Quality Management Unit 1

Question 1

Quality gap

Answer 1

The difference of the customers expectations and the percieved experience.
If E>P the customer is dissatisfied.
If E=P the customer is satisfied.
If E<p></p>

Question 2

Is quality subjective?

Answer 2

Yes the perception of what quality is, is subjective and hard to define objectively. Also, the evaluation is subjective.

Question 3

Quality definitions (4)

Answer 3

• Conformance to specifications
• Customer needs and expectations
• Value
• Excellence

Question 4

The key summarizing what Q is:

Answer 4

Customers have requirements and expectations and the companies must meet these –> then there is a compliance with the requirements.

Question 5

Mention the 8 quality dimensions of a product:

Answer 5

1. Performance - basics
2. Features - extra beyond basics
3. Reliability - trust
4. Conformance - meet standards?
5. Durability - product life long/short
6. Serviceability - how well service
7. Aestethics - design, tastes are very subjective
8. Perceived Quality - perceptions based on brand/advertisements.

Question 6

The 5 dimensions of a service:

RATER

Answer 6

1. Tangible elements - how nice are the physical things associated with the service?
2. Reliability - trust
3. Responsiveness - willingness to help if problem
4. Empathy - caring ind. attention –> loyalty
5. Assurance - security, low risk.

Question 7

SERVQUAL

Answer 7

Offline market model for services. Measure the quality gap based on 22 questions before and after. Comparing expected and perceived quality. Based on the 5 RATER dimensions.

Question 8

What is the expected quality based on? (4)

Answer 8

• Word-of-mouth communication
• Personal needs
• Past experience
• External communications

Question 9

E-S-QUAL

Answer 9

Online market model.

Question 10

E-ResC-Qual

Answer 10

Model for services including a problem. If this measure will show that the company were better off when the problem occurred we have a satisfaction paradox… Not good in the length.

Question 11

Satisfaction paradox

Answer 11

When your loyal costumers are less happy with the problem-solving than the one-time-buyer. This is bc problems occur with the same probability all the time so loyal customers will be offer for problems more frequently. This is based on the assumption that you treat all customers in the same way.

Question 12

Quality costs

Answer 12

Two types of costs: prevention and evaluation. All costs during the process that are derived from the implemented actions including the evaluation afterwards.

Question 13

Non-quality costs:

Answer 13

The costs that may appear if you don’t implement the quality actions. (Ofc they can appear even if you have too).
Four types: Internal errors, external errors, tangibles and intangibles.

Question 14

Difference between internal/external non-quality cost:

Answer 14

The diff is that the internal is detected by the company itself while the external is detected by the customer. So the internal could be the cost of throwing a defect product or holding too big storage due to misplanning. The external is more like reparations, service etc to make up to the customer.

Question 15

Difference between tangible/intangible cost:

Answer 15

The tangible is an actual cost to the company that can be measured directly while the intangible can be measured first in the long run as it is derived from decreased customer trust.

Question 16

Describe the inspection/control phase

Answer 16

First they only inspected/controlled the final product and checked if it was defects or deviations from specifications etc.

Question 17

Describe the assurance phase

Answer 17

Now more prevention during the process was implemented and internal efficiency was in focus. Also started to focus in the customer and his/her expectations.

Question 18

Describe the last TQM phase

Answer 18

All processes. Increase customer satisfaction (need to know the expectations). Continuous improvement important and the whole organization participates.

Question 19

Walter Shewhart

Answer 19

Father of Statistical Process Control, he was the first to apply statistical tools to the quality activities.

Question 20

Armand V. Feigenbaum

Answer 20

He said that “Quality is what the customer says it is” and he is also the originator of the term ‘Total Quality Control’. Highlighted the importance of quality costs and that everyone in the company contributes (must have knowledge) in the process.
Means that quality investments will have the best return in this competitive market we have today.

Question 21

W. Edwards Deming

Answer 21

Huge success in Japan!
Defined quality in terms of 4 aspects:
* Design
* Conformance
* Sales
* Service function
Also Deming means that all employees must be trained

Question 22

Deming’s PDCA model:

Answer 22

Also called continuous improvement cycle:

1. Plan - identify problem & develop an improvement plan
2. Do - implement the plan
3. Check - does it work?
4. Act - institutionalize improvement

Question 23

Joseph Juran

Answer 23

Develop ‘Quality trilogy’ which is the three musts when it comes to quality: quality planning, control and improvement.
He also focused on the quality costs.

Question 24

What does each of the trilogy-parts contain?

Answer 24

• Planning - identify customers and their needs, establish goals and also develop process/products characeristics.
• Control - use different measurements, control tools, interpret deviations etc.
• Improvement - diagnos causes and provide remedies, organize project and teams etc.

Question 25

Philip Crosby’s 4 principles of QM:

Answer 25

1. Q is defined as conformance to req.
2. Prevention, not evaluation
3. Only zero defects counts
4. The measurement of Q is the cost of Q

Question 26

Paths to quality:

Answer 26

1. Analysis of present/initial situation
2. Quality improvement and control tools.
3. Quality Assurance
4. TQM

Question 27

Ishikawa’s 7 basic tools:

Answer 27

• Histogram (measure the frequency of where in the process the problems occur).
• Pareto’s chart (prioritize the main causes to a problem)
• Cause-and-effect diagram (breaking down causes)
• Scatter diagram (defines relationships)
• Flowchart (visually shows every step in a process)
• Control chart (stay within UCL and LCL)
• Control sheets (counting errors)