tqm lesson 1 Flashcards
refers to the degree to which a product or service meet or exceeds customer expectations, focusing on delivering consistent, defect-free, and reliable outcomes
Quality
refers to how well a product or service performs its intended function
performance
the expected lifespan of a products under normal or harsh conditions
durability
the uniformity of performance or quality across multiple products or service interactions
consistency
Additional characteristics that enhance the product appeals beyond it’s basic functionality
features
are key attributes that define the value and effectiveness of a product or service from the customer perspective
Dimensions of quality
the process of identifying customer needs and designing products and processes to meet those needs effectively. T
Quality planning
this involves defining customer requirements, establishing quality goals, developing specifications, and implementing systems to achieve quality objectives
Quality Planning
The ability of a product to perform consistently over time without failure.
reliability
Adherence to design specifications and industry standards.
conformance
The ease and speed with which a product can be repaired or maintained.
serviceablity
product’s appearance, feel, smell, taste, or overall sensory appeal.
aesthetics
The customer’s perception of the product’s overall quality, influenced by branding, reputation, or marketing.
Perceived Quality
How well a service provider responds to customer needs, inquiries, or issues
Responsiveness
are foundational elements of Total Quality Management (TQM) that guide an organization’s approach to quality.
Quality Statement
The long-term aspiration of the organization regarding quality. It defines the ideal future state that the company aims to achieve.
vission statement
A formal document outlining the organization’s commitment to quality, the processes it will follow, and the standards it will uphold.
quality policy
The organization’s purpose and its approach to achieving the quality goals.
mission statement
clear, measurable targets that the organization aims to achieve within a specified timeframe to ensure quality standards are met.
quality goals and objectives
is crucial, categorized as prevention costs (e.g., training and planning to prevent defects), appraisal costs (inspection and testing), internal failure costs (defects found before customer delivery), and external failure costs (defects identified after delivery, such as returns or warranties).
quality cost
is a management approach centered on improving quality across all organizational processes
Total Quality Management (TQM
can be summarized as a management system for a customer-focused organization that engages all employees in continual improvement of the organization.
tqm
can be traced through various stages of quality practices over decades, influenced by key thinkers, technological advancements, and global competition.
tqm
marked the foundation of modern quality control, driven by the industrial revolution and the growing need for efficiency in mass production
Early 20th Century: Beginnings of Quality Control
emphasizing the need for quality across organizational functions and emphasized the role of all employees in quality
1950s-1960s: Quality Becomes a Strategic Priority
Japan sought to rebuild its economy by focusing on product quality.
Post-World War II: The Quality Movement in Japan
Total Quality Management gained prominence in the West
1980s: Emergence of TQM
TQM principles have evolved into more specific methodologies
Modern Era: Continuous Development
influential figures who contributed significantly to the development of quality management principles, practices, and philosophies.
gurus of Total Quality Management
Coined the term “Total Quality Control” in his book Total Quality Control (1951), emphasizing the need for quality across all organizational functions.
Armand V. Feigenbaum:
Advocated for the Juran Trilogy: Quality planning, quality control, and quality improvement.
Joseph M. Juran
Developed the Fishbone Diagram and emphasized the role of all employees in quality
Kaoru Ishikawa
Introduced statistical quality control and the PDCA (Plan-Do-Check-Act) cycle.
W. Edwards Deming:
He also introduced the concept of quality circles in Japan.
Kaoru Ishikawa
He emphasized the importance of continuous improvement and management’s role in quality.
W. Edwards Deming
Introduced the principles of Scientific Management, emphasizing efficiency in production but did not fully address product quality.
Frederick W. Taylor
centered on the idea that quality improvement is a collective effort, requiring not just leadership but also the active participation of all employees.
Kaoru Ishikawa
Developed statistical process control (SPC) while working at Bell Telephone Labs. His work laid the foundation for modern quality control practices.
Walter A. Shewhart
fundamental tool for continuous improvement.
plan do check act
highlighted the importance of systems thinking, which involves understanding and improving entire systems rather than focusing on individual components.
