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Total Quality Management Professional (TQMP) > TQMP Part 1 Breeze-Through > Flashcards

TQMP Part 1 Breeze-Through Flashcards

High-level familiarity with the first half of TQMP terms and concepts.

1
Q

What is Total Quality Management?

A

TQM is an integrative management philosophy for the continuous improvement of product and process quality.

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2
Q

What individuals developed TQM?

A

W. Edwards Deming (primary), Joseph M. Juran, Armand V. Feigenbaum.

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3
Q

How is TQM different from Six Sigma?

A

The main difference is the approach. TQM is a management approach to long-term success through customer satisfaction.

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4
Q

What does the “Total” in TQM mean?

A

Quality Management involves everyone and all tasks & activities within a company.

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5
Q

What does the “Quality” in TQM mean?

A

The degree to which the product (or service) fulfills customer requirements or was produced correctly.

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6
Q

What does the “Management” in TQM mean?

A

Quality must be managed by planning, organizing, leading, and controlling.

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7
Q

Why is good quality important?

A

Good Quality leads to higher customer satisfaction and is rewarded by increased profits. Also, TQM believes that preventing defects is cheaper than dealing with the costs of quality failures.

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8
Q

What are the four types of quality costs?

A
  1. Prevention
  2. Appraisal
  3. Internal failure
  4. External failure
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9
Q

What are some of the intermediary causes between “improved quality” and “increased profits”?

A 
Higher customer satisfaction
Increased sales volume
Company's reputation
Product liability
Market gains
Higher price
Reduced costs
Higher productivity
Lower rework/scrap
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10
Q

What are prevention costs?

A

The costs created from the effort to reduce poor quality.

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11
Q

What are appraisal costs?

A

The costs of inspecting, testing, and auditing materials and services. This includes inspecting & test, quality audits, sampling, and statistical process control for raw materials, works-in-progress, and finished goods.

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12
Q

What are internal failure costs?

A

The cost of discovering quality defects before they reach the customer but after appraisal.
Ex: scrapping a product, reworking a product, machine breakdowns/labor errors.

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13
Q

What are external failure costs?

A

The cost of discovering quality defects after the product has reached the customer.
Ex. The Hubbell telescope

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14
Q

List the Determinants of Product Quality

A

Performance - main product characteristics, everything works
Conformance - specifications, standards, and customer’s expectations
Perceived Quality - indirect evaluation of quality, reputations, and ratings
Aesthetics - design, taste, soft touch, fit & finish, grade of material used
Reliability - consistency of performance, infrequency of breakdowns
Special features - extra characteristics
Service after sale - warranties, maintenance, handling of complaints
Durability - life of the product, resistance
Safety - risk of injury

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15
Q

List the Determinants of Service Quality

A 
(Input = Customer Requirements)
Responsiveness
Availability/Access
Courtesy/Friendliness
Reliability
Communication
Competence
Tangibles
Empathy
Assurance/Security
Credibility
Time
Courtesy
Understanding customers
(Output = Customer Satisfaction)
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16
Q

What is service quality?

A

It is used to describe achievement in service. Formed from:

  1. Past experiences
  2. Word of mouth
  3. Advertisement

Perceived service vs. Expected service

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17
Q

List the 3 Costs/Consequences of Poor Quality

A
  1. Loss of business
  2. Loss of reputation
  3. Higher costs
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18
Q

A study showed that while a satisfied customer will tell a few people about his or her experience, a dissatisfied customer will tell an average of ___ others.

A

19

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19
Q

Define kaizen

A

A Japanese term for continuous improvement

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20
Q

The driving force of TQM is __________.

A

customer satisfaction

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21
Q

A key philosophy of TQM is _________.

A

continuous improvement

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22
Q

List the 5 revolving elements of the TQM System Model. What do they revolve around?

A
  1. Customer focus
  2. Planning process
  3. Process management
  4. Process improvement
  5. Total involvement

Continuous improvement

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23
Q

List individual elements of the TQM System Model.

A
  • Leading with objectives
  • Customer oriented
  • Internal and external customer relations
  • Zero-Error program
  • Work in processes
  • Continuing improvement with measuring units
  • Involvement of all employees
  • Trainings and further education
  • Frequent management audits
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24
Q

The seven basic elements that capture of essence of the TQM philosophy:

A
  1. Customer focus
  2. Continuous improvement
  3. Employee empowerment
  4. Quality tools
  5. Product design
  6. Process management
  7. Supplier quality
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25
Q

Define customer focus

A

The idea that serving customers best starts with a clear understanding of customer needs and the measurement of customer satisfaction.

