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MIDTERMS (2ND SEM) - G12 STEM 1 > REPROJ - RT AND MIDTERMS (CHAPTERS 1-5) > Flashcards

REPROJ - RT AND MIDTERMS (CHAPTERS 1-5) Flashcards

1
Q

The totality of features and characteristics of a product or service that bears that bears on its ability to satisfy needs.

A

Quality

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2
Q

An integrated approach to organisational performance management.

A

Performance Excellence

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3
Q

What are the quality dimensions in manufacturing?

Hint: P.F.R / C.D.S. / A

A
  1. Performance
  2. Features
  3. Reliability
  4. Conformance
  5. Durability
  6. Serviceability
  7. Aesthetics
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4
Q

What are the quality dimensions in services?

Hint: T.T.C / C.C.A

A
  1. Time
  2. Timeliness
  3. Completeness
  4. Courtesy
  5. Consistency
  6. Accessibility
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5
Q

What are the new frontiers of quality?

Hint: H.E.G.N

A
  1. Health care
  2. Education
  3. Government
  4. Not-for-Profits
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6
Q

The foundation of philosophy.

A

Principle

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7
Q

The acts by which principles are implemented.

A

Practices

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8
Q

Tools and approaches that help make practises effective.

A

Techniques

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9
Q

The principal judge of quality.

A

Customer

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10
Q

The sequence of activities that is intended to achieve some results.

A

Process

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11
Q

The reason why changes are successful through feedback between practises and results.

A

Learning

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12
Q

What is the Learning Cycle?

Hint: PEAR

A
  1. Planning
  2. Execution of plans
  3. Assessment of progress
  4. Revision of plans
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13
Q

Employees have a strong emotional bond to their organisation.

A

Engagement

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14
Q

Authority to make decisions.

A

Empowerment

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15
Q

A type of teamwork that is done between top management and lower-level employees.

A

Vertical

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16
Q

A type of teamwork that is within work groups and across cross-functional lines.

A

Horizontal

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17
Q

A type of teamwork that is the partnership with suppliers and customers.

A

Interorganizational

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18
Q

This is the responsibility of the top management.

A

Leadership

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19
Q
  • END OF CHAPTER 1 -

Turn over after five minutes.

A

Flip to continue onto Chapter 2.

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20
Q

This philosophy focuses on continuous improvements in product and service quality by reducing uncertainty, etc.

A

Deming’s Philosophy

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21
Q

What are the components of Deming’s Chain Reaction?

Hint: I.C.P. / I.S.P.

A
  1. Improve quality
  2. Costs decrease
  3. Productivity improves
    4, Increase market share
  4. Stay in business
  5. Provide more jobs
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22
Q

What are the components of Deming’s System of Profound Knowledge?
(Hint: A.U.T.P.)

A
  1. Appreciation for a system
  2. Understanding variation
  3. Theory of Knowledge
  4. Psychology
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23
Q

This must have a purpose.

A

System

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24
Q

This exists in any process. Anything excess of this results into product failure, unhappy customers, and unnecessary costs.

