Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Quality Management > Module 01 > Flashcards

Module 01 Flashcards

1
Q

Creator of dimensions of quality

A

Garvin 1987

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Will the product do the intended job?

A

Performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

How often does the product fail?

A

Reliability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

How long does the product last?

A

Durability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

How easy is it to repair the product?

A

Serviceability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What does the product look like?

A

Aesthetics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What does the product do?

A

Features

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What is the reputation of the company or its product?

A

Perceived Quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Is the product made exactly as the designer intended?

A

Conformance to Standards

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

How long they did it take the service provider to reply to your request for service?

A

Responsiveness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

This is the knowledge and skills of the service provider, and relates to the competency of the organization to provide the required services

A

Professionalism

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Customers generally want caring and personalized attention from their service providers. Customers want to feel that their needs and concerns are important and are being carefully addressed.

A

Attentiveness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Traditional definition of Quality

A

Quality means fitness for use.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Two general aspects of fitness for use

A

Quality of Design

Quality of Conformance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

All goods and services are produced in various grades or levels of quality. These variations in grades or levels of quality are intentional, and, consequently, the appropriate technical term is___.

A

Quality of Design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q
  • how well the product conforms to the specifications required by the design.
  • is influenced by a number of factors, including the choice of manufacturing processes; the training and supervision of the workforce; the types of process controls, tests, and inspection activities that are employed; the extent to which these procedures are followed; and the motivation of the workforce to achieve quality
A

Quality of Conformance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Quality is inversely proportional to variability.

A

Modern Definition of Quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

is the reduction of variability in processes and products

A

Quality Improvement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Excessive variability in process performance often results in

A

Waste

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

a number of elements that jointly describe what the user or consumer thinks of as quality

A

Quality Characteristics
Critical-to-Quality (CTQ) characteristics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

length, weight, voltage, viscosity

A

Physical

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

taste, appearance, color

A

Sensory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

reliability, durability, serviceability

A

Time orientation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

is the set of operational, managerial, and engineering activities that a company uses to ensure that the quality characteristics of a product are at the nominal or required levels and that the variability around these desired levels is minimum.

A

Quality engineering

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

usually continuous measurements, such as length, voltage, or viscosity

A

variables data

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

usually discrete data, often taking the form of counts, such as the number of loan applications that could not be properly processed because of missing required information

A

Attributes data

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Quality characteristics are often evaluated relative to ___

Desired measurements for the quality of characteristics of the components and sub assemblies that make up the product, as well as the desired values for the quality characteristics in the final product.

A

specifications

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

A value of a measurement that corresponds to the desired value for that quality characteristic is called __

A

nominal or target value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

those that fail to meet one or more of their specifications.

A

nonconforming products

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

A specific type of failure

A

nonconformity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

nonconformities that are serious enough to significantly affect the safe or effective use of the product

A

defects

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

if it has one or more defects

A

defective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

The reduction of variability in processes and products.

Excessive variability → waste

Also known as the reduction of waste (effective in service industries, where a quality problem may be an error or a mistake and the correction of which requires effort and expense)

A

Quality Improvement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

largest allowable value

A

Upper Specification limit

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

lowest specification limit

A

Lower Specification Limit

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Statistical Methods for Quality Control and Improvement

A

● Statistical Process Control (SPC)

● Design of Experiments (DOE)

● Acceptance Sampling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Methodology used to monitor and manage the quality of a manufacturing or production process.

Involves the use of statistical techniques, particularly control charts, to track and analyze the variation in process outputs over time.

Goal: ensure that process operates consistently within specified quality limits and to identify and address any sources of variability that may affect product quality.

Control charts: One of the primary techniques of SPC

Averages measurements of a quality characteristic in samples taken from the process versus time

Has a center line (CL) and control limits (UCL & LCL)

A

Statistical Process Control (SPC)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Approach to systematically varying the controllable input factors in the process and determining the effect these factors have on the output project parameters.

One major type is the factorial design: factors are varied together in such a way that all possible combinations of factor levels are tested.

A

Design of Experiments (DOE)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Inspection and classification of a sample of units selected at random from a larger batch or lot and the ultimate decision about the disposition of the lot, usually occurs at two points: incoming raw materials or components, or final production.