W. edward demings
involves monitoring and controlling the quality of processes through statistical methods.
statistical process control (SPC)
advocated for the use of statistical tools in quality management to better understand and control processes.
Kaoru Ishikawa
a set of guiding principles aimed at transforming business effectiveness and fostering a culture of quality
14 Points for Management,
His philosophy is strategic quality planning
Joseph M. Juran
advocate for the use of Quality Circles,
Kaoru Ishikawa
refers to the hidden costs that organizations incur due to poor quality
Cost of Poor Quality
authored the influential book titled “Quality is Free”
Philip B. Crosby
Who contribute the Fishbone Diagram or Cause-and-Effect Diagram
Kauri Ishikawa
His philosophy centers on the prevention of errors and the simplification of processes to achieve both high quality and efficiency.
He argued that by focusing on error-proofing and eliminating waste, organizations can ensure that the quality of their products and services is consistently high while also achieving greater operational efficiency.
Shigeo Shingo
quality is achieved by minimizing variation and optimizing design.
Genichi Tamaguchi
introduced the Four Absolutes of Quality to define what quality truly means and how it should be managed:
Philip B. Crosby
a statistical approach to optimizing product and process designs to achieve consistent, high-quality results
Taguchi Method
Poka-Yoke (Mistake-Proofing):
Toyota Production System (TPS)
Eliminating Waste and Simplifying Processes
Shigeo Shingo
TQC emphasized that quality should be the responsibility of everyone in the organization.
Quality is Everyone’s Responsibility
Armand V. Feigenbaum
Focus on Reducing Variation
Designing Quality into Products
Genichi Taguchi
His work focused on making processes more efficient and error-free.
Shigeo Shingo
renowned Japanese engineer and statistician who made significant contributions to the field of quality management,
Genichi Taguchi
meaning they can perform well under a variety of conditions and are less sensitive to variations in factors like materials, manufacturing processes, and environmental conditions.
robust—
Statistical Process Control (SPC)
Control Charts
PDCA
Walter E. Shewhart
Japanese industrial engineer who made key contributions to the development of quality management principles, especially within the context of lean manufacturing and the Toyota Production System (TPS).
Shigeo Shingo
American physicist, engineer, and statistician who is widely regarded as the father of Statistical Process Control (SPC).
Walter A. Shewhart
Prevention over correction.
Philip B. Crosby
Design quality into products to reduce variation.
Genichi Tamaguchi
Prevent errors and eliminate waste
Shigeo Shingo
Use statistical tools to manage quality.
Walter A. Shewhart
Systems thinking and continuous improvement.
w. EDWARD DEMINGS
One of the most important principles of total quality management is customer focus
Customer Focus
determines whether or not a product is high quality
Customer
the heart of Total Quality Management (TQM) and focuses on exceeding customer expectations.
Customer Satisfaction
Understanding how customers perceive the quality of products or services is critical for meeting their expectations.
Customer perception of quality
effectively helps identify areas of improvement and strengthens customer relationships.
Customer complaints
Delivering consistent, reliable, and superior service builds trust and loyalty.
Service quality
Maintaining long-term relationships with customers is essential for business sustainability.
Customer Retentions
refers to how customers view the overall value, reliability, and performance of a product or service based on their expectations and experiences.
Customer perception of quality
improvement is often associated with the Kaizen philosophy, a Japanese term that means “change for better.”
Kaizen Philosophy
are expressions of dissatisfaction or concern raised by customers about a product, service, or experience.
Customer Complaints
refers to the overall assessment of a service by customers, based on their expectations and the actual service they receive.
Service Quality
refers to the ability of a business to retain its customers over a long period, encouraging repeat purchases, loyalty, and long-term relationships.
Customer retention
refers to the active participation of employees in decision-making processes, problem-solving, and continuous improvement activities within an organization.
employees Involvement
the ongoing practice of refining processes, systems, and products over time. Rather than focusing on massive overhauls
CONTINUOUS IMPROVEMENT
Continuous improvement relies on data and performance metrics
Data-Driven Decision-Making:
continuous loop, and organizations can go through this cycle repeatedly, refining and optimizing processes over time.
