Quality Management Flashcards
Deming’s profound knowledge, 4 points
- Understanding variation, need to understand the cause to be able to distinguish coincidence from not coincidence and take no actions respectively actions due to the cause
- Psychology, not only individual but also organisational and social
- Theory of knowledge, how knowledge determines what we can observe and interpret, and how new knowledge is created (predict)
- Systems thinking, the complexity growth
Mention some of the quality dimensions of an article
- Reliability
- Performance
- Maintainability
- Environmental impact
- Appearance
- Flawlessness
- Safety
- Durability
Mention some of the quality dimensions of an service
- Reliability
- Credibility
- Access
- Communication
- Responsiveness
- Courtesy
- Empathy
- Tangibles
Five approaches of the quality concept according to Garvin
- Transcendent (överträffa)
Excellence “in the eyes of the beholder” - Product-based
quantifiable and measurable characteristics attributes - User-based
Fitness for intended use - Manufacturing-based
conformance to specifications - Value-based
Quality vs. price
The development of the quality movement
Quality management - continuous improvements before, under and after production
Quality assurance - before production
Quality control - during production
Quality inspection - after production
Mention the six parts of the cornerstone model
- Top management commitment
- Let everybody be committed “The real potential for improvement”
- Base decisions on fact “Six sigma evidence based management”
- Focus on processes “How we create value”
- Focus on customers “The source why”
- Improve continuously “Improved processes PDCA”
Describe “Focus on customers”
- Quality must be valued by customers
- Find out what they want and need and fulfil needs and expectations
- Also, internal customer needs. Need to be fulfilled to obtain a good work and thereafter satisfy external customers
- The customer - those we are producing value(s) for. Internal and external.
- Customer satisfaction is based on gap between expected service, and experienced service (can be positive or negative)
Describe “Focus on processes”
- Systems of activities which uses resources to transform input to output (ISO)
Well defined beginning and end
Process are used repetitively
Added value (customer decides what is value)
At least one customer and one supplier (internal or external) - Material in, products out
- The chain is supported by an organization, suppliers, customers
- For best value: minimize resources needed for the process
- Connect future and past: enable evaluation e.g. with help from statistical tools
Describe “Base decisions on facts”
- 7 quality control tools (same as the 7 Qualitative tools)
- 7 management tools
- Requires knowledge about variation, distinguish between natural variation and variation due to identifiable causes
- Actively look for relevant info
Describe “Improve continuously”
- PDCA/PDSA
- Costs of poor quality doesn’t always show (Iceberg)
Inspections costs, Scrap, Re-work, Warranty costs, Recall - Always possible to improve products, processes and methodologies while using fewer resources
Describe “Let everybody be committed”
- Psychology
- Create participation in the continuous improvement work and decision-making
- Communication, suggestion systems, improvement teams, education
Describe the techniques by Dean & Bowen
Customer focus:
- Customer surveys and Focus groups
- QFD, translate customer needs into product specification
Continuous improvements:
- Fishbone diagram
- Pareto
- 7QC
Teamwork:
- Teambuilding methods (e.g role clarification and group feedback)
- Organizational development methods such as the nominal group technique
Describe the practices by Dean & Bowen
Customer focus:
- Direct customer contact
- Collecting information about customer needs
- Using information to design and deliver products and services
Continuous improvements:
- Process analysis
- Reengineering
- PDCA
- Problem solving
Teamwork:
- Search for arrangements that benefits all units involved in the process
- Formation of various types of teams
- Group skills training
Describe the principles by Dean & Bowen
Customer focus:
- Paramount importance of providing products and services that fulfill customer needs, requires organizationwide focus on customers
Continuous improvements:
- Customer satisfaction can be attained only through relentless improvement of processes at create product and services
Teamwork:
- Customer focus and continuous improvements are best achieved by collaboration throughout an organization as well with customers and suppliers
What do the cornerstone model and Dean and Bowen have in common and not?
- Customer focus is the core of both of the models. The other parts of the models are building on these principles while defining value etc. Critically of customer focus.
- See QM as something that is driven by more than top management.
- Leadership is not as emphasized in D&B.
- Base decision of facts - not explicitly existing in D&B, but they use management tools and quality tools which are tools to base decision on facts
- Process thinking is not as emphasized in D&B (are mentioned in continuous improvement).
- D&Bs model are more hands on.
- Cornerstone has a more spoken wide of dimensions.
