Quality Management & Control Flashcards
what are the effects on an organization if goods/ services are poor quality, best case scenario to worst
higher transformation costs, higher warranty costs, loss of sales (short term), loss of reputation (long term), lawsuits
what is the quality management process
- alarm bell (checksheets, pareto analysis, scatter diagrams, control charts) tells us something is wrong
- we then investigate (root cause analysis & fishbone diagrams) to figure out who or what material machine method or measurement caused this problem
- prevent, (process failsafes & checklists), this is where we make sure it doesn’t happen for the same reasons again
how is the cost of quality expensive but quality is free at the same time
because the proactive costs fight off the reactive costs
two types of costs expand on what they are
proactive and reactive. proactive is control costs, expanding into prevention and appraisal costs. reactive is failure costs expanding into internal failure costs and external failure costs
how can quality be improved through costs, meaning allocating one cost to another without additional investments
we move the costs we recieve from failure costs to control costs (proactive)
proactive costs break down
improving quality can lead down two paths, appraisal path and prevention path. appraisal is the traditional view, it will increase appraisal costs meaning quality goes up costs go up (example is impaired driving checkstops). prevention path is the Deming’s view which increases process quality meaning quality is up while costs go down (example is anti drinking and driving campaigns)
what is failsafing
creating a control condition where the customer or employee can only take the correct action while performing the process. for example airplane bathrooms , a passanger opens door while it is occupied, the solution is that the bathroom light is not activated until the door is locked.
what if you cant failsafe, what is the next best option
prevention - checklists. checlists are effective and efficient
benefits of checlists
formalize previous lessons learned, shares best practices, improvement is typically immediate and significant
what is the third leading cause of death and how can it be prevented
medical errors, can be prevented by a checklist
what is six sigma and their goal
quality management phisolophie that aims to reduce process variation so that only 3.4 or less out of one million products produced are defected for processes involving high volume of manufactured units or service transactions
what fraomwork does six sigma use
DMAIC - Define, Measure, analyze, improve, control
what is six sigma’s certification
six sigma black belt certification
PDCA cycle, who developed it, what is the principle
PDCA was developed by walter shewhart, principle of continous improvement and stands for plan (the improvement), do (implement plan to improve), check (actual results vs planned results), act (adjust so actual meets planned results)
ISOO 9000, what is it, purpose
a quality certification, it is a series of international “generic management system standards”, purpose is to facilitate international trade by providing a single set of standards that people everywhere will recognize and respect, they are focusessed on process standards not product standards.
iso 14000 what does it focus on
environment certificate, good for public image and reduces exposure to liability, focuses on 2 main things, minimizing harmful damages to the environment caused by activities, and second is continous improvement of environmental practices
iso 26000
not a certificate but is more about guidance on social and environmental responsibility, wants to make companies have good intentions
what are some quality control graphical tools
pareto analysis, scatter diagrams, cause and effect diagrams (fishbone)
pareto analysis
distinguishing the vital few (80/20 rule), gathers date on the frequency of various events, events then ranked in decreasing order of importance, graph shows histogram (bar chart) of frequencies, and a line graph of cumulative percentage, companies can use FAQ’s to their advantage based off of pareto analysis results
80/20 rule
80 percent of our outcomes (defects) result from 20 percent of our causes (parts)
review slide 25
scatter diagrams
plot data points and visually interpret the results, for example wait time to order for restraunts against scale of 1-10 satisfaction level
root cause analysis - fishbone diagram
cause and effect diagram, keeps asking why to find the root cause of a problem
what are the two areas statistical quality control (SQC) splits into
acceptance sampling and statistical process control (SPC)
process control in SQC
a form of prevention, sets standards to indicate when adjustments should be made while the service or good is being producedf
acceptance sampling
a form of appraisal, acceptance or rejection of goods which already exist
what two statistical measures are used for quality control
measures of central tendency (mean/ average) and measures of dispersion (range and sd)
the two types of errors, which is producer and which is consumer risk
type I error: sample sdays there is a problem, we take action, actual results say there is nothing wrong this is producer risk
type II error: sample says there is no error, no action taken, there is an actual problem this is consumer risk
why do we use control charts
to make inferences about the state of the process on the basis of one or more statistics of samples drawn from the on going process (see if we are in or out of control)
statistical process control (SPC) nd acceptance sampling is split into two sections, what are these
attributes and variables
attributes in SPC
data which count (e.g #of complaints) - p-chart
variables in SPC
data which measure (km, kg, ml) - x-chart & r-chart
issues with spc
how often to sample and where to monitor in a multistage process
how often to sample SPC depends on:
cost of sampling, variability of process, cost of quality faults
where to monitor SPC
before costly stages in the process, at the end to ensure customer satisfaction, at historically unreliable stages, near beggining to isolate supplier problems
what does process capability measure, what are the limits
whether or not the output will routinely meet the design specifications, specification limits are split into the upper and lower specification limits, these are externally set and are not affected by improving process of sampling
examples of what we can do for prevention costs
failsafing and training costs
examples of what we can do for appraisal costs
inspections: labour, equipment
examples of internal failure costs
rework, downtime, scrap
examples of external failure costs
warranty, returns, lawsuits, reputation
total quality cost is equal to
control costs + failure costs
what is statistics
study of numerical data to better understand characteristics of a population or process
