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Real Estate Appraisal > Product and Quality Leadership Exam 3 > Flashcards

Product and Quality Leadership Exam 3 Flashcards

1
Q

implementation plan

A

what needs to be done to make the solutions happen

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2
Q

an implementation plan needs to know

A

who, when, how

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3
Q

an implementation plan requires

A

communication, training, change (or create) the system, how and when they will evaluate improvements

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4
Q

continuous improvement

A

A process that ensures things get done

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5
Q

A process for continuous improvement is not the same thing as

A

making an improvement

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6
Q

for a continuous improvement process you need to

A

Keep it simple and Visual

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7
Q

The process could be

A

daily, weekly, monthly, quarterly, semesterly, annually

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8
Q

continuous improvement amazon example

A

Every week the managers look at the bottom 5 performers and ask them what their barriers are so they can fix them

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9
Q

Three things to be included in a continuous improvement process:

A
  • What needs to be improved
  • Actions to improvement
  • Follow up to make sure it happens
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10
Q

Cautions for continuous improvement

A
  • Not an employee complaint system: Think business/process improvement system
  • More than fixing one problem or making an improvement
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11
Q

“If we’re so good at continuous improvement, why isn’t profit increasing?”

A
  • Someone isn’t connecting the dots between the thing we are doing and increasing profits: Managers need to set expectations
  • Must first figure out what it is you want to improve (make sure it has an impact)
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12
Q

Relating process improvements to

A

organizational performance

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13
Q

Real improvement:

A

it shows up on the bottom line or impacts profit

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14
Q

REAL improvement Starbucks example

A
  • Wanted to reduce waste to create more time for customer engagement to increase the “Starbucks experience”, community feel
  • Speed up a process: Put a spout on the caramel bottle
  • Change layout to face the customer: Engaged the customer more
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15
Q

what makes the Starbucks example REAL improvement

A
  • If you have demand its immediate revenue, increasing revenue today
  • Revenue tomorrow, because you are increasing value for the customer
  • Cuts cost (less labor) or can do more things during a shift with the same amount of people
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16
Q

People think they are making improvements because they fix things when they are broken but it that’s

A

not right because it has to work continuously

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17
Q

Every organization is either green and growing or

A

ripe and rotting

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18
Q

Before you can LEAD a Continuous Improvement Culture YOU must HAVE a

A

Personal PROCESS that can be sustained

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19
Q

Toyota principle #9: grow leaders who

A

understand the work, live the philosophy, and teach it to others

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20
Q

Understand the work:

A
  • PQL content
  • Process approach to improvement
  • Meta-skills
  • Pareto affect
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21
Q

Live the philosophy:

A
  • Use it or lose it (Speaking Spanish in high school and not being able to now)
  • Start small
  • Make it a habit (Do it so much its hard to stop)
22
Q
  • Teach it to others:
A
  • You can’t do it alone
  • Objective is to create a culture where everyone is involved
  • JIT training:
    - Train people when they need to use it (not early)
    - Learn then apply to understand the context
    - Verify accuracy of understanding
    - Productivity - accomplish while learning
    - Ownership
23
Q

personal process

A
  • Thinking is invisible, have tot write things down
  • Journal/record/log/”whatever”
    ○ Identify and document problems /opportunities
    ○ Document actions and the date
    ○ Follow up - accountability
24
Q

productivity

A

outputs/inputs

25
Q

Dimension of Product Quality:

A
  • Free of defects
  • Performance
  • Features
  • Reliability
  • Conformance
  • Durability
  • serviceability
  • Aesthetics
26
Q

define Quality Management principles:

A

the underlying ideas built into any quality management system

27
Q

the Quality Management principles:

A
  • Customer focus
  • Leadership
  • Involvement of people
  • Continual improvement
  • Process approach
  • Factual approach to decision making
28
Q

ISO9000 History

A

most widely use around the world, used by big and small companies, first published in 1985, mil standards

29
Q

ISO9000 (core requirements):

A

a list of requirements, 20 sum guidelines or rules, that companies have to implement in their organization, and if they follow them they company will get high quality on a consistent basis, the same for every single company that applies them

30
Q

ISO9000 Industry specific interpretations (add-ons)

A

companies that add on more core standards that are specific to the industries

31
Q

ISO9000 What vs. How

A

The standards says what has to be achieved is the exact same thing, but how it is implemented looks different in different industries

32
Q

Having a system in place does not guarantee of quality

A

if people or the organization is not following them then its as if there isn’t a QMS

33
Q

The triangle represents a hierarchy of authority

A

○ Internal standards organization: gives out the certification
○ Accreditation bodies
○ Registration bodies (external auditors)

34
Q

Registration bodies (external auditors)

A
  • They audit a system
  • Look at the training matrix’s
  • Non-compliance: have to do corrective action for both
  • Renewal requirements
35
Q

Minor non-compliance:

A

the system in place but there are some flaws in it

36
Q

Major non-compliance:

A

Shows there is no evidence of the system in place (based on a small sample)

37
Q

Benefits of ISO9000

A

○ May be required by industry: because they don’t want to take chances on quality
○ One standard, global acceptance: anyone in the world has a ISO9000 is equal to any other company using ISO9000

38
Q

Benefits for any Quality Management System:

A

○ Reduced costs
○ Increased revenue

39
Q

Examples of requirements standards:

A
  • Product identification and traceability
  • Process control
  • Containment of non conformances
  • Corrective and preventive action
  • Internal quality audits
  • Training
40
Q

Product identification and traceability:

A

○ the company must identify the product so that it is traceable from the market place back to the raw materials and visa versa
○ Important for product recalls: Can identify what batch is bad, and recall those specify defected products
○ Tracked by product ID numbers
○ they all have to be traceable back to the raw material

41
Q

Process control:

A
  1. Have to identify what is critical to you customers and where you have weak areas in you process
  2. Then you put additional controls in place to ensure you get those two things right
42
Q

Containment of non conformances:

A

○ Not about contain the one defect you find, makes sure you look for nay other mistakes that might have been made and also contain those
○ Not about the one mistake you found, is about any others that could be there
- Saves on cost

43
Q

Corrective and preventive action:

A

Whenever you have a serious problem, you don’t just correct that one, you have to go through the whole root cause analysis

44
Q

Internal quality audits:

A

You have to audit yourself
Purpose is to asses the effectiveness of your quality management system

45
Q

Training:

A

○ For jobs that affect quality you have to identity what they need to know to affect quality and anything that impacts the quality of outcome needs to be standardized
○ How to know who is qualified: Cross training matrix

46
Q

example of Product identification and traceability:

A

foods being recalled in a grocery store (ketchup, lettuce, eggs, ice cream)

47
Q

example of process control

A

Checking a baby’s identification on its leg, while also having it on the bassinet, and checking multiple times when leaving and delivering

48
Q

example of corrective and preventive action

A

the person who counts medical materials in the room before and after a surgery

49
Q

three key parts to internal quality audits

A
  • Internal team audit: responsible for completing audits
  • Audit schedule: tells the team when to audit
  • Audit report: tells you what to document
50
Q

cross training matrix

A
  • only make someone green if they are trained and verified
  • Identify critical roles that require extra training
    □ Powered industrial trucks (fork lift)
    □ Deli training for the slicers
    □ Problem solving
  • Need to see if they have enough people to do the job

Real Estate Appraisal (11 decks)

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