A

Acceptance Sampling

40
Q

Management Aspects of Quality Improvement

A

Quality Planning

Quality Assurance

Quality control & improvement

41
Q

Key Activities of Quality Planning

A

Identifying customers and their needs

Defining quality objectives and specifications

Determining how products or services will be realized

Planning for continuous quality

42
Q

Key activities of quality assurance

A

Establishing a quality system with policies and procedures

Documenting quality-related processes and methods

Monitoring and auditing processes for compliance

Addressing supplier and customer

43
Q

Key activities of quality control & improvement

A

Using statistical techniques such as SPC and DOE

Identifying defects or variations and taking corrective actions

Implementing quality improvement projects, often led by specialized teams

Linking quality improvement projects

44
Q

Founding fathers of quality control and improvement field

Worked at AT&T Bell Laboratories

Introduced the ___ Trilogy, which focuses on planning, control, and improvement. This trilogy provides a structured approach to quality management, emphasizing the importance of meeting customer needs and continuous improvement

He co-authored the Quality Control Handbook, a standard reference for quality methods and improvement

A

Joseph M. Juran

45
Q

introduced the concept of Total Quality Control (TQC) in his book “Total Quality Control” published in 1951. This book significantly influenced the early philosophy of quality management, particularly in Japan

proposed a three-step approach to improving quality: quality leadership, quality technology, and organizational commitment. He emphasized the importance of statistical methods and technical engineering in quality improvement

advocated for a companywide approach to quality control and focused on organizational structure and systems for improving quality

A

Armand V. Feiganbaum

46
Q

played a significant role in the transformation of Japanese industries post-World War II

emphasized that the responsibility for quality rests with management. He believed that most opportunities for quality improvement require management action

introduced the concept of the 14 Points for Management, which provides a framework for implementing quality and productivity improvement. These points emphasize long-term thinking, customer focus, and continuous improvement.

A

William Edwards Deming

47
Q

This refers to a lack of clear, long-term vision and commitment to continuous improvement

A

Lack of Constancy of Purpose

48
Q

Focusing solely on immediate financial gains at the expense of long-term investments in quality and improvement

A

Emphasis on Short-Term Profits

49
Q

Relying on performance appraisals and individual rankings as the primary means of evaluating employee contributions

A

Evaluation by performance, Merit Rating, or Annual Review

50
Q

Rapid movement of managers between different positions or departments, often without gaining a deep understanding of the specific operations

A

Mobility Management

51
Q

Overreliance on easily measurable metrics (such as financial figures) without considering less tangible but equally critical aspects of performance.

A

Management by Use Only of Visible Figures

52
Q

Neglecting the impact of rising healthcare costs on the organization’s overall financial health

A

Excessive Medical Costs

53
Q

Allowing legal concerns and excessive liability fears to dictate decision-making, often at the expense of more practical quality improvement efforts.

A

Excessive Costs of Liability Driven by Lawyers

54
Q

Recommended by Deming, which is a model to guide improvement

Also called the Shewhart cycle

A

THE PDCA CYCLE

55
Q

we propose a change in the system that is aimed at improvement

A

Plan

56
Q

carry out the change, usually on a small or pilot scale, to ensure that the results that are desired will be obtained.

A

Do

57
Q

consists of analyzing the results of the change to determine what has been learned about the changes that were carried out. Sometimes the ___ step is called Study, and the cycle becomes the PDSA cycle

A

Check

58
Q

either adopt the change or, if it was unsuccessful, abandon it. The process is almost always iterative, and may require several cycles for solving complex problems.

A

Act

59
Q

Strategy for implementing and managing quality improvement activities on an organizationwide basis.

A comprehensive approach to improving the quality of products, services, and processes within an organization.

Began in the 1980, using Deming and Juran’s philosophies as the focal point

A

Total Quality Management (TQM)

60
Q

TQM involves the entire organization, from top management to frontline employees. It emphasizes that everyone has a role to play in quality improvement.

A

Organization-wide Approach

61
Q

TQM encourages the active participation of all employees in quality improvement efforts. It fosters a culture of collaboration, where employees are empowered to identify and solve quality-related issues.

A

Employee Involvement

61
Q

TQM places a strong emphasis on understanding and meeting customer needs and expectations. This involves gathering customer feedback, conducting surveys, and ensuring that products or services align with customer requirements.

A

Customer Focus

62
Q

One challenge with TQM implementation is the sometimes inadequate utilization of technical tools for reducing variability. This can limit the effectiveness of quality improvement efforts.

A

Insufficient Emphasis on Technical Tools

62
Q

TQM extends its focus on quality to include suppliers. Organizations work closely with suppliers to ensure that raw materials and components meet specified quality standards

A

Supplier Quality Improvement

62
Q

Some organizations mistakenly view TQM primarily as a training exercise, leading to widespread but often ineffective training initiatives. The impact on business results may not always be adequately assessed

A

Training Focus

62
Q

TQM aligns quality improvement activities with the overall business objectives and strategies. It emphasizes that quality is not a standalone initiative but an integral part of the organization’s mission.

A

Integration with Business Goals

63
Q

For TQM to succeed, it requires strong commitment and involvement from top-level management. In cases where this commitment is lacking, the effectiveness of TQM initiatives may be compromised.

A

Lack of High-Level Commitment

64
Q

TQM can sometimes be perceived as just another quality improvement program, rather than a fundamental shift in organizational culture. This can lead to inconsistent results.