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26
Q

Define continuous improvement

A

The idea that continuous learning and problem solving is essential in the pursuit of zero defects.

27
Q

Define employee involvement

A

The idea that all employees are given responsibility, training, and authority to measure and control the quality of the work they produce.

28
Q

Define quality tools

A

There are 7 basic quality tools. They are used by front-line workers and managers to monitor quality performance and gather data for quality improvement activities.

29
Q

Define product design

A

The planning of physical, organizational, and business manifestation of a product before it is officially released.

30
Q

Define process management

A

The idea that manager and employees should be focused on the detailed activities in a process where good or bad quality is created.

31
Q

Define supplier quality

A

The idea that ensuring quality extends to the supplier process, from sharing engineering expertise, having a formal supplier certification program, to including your suppliers in the product design stage.

32
Q

Define ISO 9000

A

ISO 9000 is a set of international standards for quality management systems. ISO 9000 certification demonstrates that you have established an effective quality management system.

33
Q

What are the 7 Classic Tools of Quality?

A
  1. Pareto chart
  2. Scatter diagram
  3. Control chart
  4. Flow chart
  5. Cause-and-effect (aka Fishbone Diagram)
  6. Histogram
  7. Checklist/Checksheet
34
Q

Describe a Pareto chart

A

Rates issues according to importance and frequency by prioritizing specific problems or causes in a manner that facilitates problem solving.
“80% of the problems may be from 20% of the causes.”

35
Q

Describe a scatter diagram

A

Illustrate positive and negative directions of relationships and discovers cause and effect relationships (as well as bonds and correlations) between 2 variables.

36
Q

Describe a control chart

A

Shows a process over a specific period of time and identifies trends, shifts, & patterns.
Consists of an Upper Control Limit (UCL), Process Average (or Target Value) and Lower Control Limit (LCL).

Helps you draw the conclusion whether the process variation is consistent (in control) or unpredictable (out of control, affected by special causes of variation).

https://asq.org/quality-resources/control-chart

37
Q

Describe a flow chart

A

A visual representation of a process.

38
Q

Describe a fishbone diagram

A

Illustrate multiple levels of potential causes (inputs), and ultimate effects (outputs), of problems or issues that may arise in the course of business.

The fishbone diagram identifies many possible causes for an effect or problem. It can be used to structure a brainstorming session. It immediately sorts ideas into useful categories.

https://asq.org/quality-resources/fishbone

39
Q

Describe a histogram

A

A graphic summary of variation in a set of data that can be analyzed in order to make decisions.

40
Q

Describe a check sheet

A

A simple document used for collecting data in real-time and at the location where the data is generated.

41
Q

Describe a check list

A

Items to be performed for a task are listed in a check list to be marked as complete when each item is finished.

42
Q

Describe a 2D/3D Pie Chart

A

A circular chart that is cut into slices that represent the frequency of the collected data.

43
Q

Describe a (3D) column chart

A

Shows data changes over a period of time and/or illustrates comparisons among items.

44
Q

Describe a box plot/whisker plot

A

Each individual element summarizes the distribution of data within a data set.

45
Q

Describe a bar chart

A

Display series as sets of horizontal/vertical bars which are proportional to the value of the item it represents.

46
Q

Describe a line chart

A

Shows data changes over a period of time or for illustrating comparisons among items.

47
Q

Describe a run chart

A

Used to display observed data in a time sequence representing some aspect of the output of manufacturing or other business process.

A line graph of data plotted over time. Similar to a control chart, but without control limits. Valuable to reveal information on a process before enough data for reliable control limits is obtained.

48
Q

Describe a Cusum chart

A

(Cumulative Sum) A sequential analysis technique used for monitoring change detection (change in mean value) over time.

49
Q

Describe ABC analysis

A

A methodology that gives a quick and simple review of assortments of products in retail, wholesale, or manufacturing businesses.

A comprehensive way of segmenting your customers or products to make the most out of your time and money. You do this by separating them into 3 easily distinguishable categories.

https://www.cleverism.com/complete-guide-abc-analysis-customer-segmentation-inventory/

50
Q

Describe a radar chart/spider chart

A

A graphical method of displaying multivariate data in the form of a two-dimensional chart of three or more quantitative variables represented on axes starting from the same point.
The relative position and angle of the axes is typically uninformative.