A

Variation

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25
This is not possible without theory.
Knowledge
26
This shows the cause-and-effect that may be used as a prediction.
Theory
27
Talks about how being motivated intrinsically is the most powerful motivation.
Psychology
28
This philosophy defined quality as "fitness for use".
Juran's Philosophy
29
Components of Juran's Quality Trilogy? | Hint: PCI
1. Quality Planning 2. Quality Control 3. Quality Improvement
30
The philosophy that states that "quality is free".
Crosby's Philosophy
31
What are Crosby's Absolutes to Quality Management? | Hint: Q.P.N. / C.Z.
1. Quality means conformance to requirements. 2. Problems are functional in nature. 3. No optimum level of defects. 4. Cost of quality is the only useful measurement. 5. Zero defects is the only performance standard.
32
The components of Criteria for Performance Excellence? | Hint: L.S.C. / M.W.P. / B
1. Leadership 2. Strategic Planning 3. Customer Focus 4. Measurement, Analysis, and Knowledge Management 5. Workforce Focus 6. Process Management 7. Business Results
33
A method that a company uses.
Approach
34
Extent to which approaches are applied.
Deployment
35
Outcomes and effects.
Results
36
An award instituted by Union of Japanese Scientists and Engineers (JUSE).
Deming Prize
37
Technical specifications and criteria to be used to ensure materials and more are fit for their purpose.
ISO 9000:2000
38
Quality system standards wherein output will meet customer expectations and requirements.
Rationale ISO 9000
39
Structure of ISO 9000? | Hint: M.R.P.M.
1. Management Responsibility 2. Resource Management 3. Product Realization 4. Measurement, Analysis, and Improvement
40
This set of techniques seeks to find and eliminate causes of defects and errors.
Six Sigma
41
- END OF CHAPTER 2 - | Turn over after five minutes.
Flip to continue onto Chapters 3 and 4.
42
Quick Question: What is the title of Chapter 1?
Introduction to Quality and Performance Excellence
43
This is a Japanese word that means "gradual and orderly continuous improvement".
Kaizen
44
The intense and rapid improvement process in which a team throws all resources into an improvement project in a short period of time.
Kaizen Blitz
45
Structure improvement process? | Hint: R.G.E.I.
1. Redefine and analyze problems 2. Generate ideas 3. Evaluate ideas and select a solution 4. Implement the solution
46
Components of the Deming Cycle? | Hint: P.D.S.A.
1. Plan 2. Do 3. Study 4. Act
47
Six Sigma DMAIC Technique?
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
48
What are the seven QC tools? | Hint: F.C.H. / C.P.S. / C
1. Flowchart 2. Check Sheet 3. Histogram 4. Cause-and-effect 5. Pareto diagram 6. Scatter diagram 7. Control Chart
49
One of the QC Tools that shows the sequence of activities.
Flowchart
50
One of the QC Tools wherein data can be interpreted directly without additional process.
Check Sheet
51
One of the QC Tools that gives a hint about the parent population from where the sample was taken.
Histogram
52
One of the QC Tools that shows the causes and effects. (waw)
Cause-and-Effect (Diagram)
53
One of the QC Tools that shows the largest to smallest data frequency.
Pareto Diagram
54
One of the QC Tools that shows the relationship between two numerical variables.
Scatter Diagram
55
One of the QC Tools that shows the performance of progress.
Control Chart
56
The approach that focuses on the elimination of waste in all forms.
Lean Thinking
57
What are the 5s from the Lean Tools?
1. Seiri 2. Seiton 3. Seiso 4. Seiketsu 5. Shitsuke
58
This is the search of an industry's best practises that lead to superior performance.
Benchmarking
59
Kind of benchmarking that focuses on studying products.
Competitive Benchmarking
60
Kind of benchmarking that focuses on key work practises.
Process Benchmarking
61
Kind of benchmarking that focuses on how companies compete.
Strategic Benchmarking
62
Rethinking and radical redesign of business process to achieve dramatic improvements.
Reengineering
63
Ability to discover useful new relationships and ideas.
Creativity
64
Practical implementation of creative ideas.
Innovation
65
Approaches that produce exceptional results.
Best Practices
66
- END OF CHAPTER 3&4 - | Turn over after five minutes.
Flip to continue onto Chapter 5.
67
A firm's ability to achieve market superiority over its competitors.
Competitive Advantage
68
Sources of Competitive Advantage? | Hint: C.D.P.
1. Cost leadership 2. Differentiation 3. People
69
Quality and Differentiation Strategies? | Hint: S.O.H. / C.R.
1. Superior product and service design 2. Outstanding service 3. High agility 4. Continuous innovation 5. Rapid response
70
Tools and techniques for quality and product design? | Hint: C.V.D.E.
1. Concurrent engineering 2. Value analysis 3. Design reviews 4. Experimental design
71
The capacity for flexibility and rapid change.
Agility
72
Creates new customer needs and expectations.
Innovation
73
Time it takes to accomplish one cycle of a process.
Cycle Time
74
Components of a balanced scorecard? | Hint: F.I.C.I.
1. Financial perspective 2. Internal perspective 3. Customer perspective 4. Innovation and learning perspective
75
Broad statements that set direction.
Strategies
76
Process by which an organisation has a vision and develops necessary procedures to carry out that vision.
Strategic Planning
77
Definition of products and services, markets, customer needs, and distinctive competencies.
Mission
78
Where the organisation is headed and what it intends to be.
Vision
79
Defines attitude and policies for all employees which are reinforced through conscious and subconscious behaviour of the organisation.
Values
80
Pressures that exert a decisive influence on an organisation's likelihood of future success.
Strategic Challenges
81
What an organisation must change or improve to be competitive.
Strategic Objectives
82
Things that an organisation must do to achieve its strategic objectives.
Action Plan

MIDTERMS (2ND SEM) - G12 STEM 1 (8 decks)

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