A

Perception as a Program

65
Q

In the past, other quality improvement programs like Zero Defects and Value Engineering have existed. These initiatives, if not properly integrated or understood, can potentially hinder the impact of TQM.

A

Historical Programs and Initiatives

66
Q

Founded in 1946 in Geneva, Switzerland

The first set of standards were issued in 1987.

A

International Organization for Standardization (ISO)

67
Q

ISO TYPE - Quality Management System – Fundamentals and Vocabulary (definitions)

A

ISO 9000:2005 (2015)

68
Q

ISO TYPE - Quality Management System – Requirements

A

ISO 9001:2008 (2015)

69
Q

ISO TYPE - Quality Management System – Guidelines for Performance Improvement (continuous improvement)

A

ISO 9004:2009 (2018)

70
Q

standards like AS 9100, ISO/TS 16949, QS 9000, and TL 9000

A

Industry Specific Standards

71
Q

Developed by Motorola in the late 1980s as a response to the demand for its products

Focuses on reducing variability and improving business results

A

Six Sigma

72
Q

reducing variability in key product quality characteristics to the level at which failure or defects are extremely unlikely

A

Focus of Six Sigma

73
Q

Products with many components have higher chances of defects.

Three Sigma quality may lead to a significant percentage of defective products

A

Variability and Product Complexity

74
Q

Predictions about process performance require stability in mean and standard deviation.

No process is entirely stable; disturbances can cause shifts in mean or standard deviation.

A

Stability and Predictability

75
Q

Focused on defect elimination and basic variability reduction

A

Generation I Six Sigma

76
Q

Tied efforts to business performance improvement through cost reduction

A

Generation II

77
Q

emphasizes creating value for stakeholders

A

Generation III

78
Q

Examples of Six Sigma Applications

A

Meeting delivery schedules and accuracy targets.

Reducing rework in financial document preparation.

Improving e-commerce website performance and customer conversion rates.

Minimizing cycle times and customer waiting times in service systems.

Optimizing payment of outstanding accounts.

Improving forecasting accuracy and timing.

Enhancing audit processes.

79
Q

Approves projects and provides strategic direction.

A

Leadership Team

80
Q

Facilitate project selection and team formation. They may also oversee Yellow Belts and provide them with guidance on project selection and execution.

A

Champions

81
Q

Provide high-level technical leadership and support to Black Belts and Green Belts. They may also be involved in the training of Yellow Belts.

A

Master Black Belts

82
Q

Lead and manage Six Sigma projects, typically on a full-time basis. They have extensive training in Six Sigma methodologies and are highly skilled in data analysis and process improvement.

A

Black Belts

83
Q

Also lead Six Sigma projects, but typically do so on a part-time basis while still performing their regular job functions. They have received substantial training in Six Sigma.

A

Green Belts

84
Q

Participate in Six Sigma projects, often on a part-time basis. They have received some level of Six Sigma training but may not be as extensively involved as Green Belts or Black Belts.

A

Yellow Belts

85
Q

those associated with producing, identifying, avoiding, or repairing products that do not meet requirements

A

Quality Costs

86
Q

Associates with efforts in design and manufacturing to prevent nonconformance

Includes new product review, product/process design, process control, burn-in, training, and quality data acquisition and analysis

Incurred in an effort to “make it right the first time”

A

Prevention Costs

87
Q

measuring , evaluating, or auditing products to ensure conformance to standards

Inspection and test of incoming material, product inspection and test, materials consumed, and maintaining accuracy of test equipment.

A

Appraisal Costs

88
Q

Incurred when products, components, materials, and services fail to meet quality requirements, and these are discovered prior to the delivery of the product to the customer.

Scrap, rework, retest, failure analysis, downtime, yield losses, and downgrading/off-spacing

A

Internal failure Costs

89
Q

When the product does not perform satisfactorily after it is delivered to the customer.

Complaint adjustment, returned product/material, warranty charges, liability costs, and indirect costs.

A

External failure Costs

90
Q

Quality costs range from 4% - 40% of sales, depending on the type of organization and quality improvement efforts

Leverage effects: dollars invested in prevention and appraisal yield greater savings in reduced internal and external failures

Pareto analysis: used to identify key areas for quality improvement

A

Analysis and use of quality costs

91
Q

Focus on prevention rather than overemhpasis on appraisal

Commitment to prevention must be deep and substantial, increasing to about 5% to 6% of revenue

Effective quality improvement programs lead to substantial cost savings within one to two years

Deploying quality improvement tools such as Six Sigma and lean can often reduce manufacturing overhead and quality costs by 20% within one to two years. This can lead to a 5% to 10% of revenue increase in operating profit. These numbers are business specific.

A

Reducing Quality Costs

Quality Management (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions