy
-Communication
-Credibility
-Security
-Understanding/Knowing the customer
-Tangibles

92
Q

involves consistency of performance and dependability

A

Reliability

93
Q

concerns the willingness or readiness of employees to provide service

A

Responsiveness

94
Q

means possession of the required skills and knowledge to perform the service

A

Competence

95
Q

involves approachability and ease of contact

A

Access

96
Q

involves politeness, respect, consideration, and friendliness

A

Courtesy

97
Q

means keeping customers informed and listening to them

A

Communication

98
Q

involves trustworthiness, believability, and honesty

A

credibility

99
Q

is the freedom from danger, risk, or doubt

A

security

100
Q

involves making the effort to understand the customer’s needs

A

Understanding/knowing the customer

101
Q

include the physical evidence of the service

A

Tangibles

102
Q

Service Recovery Strategy

A

Marriott’s LEARN routine

103
Q

LEARN means…

A

– Listen
– Empathize
– Apologize
– React
– Notify

104
Q

Direct comparisons between customer service
expectations and actual service provided
* Focuses on gaps in the 10 service quality determinants

A

SERVQUAL technique

105
Q

Most common version collapses the determinants to

A

– Reliability
– Assurances
– Tangibles
– Empathy
– Responsiveness

Operations Management (3 decks)

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