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MGT2320 > Topic 3- Quality Management > Flashcards

Topic 3- Quality Management Flashcards

1
Q

Defining Quality

A

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

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2
Q

Two ways Quality improves profitability

What kind of costs would reduce as an effect of increase quality ?

A

Sales Gains via
Improved response
Flexible pricing
Improved reputation

Reduced Costs via Increased productivity Lower rework and scrap costs Lower warranty costs
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3
Q

Different Views of quality

A

User based
manufacturing based
product based

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4
Q

User based quality

A

better performance, more features

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5
Q

manufacturing based quality

A

conformance to standards, making it right the first time

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6
Q

product-based quality

A

specific and measurable attributes of the product

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7
Q

Key Dimensions of Quality

A 
Durability
Serviceability
Aesthetics
Perceived quality
Value
Performance
Features
Reliability
Conformance
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8
Q

Costs of Quality

A

Prevention costs
appraisal costs
internal failure
external failure

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9
Q

Costs of Quality: Prevention costs

A

– reducing the potential for defects

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10
Q

Costs of Quality: appraisal costs

A

– evaluating products, parts, and services

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11
Q

Costs of Quality: internal failure

A

– producing defective parts or service before delivery

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12
Q

Costs of Quality: external costs

A

– defects discovered after delivery

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13
Q

Ethics and Quality Management

A
  • Operations managers must deliver healthy, safe quality products and services
  • Poor quality risks injuries, lawsuits, recalls, and regulation
  • Organizations are judged by how they respond to problems
  • All stakeholders must be considered
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14
Q

ISO 9000 series

A

Common quality standards for products sold in Europe (even if made in U.S.)
2008 update places greater emphasis on leadership and customer requirements and satisfaction

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15
Q

ISO 14000Environmental Standard

A 
Core elements1:
Environmental management
Auditing
Performance evaluation
Labelling
Life cycle assessment

Advantages:

  • Positive public image and reduced exposure to liability
  • Systematic approach to pollution prevention
  • Compliance with regulatory requirements and opportunities for competitive advantage
  • Reduction in multiple audits
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16
Q

TQM

A

Encompasses entire organization, from supplier to customer

Stresses a commitment by management to have a continuing, companywide drive toward excellence in all aspects of products and services that are important to the customer

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17
Q

Deming’s 14 Points

A
  1. Create consistency of purpose
  2. Lead to promote change
  3. Build quality into the product; stop depending on inspections
  4. Build long-term relationships based on performance instead of awarding business on price
  5. Continuously improve product, quality, and service
  6. Start training
  7. Emphasize leadership
  8. Drive out fear
  9. Break down barriers between departments
  10. Stop haranguing workers
  11. Support, help, and improve
  12. Remove barriers to pride in work
  13. Institute education and self-improvement
  14. Put everyone to work on the transformation
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18
Q

Seven Concepts of TQM

A

1) Continuous improvement
2) Six Sigma
3) Employee empowerment
4) Benchmarking
5) Just-in-time (JIT)
6) Taguchi concepts
7) Knowledge of TQM tools

19
Q

Seven Concepts of TQM:Continuous Improvement

A
  • Represents continual improvement of all processes
  • Involves all operations and work centres including suppliers and customers
    - People, Equipment, Materials, Procedures
20
Q

Seven Concepts of TQM:Six Sigma Program

A
  • -Originally developed by Motorola, adopted and enhanced by Honeywell and GE
  • -Highly structured approach to process improvement
    - A strategy
    - A discipline – DMAIC
  1. Define critical outputs and identify gaps for improvement
  2. Measure the work and collect process data
  3. Analyze the data
  4. Improve the process
  5. Control the new process to make sure new performance is maintained
21
Q

Seven Concepts of TQM:Employee Empowerment

A

Getting employees involved in product and process improvements
-85% of quality problems are due to process and material

Techniques

  - Build communication networks that include employees
   - Develop open, supportive supervisors
   - Move responsibility to employees
   - Build a high-morale organization
    - Create formal team structures
22
Q

Seven Concepts of TQM:Quality Circles

A

Group of employees who meet regularly to solve problems
Trained in planning, problem solving, and statistical methods
Often led by a facilitator
Very effective when done properly

