Quality Managment Flashcards
Name the different parts of the “Corner Stone Model”
IMPORTANT
- Commited Leadership
- Customer Focus
- Focus on Processes
- Base decisions on facts
- Improve Continiously
- Everybody Committed
Name at least one tool for each of the Corner Stones
IMPORTANT
Supportive practices tools for all five “stones”– 1 point each.
- focus on processes – process mapping,
- focus on customers – QFD
- Improve continuously – quality circles/improvement teams,
- let everybody be committed – cross-functional groups working on quality management tools could be supportive,
- base decision on facts – pareto charts, fishbone, AIM,
What is QFD?
Quality function deployment förkortat QFD, QFD är en metod som används för att omvandla användarkrav till design med kvalitetstänk.
- translation of customer needs to product/process requirements, taking into consideration the competitors
Describe some of the previous theories and ideas that Toyota built further on
- The answer should relate to some of the early gurus, such as Whitney, Taylor, Gilbreth, Ford.
- The quality people Deming and Juran are relevant.
- Standardized work, time study/work standards, improving tolerances, creating flow, SPC, TQM etc. are important concepts
- A basic idea in Lean is to postpone the Customer Order Decoupling Point, CODP. Describe why this is important.
- What may be the reason for having the CODP very early
- By postponing the CODP we get less variation before the CODP and the customization of products does not affect more of the flow than necessary .
- An advantage of having the CODP earlier is when the uncertainty of customer needs is very high and we cannot start production on forecast, such as ETO.
Describe the basic rules of Scientific Management. In what sense do they constitute “scientific”?
- Science, not rule of thumb
- Harmony, not discord
- Cooperation, not individualism
- Maximum output
- The development of each man to his greatest physical capability
Relate Scientific Management to Toyota Production System and describe the main similarities and differences
Qualitative judgment. Many ideas from Scientific Management can be found in TPS. Cooperation and harmony are central. Science is not that emphasized in TPS, but more to start working and then challenge the way you are doing things and continuously improve, Kaizen. Cooperation and teamwork are definitely in TPS. Maximum output is the worst kind of waste and thus totally forbidden in TPS. Personal development is one of the cornerstones of TPS.
Describe how Scientific management, Fordism, Toyodism, and Sociotechnology work with:
Separation of work tasks
- Ford and Taylor Divided into very small tasks, where the operator becomes expert.
- Toyota not really as specified, but fairly limited work content but some job rotation.
- Sociotechnology much more work content and job rotation.
Describe how Scientific management, Fordism, Toyodism, and Sociotechnology work with:
Material flow
All but Sociotechnology favour continuous flow systems. Soc tech favour fixed position layout and teamwork in stations.
Describe how Scientific management, Fordism, Toyodism, and Sociotechnology work with:
Worker influence
- Taylor and Ford do not want any worker involvement in decision-making.
- Toyota wants workers to be involved in Kaizen activities, but otherwise they should do what they are told.
- In a sociotechnology system the teams are self managed and all members have lots of influence. Consensus!
Describe how Scientific management, Fordism, Toyodism, and Sociotechnology work with:
Reward Systems
- Taylor wanted the increased profit to be equally shared between employees and owners.
- Ford wanted the workers to be able to buy a Ford car, fixed salary.
- Toyota has a company bonus system, where employees can get several more monthly salaries extra.
- Sociotechnology favours team bonus.
Describe how Scientific management, Fordism, Toyodism, and Sociotechnology work with:
Teamwork
- In a Taylor or Ford system, the workers should not have time to discuss with their colleagues. They are very specialised and should barely keep up with the pace, but no time for chatting.
- Almost the same at Toyota, but more focus on the teams and the result of the team.
- The basic idea behind Sociotechnology is the teamwork, so that is really in focus.
Describe SMED
Single minute exchange of die – Method for reducing setup costs by reducing setup times.
Describe Takt time
The average time between the start of production of one unit and the start of production of the next unit, when these production starts are set to match the rate of customer demand
Describe Pull system
Customer demand pulls the production
Describe Poka-yoka
Är ett system/metod för att upptäcka fel innan dom sker, foolproofing.
Describe Andon
A manufacturing term referring to a system to notify management, maintenance, and other workers of a quality or process problem
Name, explain and give exampel of the four parts of “Quality costs” / “Cost of poor quality” according to Juran.
- Internal failure, These are costs of deficiencies discovered before delivery which are associated with the failure (nonconformities) to meet explicit requirements or implicit needs of external or internal customers. Also included are avoidable process losses and inefficiencies that occur even when requirements and needs are met. These are costs that would disappear if no deficiencies existed. E.g. Scrap, Rework, Unplanned downtime
- External failure, These are costs associated with deficiencies that are found after product is received by the customer. Also included are lost opportunities for sales revenue. These costs also would disappear if there were no deficiencies, Warranty, Loss of new customer
- Apprasial costs, These are the costs incurred to determine the degree of conformance to quality requirements. Examples are, Incoming inspection and test, in process inspection and test
- Prevention costs, Necessary costs to be able to keep the above costs at a minimum, Production planing, Quality audits, Training
Bergman and Klefsjö (2010) argues that the quality movement can be described as four different phases. Name the phases and describe them shortly so the general trend is understood
Step 1: Quality inspection, after production
Step 2: Quality control, During production
Step 3: Quality assurance, Before production
Step 4: Quality Managment, Continious improvments before, during and after production
Deming talked about ”Profound Knowledge” – name the different elements in profound knowledge and explain their meaning.
- Appretiation of a system, that is always look at the organization as a system, ref, orchestra, never sub-optimize
- Knowledge of variation, Know what affects are caused by internal activeties and what effectts are caused by external
- Theory of knowledge, Base decisions on facts, never regard opinions as facts, a helpfull tool is the PDSA cycle
- Psychology, Everybody is different, identify and utilize their induvidual strengths. create an enviorment of trust, relationships, interdependencies and pride of workmanship.
Deamings 14 points of transformational knowledge
- Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
- Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
- Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
- End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
- Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
- Institute training on the job.
- Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
- Drive out fear, so that everyone may work effectively for the company (see Ch. 3).
- Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
- Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.Eliminate work standards (quotas) on the factory floor. Substitute leadership.
Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. - Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
- Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective (see Ch. 3).
- Institute a vigorous program of education and self-improvement.
- Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.
Definitions of quality according to different authors
Crosby - Confrmance to requirments
ISO 9000 - The degree to which a set of inherant characteristics fulfills the riquirements, i,e, needs or expectations that are stated, generally implied or obligatory
Deaming - Quality should be aimed at the needs of the customer, present and future
Juran - Fitness for use
Dean & Bowen describes Quality Management (“Total Quality” in their article) as a set of principles, practices and techniques. Name the principles and give some examples of practices and techniques for each principle
Customer focus:
Principle - Importance of fulfilling customer needs. Requires the whole organization to have customer focus.
Practices - Direct customer contact, collecting information about customer needs. Use the information for design and delivery.
Techniques - Customer surveys, QFD
Continuous improvement:
Principles – Customer satisfaction requires continuous improvement of processes that create products and services.
Practices – Process analysis, problem solving, PDCA Techniques – Flowcharts, Fishbone diagrams, SPC -
Teamwork:
Principles – Customer focus and continuous improvement are best achieved by collaboration throughout the organization and by also including suppliers and customers.
Practices – Form various types of teams, group skill training
Principles – Organizational development, team-building methods