PDCA
It emphasizes the involvement of employees at all levels in the organization.
Employee Involvement
also known as the Deming Cycle or Shewhart Cycle.
PDCA
aim to eliminate waste, optimize processes, and maximize value for customers.
lean
DMAIC (Define, Measure, Analyze, Improve, Control), a structured problem-solving approach
Six Sigma
meaning “change for better” in Japanese, is a philosophy that emphasizes continuous improvement involving everyone in the organization
Kaizen
facilitates iterative and incremental development. It includes regular reviews and retrospectives to encourage continuous improvement.
Scrum (Agile Framework)
aligns organizational goals with departmental objectives and individual tasks. It involves continuous review and adjustment of plans to ensure that activities are aligned with strategic objectives.
Hoshin Kanri (Policy Deployment)
approach is a fundamental part of TQM is a focus on process thinking.
PROCESS CENTERED
Effective decisions are always based on the analysis of data and information.
FACT BASED DECISION MAKING
Since most firms contain a number of departments, each with its own set of functions and goals, they often operate in silos. This brings sub-optimum results to an organization.
INTEGRATED SYSTEM
plays a crucial role in maintaining morale, motivating employees, and reducing process errors.
EFFECTIVE COMMUNICATION
provides a structured, systematic approach to problem-solving and continuous improvement in any organization.
Plan-Do-Check-Act
A management approach focused on continuous improvement in all aspects of an organization, with the goal of enhancing customer satisfaction.
Total Quality Management
Identifying problems and their root causes through comprehensive research and data collection.
Planning Phase
Documenting the outcomes and preparing to tackle future challenges
Acting Phase
Developing and implementing solutions to address the identified problems.
Doing Phase
Analyzing the performance by comparing before and after data to validate the effectiveness of the implemented solutions.
Checking Phase
structured problem-solving method that helps businesses identify issues, implement solutions, and refine processes for ongoing success.
Plan Do Check Act
the foundation of the PDCA cycle, focusing on identifying problems and developing solutions.
Planning
evaluates the effectiveness of the implemented plan by analyzing results and comparing them to the set objectives.
Check
focuses on executing the planned solution on a small scale to test its effectiveness.
Do
involves standardizing successful changes or revising the plan if necessary.
Act
crucial in ensuring that quality objectives are met effectively and efficiently.
Systematic Planning
utilizes various tools to enhance product and service quality, streamline processes, and ensure customer satisfaction.
Total Quality Management
Is a systematic process of comparing an organization’s processes, products, or services with industry leaders or best practices to identify areas for improvement.
Benchmarking
the practice of measuring performance against a standard or best practice to identify gaps and opportunities for improvement.
Benchmarking i
valuable tool for continuous quality improvement, allowing organizations to compare their performance with industry leaders and identify best practices.
Benchmarking
techniques are systematic methods used to investigate the causes of failures in processes, products, or systems.
Failure Analysis
structured approach to identifying the underlying cause of a failure rather than just addressing symptoms.
Root Cause Analysis (RCA)
Asking “why” repeatedly to drill down to the core issue.
5 why
Categorizing potential causes (e.g., people, process, materials, environment) to analyze their impact.
Fishbone Diagram (Ishikawa Diagram)
Uses data and control charts to monitor variations in processes, helping detect and address potential failures before they escalate.
Statistical Process Management
Based on the 80/20 rule, this technique helps focus on the most significant problems by identifying which failures occur most frequently and have the greatest impact.
Pareto Analysis
refers to the systematic approach to designing, controlling, and improving business processes to achieve consistent and efficient outcomes.
Process Management
a crucial aspect of the product development process that ensures products meet both organizational goals and customer expectations.
Product design control
a method used to monitor and improve processes using statistical tools
Statistical Process Control (SPC)
essential for ensuring that products meet customer expectations in terms of quality, usability, cost, and innovation.
Effective product design control
