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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
Q

This is not possible without theory.

A

Knowledge

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26
Q

This shows the cause-and-effect that may be used as a prediction.

A

Theory

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27
Q

Talks about how being motivated intrinsically is the most powerful motivation.

A

Psychology

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28
Q

This philosophy defined quality as “fitness for use”.

A

Juran’s Philosophy

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29
Q

Components of Juran’s Quality Trilogy?

Hint: PCI

A
  1. Quality Planning
  2. Quality Control
  3. Quality Improvement
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30
Q

The philosophy that states that “quality is free”.

A

Crosby’s Philosophy

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31
Q

What are Crosby’s Absolutes to Quality Management?

Hint: Q.P.N. / C.Z.

A
  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.
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32
Q

The components of Criteria for Performance Excellence?

Hint: L.S.C. / M.W.P. / B

A
  1. Leadership
  2. Strategic Planning
  3. Customer Focus
  4. Measurement, Analysis, and Knowledge Management
  5. Workforce Focus
  6. Process Management
  7. Business Results
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33
Q

A method that a company uses.

A

Approach

34
Q

Extent to which approaches are applied.

A

Deployment

35
Q

Outcomes and effects.

A

Results

36
Q

An award instituted by Union of Japanese Scientists and Engineers (JUSE).

A

Deming Prize

37
Q

Technical specifications and criteria to be used to ensure materials and more are fit for their purpose.

A

ISO 9000:2000

38
Q

Quality system standards wherein output will meet customer expectations and requirements.

A

Rationale ISO 9000

39
Q

Structure of ISO 9000?

Hint: M.R.P.M.

A
  1. Management Responsibility
  2. Resource Management
  3. Product Realization
  4. Measurement, Analysis, and Improvement
40
Q

This set of techniques seeks to find and eliminate causes of defects and errors.

A

Six Sigma

41
Q
  • END OF CHAPTER 2 -

Turn over after five minutes.

A

Flip to continue onto Chapters 3 and 4.

42
Q

Quick Question: What is the title of Chapter 1?

A

Introduction to Quality and Performance Excellence

43
Q

This is a Japanese word that means “gradual and orderly continuous improvement”.

A

Kaizen

44
Q

The intense and rapid improvement process in which a team throws all resources into an improvement project in a short period of time.

A

Kaizen Blitz

45
Q

Structure improvement process?

Hint: R.G.E.I.

A
  1. Redefine and analyze problems
  2. Generate ideas
  3. Evaluate ideas and select a solution
  4. Implement the solution
46
Q

Components of the Deming Cycle?

Hint: P.D.S.A.

A
  1. Plan
  2. Do
  3. Study
  4. Act
47
Q

Six Sigma DMAIC Technique?

A
  1. Define
  2. Measure
  3. Analyze
  4. Improve
  5. Control
48
Q

What are the seven QC tools?

Hint: F.C.H. / C.P.S. / C

A
  1. Flowchart
  2. Check Sheet
  3. Histogram
  4. Cause-and-effect
  5. Pareto diagram
  6. Scatter diagram
  7. Control Chart
49
Q

One of the QC Tools that shows the sequence of activities.

A

Flowchart

50
Q

One of the QC Tools wherein data can be interpreted directly without additional process.

A

Check Sheet

51
Q

One of the QC Tools that gives a hint about the parent population from where the sample was taken.

A

Histogram

52
Q

One of the QC Tools that shows the causes and effects. (waw)

A

Cause-and-Effect (Diagram)

53
Q

One of the QC Tools that shows the largest to smallest data frequency.

A

Pareto Diagram

54
Q

One of the QC Tools that shows the relationship between two numerical variables.

A

Scatter Diagram

55
Q

One of the QC Tools that shows the performance of progress.

A

Control Chart

56
Q

The approach that focuses on the elimination of waste in all forms.

A

Lean Thinking

57
Q

What are the 5s from the Lean Tools?

A
  1. Seiri
  2. Seiton
  3. Seiso
  4. Seiketsu
  5. Shitsuke
58
Q

This is the search of an industry’s best practises that lead to superior performance.

A

Benchmarking

59
Q

Kind of benchmarking that focuses on studying products.

A

Competitive Benchmarking

60
Q

Kind of benchmarking that focuses on key work practises.

A

Process Benchmarking

61
Q

Kind of benchmarking that focuses on how companies compete.

A

Strategic Benchmarking

62
Q

Rethinking and radical redesign of business process to achieve dramatic improvements.

A

Reengineering

63
Q

Ability to discover useful new relationships and ideas.

A

Creativity

64
Q

Practical implementation of creative ideas.

A

Innovation

65
Q

Approaches that produce exceptional results.

A

Best Practices

66
Q
  • END OF CHAPTER 3&4 -

Turn over after five minutes.

A

Flip to continue onto Chapter 5.

67
Q

A firm’s ability to achieve market superiority over its competitors.

A

Competitive Advantage

68
Q

Sources of Competitive Advantage?

Hint: C.D.P.

A
  1. Cost leadership
  2. Differentiation
  3. People
69
Q

Quality and Differentiation Strategies?

Hint: S.O.H. / C.R.

A
  1. Superior product and service design
  2. Outstanding service
  3. High agility
  4. Continuous innovation
  5. Rapid response
70
Q

Tools and techniques for quality and product design?

Hint: C.V.D.E.

A
  1. Concurrent engineering
  2. Value analysis
  3. Design reviews
  4. Experimental design
71
Q

The capacity for flexibility and rapid change.

A

Agility

72
Q

Creates new customer needs and expectations.

A

Innovation

73
Q

Time it takes to accomplish one cycle of a process.

A

Cycle Time

74
Q

Components of a balanced scorecard?

Hint: F.I.C.I.

A
  1. Financial perspective
  2. Internal perspective
  3. Customer perspective
  4. Innovation and learning perspective
75
Q

Broad statements that set direction.

A

Strategies

76
Q

Process by which an organisation has a vision and develops necessary procedures to carry out that vision.

A

Strategic Planning

77
Q

Definition of products and services, markets, customer needs, and distinctive competencies.

A

Mission

78
Q

Where the organisation is headed and what it intends to be.

A

Vision

79
Q

Defines attitude and policies for all employees which are reinforced through conscious and subconscious behaviour of the organisation.

A

Values

80
Q

Pressures that exert a decisive influence on an organisation’s likelihood of future success.

A

Strategic Challenges

81
Q

What an organisation must change or improve to be competitive.

A

Strategic Objectives

82
Q

Things that an organisation must do to achieve its strategic objectives.

A

Action Plan

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

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