Quality Management Exam 1 Flashcards
Have a long-term consistency of purpose
Demings 1st point
Learn the new philosophy of win-win
Demings 2nd point
Understand the purpose of inspection
Demings 3rd point
End business practices driven by price alone
Demings 4th point
Constantly improve system of production and services
Demings 5th point
Institute training
Demings 6th point
Teach and institute leadership
Demings 7th point
Drive out fear and create trust
Demings 8th point
Optimize team and individual efforts
Demings 9th point
Eliminate Slogans
Demings 10th point
Eliminate numerical quotas and M.B.O focus improvement
Demings 11th point
Remove barriers that rob people of pride and workmanship
Demings 12th point
Encourage self-education and self-improvement
Demings 13th point
Take action to accomplish the transformation
Demings 14th point
What are the three pillars of quality management
1- Customer focus
2- Employee Involvment
3-Continous Improvment
(8 Key dimensions of product quality)
The main function of the product
performance
(8 Key dimensions of product quality)
Comes additional to a product
Features
(8 Key dimensions of product quality)
Probability of a function of a product without it breaking down
Reliability
(8 Key dimensions of product quality)
How long can a product last
Durability
(8 Key dimensions of product quality)
Meeting a standard set (FDA, Government)
Conformance
(8 Key dimensions of product quality)
How easy or difficult it is to do maintenance
Serviceability
(8 Key dimensions of product quality)
The looks of a product
Aesthetics
(8 Key dimensions of product quality)
Brand recognition (customers thinking because of brand)
Perceived quality
Two important facts about the 8 key dimensions
- You can never go below par on ANY of the 8 dimensions otherwise your customer will move to the competitors
2.You also need ONE dimension to stand out
(Kano’s Model of customer needs)
-Expected (basic) requirements, customers are extremely dissatisfied when expected requirements are not met
Dissatifers
(Kano’s Model of customer needs)
-Expressed (optional) requirements, customers are satisfied when their expressed requirements are met
Satisfiers
(Kano’s Model of customer needs)
-Unexpected feature, Customers are genuinely surprised and delighted for the feature is unexpected
Exciters/Delighters
Integrate HR plans with the overall quality and operational performance plans
HR Leading Practice
Involve all employees at all levels and in all functions
HR Leading Practice
Use suggestion and recognition systems effectively to promote involvement and motivate employees
HR Leading Practice
Emphasize and support teamwork throughout the organization
HR Leading practice
Empowering individuals and teams to make decisions
HR Leading Practice
Make extensive investments in training and education
HR Leading Practice
Maintain a work environment conducive to the well-being and growth of employees
HR Leading Practice
Monitor the extent and effectiveness of HR practices and measure employee satisfaction
HR Leading Practice
Discovering how to become a leader by examining characteristics and methods of recognized leaders
Trait Approach (leadership theory)
Attempts to determine the types of behaviors for effective leadership
(Relationship-centered approach and Production Centered approach)
Behavioral Approach (leadership theory)
Effective leadership behavior depends on situational factors
Contingency/Situational approach (Leadership theory)
Create a strategic vision and quality values
Leading practice in leadership
Create and sustain a leadership system and environment for quality excellence
Leading practice in leadership
Set high expectations and bring out motivations
Leading practice in leadership
Demonstrate personal commitment and involvement in quality
Leading practice in leadership
Integrate quality values into daily leadership and management
Leading practice in leadership
Integrate societal responsibilities and community involvement
Leading practice in leadership
Appreciation for a system
Deming’s System of profound knowledge
Understanding variation
-Many sources of uncontrollable variation(common cause)
-Special causes of variation can be recognized and controlled
-Failure to understand these differences can increase variation in a system
Deming’s system of profound knowledge
Theory of knowledge
-Experience alone does not establish a theory
-Theory shows a cause-and-effect relationship that can be used for a prediction
Deming’s system of profound knowledge
Psychology
-Sincere trust and belief in people
-Understanding of how people work in systems
-Intrinsic versus extrinsic motivation
Deming’s system of profound knowledge
-To satisfy customers
-To achieve higher customer satisfaction than its competitors
-To retain customers in the long run
-To gain market share
Importance of customer satisfaction
-They understand the “voice of the customer”
-They understand the linkages between VOC, design, and production
Generic practices of successful companies
-Comment cards and formal surveys
-Focus groups
-Direct customer contact
-Field intelligence
-Study complaints
-Monitor the internet
Customer listening posts
-Core job characteristics
-Critical psychological states
-Outcomes
Hackman/Oldham Model
5 Levels of needs
1. Physiology
2. Saftey
3. Social
4. Ego
5. Self-actualization
Maslow
Job dissatisfiers: job maintenance (salary, company policy)
Job satisfiers: Motivators (recognition, personal growth)
Herzberg
Effort is determined by value of reward and perceived effort-reward is probability
Porter/Lawer’s