23
Q

Seven Concepts of TQM: Benchmarking

A

Selecting best practices to use as a standard for performance

1) Determine what to benchmark
2) Form a benchmark team
3) Identify benchmarking partners
4) Collect and analyze benchmarking information
5) Take action to match or exceed the benchmark

24
Q

Seven Concepts of TQM: Just-In-Time (JIT)

A

‘Pull’ system of production scheduling including supply management
–Production only when signaled
Allows reduced inventory levels
–Inventory costs money and hides process and material problems
Encourages improved process and product quality

25
Q

Seven Concepts of TQM:Taguchi concepts

A

Engineering and experimental design methods to improve product and process design
-Identify key component and process variables affecting product variation
Taguchi concepts
-Quality robustness
-Quality loss function
-Target-oriented quality

26
Q

Six Stigma implementation

A
  • Emphasize defects per million opportunities as a standard metric
  • Provide extensive training
  • Focus on corporate sponsor support (Champions)
  • Create qualified process improvement experts (Black -Belts, Green Belts, etc.)
  • Set stretch objectives
27
Q

Taguchi conceptsQuality Robustness

A

Ability to produce products uniformly in adverse manufacturing and environmental conditions

       - Remove the effects of adverse conditions
       - Small variations in materials and process do not destroy product quality
28
Q

Seven concepts of TQM: Tools of TQM

A 
Tools for Generating Ideas
       1. Check sheets
        2. Scatter diagrams
        3. Cause-and-effect diagrams
Tools to Organize the Data
       4. Pareto charts
       5. Flowcharts
Tools for Identifying Problems
       6. Histogram
       7. Statistical process control chart
29
Q

Tools of TQM:Check Sheet

A

An organized method of recording data

30
Q

Tools of TQM:Scatter Diagram

A

A graph of the value of one variable vs. another variable

31
Q

Tools of TQM:Cause-and-Effect Diagram (also called Fish-bone diagram):

A

A tool that identifies process elements (causes) that might effect an outcome

32
Q

Tools of TQM:Pareto Chart

A

A graph to identify and plot problems or defects in descending order of frequency

33
Q

Tools of TQM:Flowchart (Process Diagram):

A

A chart that describes the steps in a process

34
Q

Tools of TQM:Histogram:

A

: A distribution showing the frequency of occurrences of a variable

35
Q

Tools of TQM:Statistical Process Control Chart

A

A chart with time on the horizontal axis to plot values of a statistic

36
Q

Statistical Process Control (SPC)

A
  • -Uses statistics and control charts to tell when to take corrective action
  • -Drives process improvement
  • -Four key steps
    - Measure the process
    - When a change is indicated, find the assignable cause
    - Eliminate or incorporate the cause
    - Restart the revised process
37
Q

Inspection

A
  • -Involves examining items to see if an item is good or defective
  • -Detect a defective product
    - Does not correct deficiencies in process or product
    - It is expensive
  • -Issues
    - When to inspect
    - Where in process to inspect
38
Q

When and Where to Inspect

A
  1. At the supplier’s plant while the supplier is producing
  2. At your facility upon receipt of goods from the supplier
  3. Before costly or irreversible processes
  4. During the step-by-step production process
  5. When production or service is complete
  6. Before delivery to your customer
  7. At the point of customer contact
39
Q

TQM In Services

A

Service quality is more difficult to measure than the quality of goods
Service quality perceptions depend on
-Intangible differences between products and services
-Intangible expectations customers have of those products and services

40
Q

Service Quality

A

The operations manager must recognize:

  1. The tangible component of services is important
  2. The service process is important
  3. The service is judged against the customer’s expectations
  4. Exceptions will occur
41
Q

Determinants of Service Quality

A
  1. Reliability- consistency of performance and dependability
  2. Responsiveness- willingness or readiness of employees
  3. Competence- required skills and knowledge
  4. Access- approachability and ease of contact
  5. Courtesy- politeness, respect, consideration, friendliness
  6. communication- keeping customers informed
  7. credibility - trustworthiness, believably, honesty
  8. Security- Freedom from danger, risk, or doubt
  9. Understanding/knowing the customer
  10. Tangibles- physical evidence of the service.
42
Q

Service Recovery Strategy

A

–Managers should have a plan for when services fail

43
Q

jOB LOTS

A

groups or batches of parts processed together

MGT2320 (8 decks)

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