A way of comparing multiple quantitative variables. Useful for seeing which variables have similar values and whether there are outliers.

https://datavizcatalogue.com/methods/radar_chart.html

51
Q

Describe a matrix chart (shapes: L, T, X)

A

A graphical tool that shows the connection or correlation between ideas or issues in the form of a table. A relationship is indicated at each intersection of rows or columns as present or absent.
The matrix diagram shows the relationship between 2, 3, or 4 groups of information. It can also give information about the relationship, such as its strength, the roles played by various individuals, or measurements.

https://asq.org/quality-resources/matrix-diagram

52
Q

Describe a priorities matrix

A

Helps to rank problems or issues by a particular criterion that is important to the organization. To be filled out with the group.

A priorities matrix evaluates and prioritizes a list of options. The team first establishes a list of weighted criteria and then evaluates each option against those criteria. This is a variation of the L-shaped matrix.

https://www.quality-assurance-solutions.com/Priorities-matrix.html

53
Q

Describe a matrix chart (Y-shaped)

A

Shows the relationships between customer requirements, internal process metrics, and the departments involved.

54
Q

Describe a House of Quality

AKA Quality Function Deployment (QFD)

A

A diagram, resembling a house, used for defining the relationship between customer desires and the firm/product capabilities.

It is a process of listening to customers, translating their desires into a written plan, prioritizing steps of execution based on what is most important to the customer, and putting a realistic plan on paper.

https://www.whatissixsigma.net/house-of-quality-qfd/

55
Q

Describe a tree diagram

A

A diagram that can be used to map out the path and tasks that need to be accomplished in order to solve a problem, achieve a goal, or resolve an issue.

Depicts the hierarchy of tasks and subtasks needed to complete an objective.

https://asq.org/quality-resources/tree-diagram

56
Q

Describe a Process Decision Program Chart (PDPC)

A

A chart that systematically identifies what might go wrong in a plan under development. It does three things:

  1. Identify the high level steps and sequence of the plan
  2. Identify what could go wrong.
  3. Identify possible countermeasures for each potential problem.

Systematically identifies what might go wrong in a plan under development.

A new management planning tool

https://asq.org/quality-resources/process-decision-program-chart

57
Q

Describe a defect concentration diagram

A

A diagram used to analyze the causes of the product or part defects by showing the location of errors. It follows the following steps:

  • Define the fault(s) being investigated
  • Make a map, drawing, or picture
  • Mark on the diagram each time a fault occurs and where it occurs
  • After a sufficient period of time, analyze the diagram to identify where the faults occur.

A defect concentration diagram is a visual representation—usually, a diagram or map—which shows all defects or problem areas in what is being analyzed. (Ex. Map with cholera deaths)

https://www.statisticshowto.datasciencecentral.com/defect-concentration-diagram/

58
Q

Define an interrelationship diagram

A

A diagram used to define the roles among activities and map out the links between different items of a central issue or problem.
You are looking for cause/influence relationships between arrows.

Depicts the relationship among factors in a complex situation. The relations diagram shows cause-and-effect relationships. Its main purpose is to help identify relationships that are not easily recognizable.

https://asq.org/quality-resources/relations-diagram

59
Q

Describe an activity network diagram

A

A diagram of project activities that shows the sequential relationship of activities using arrows and nodes.

An Activity Network Diagram is a diagram of project activities that shows the sequential relationships of activities using arrows and nodes. An activity network diagram tool is used extensively in and is necessary for the identification of a project’s critical path (which is used to determine the expected completion time of the project).

https://www.sixsigmadaily.com/the-activity-network-diagram/

60
Q

Describe a timeline analysis

A

A chart to match up process performance over time with changes made to the process. Used in root cause analysis to identify changes that impacted the process performance.

To match up process performance over time with changes made to the process.

https://qualitytrainingportal.com/resources/problem-solving/data-display-analysis/timeline-analysis/

61
Q

Describe a fault-tree analysis

A

A chart used to identify the causes of problems within a process and help identify areas of concern for new product design or for improvement of existing products.

It is a deductive procedure used to determine the various combinations of hardware and software failures and human errors that could cause undesired events (referred to as top events) at the system level.

The deductive analysis begins with a general conclusion, then attempts to determine the specific causes of the conclusion by constructing a logic diagram called a fault tree. This is also known as taking a top-down approach.

http://asq.org/quality-progress/2002/03/problem-solving/what-is-a-fault-tree-analysis.html

62
Q

Describe the difference between a run chart and control chart

A

http://blog.pqsystems.com/2009/12/03/what-is-the-difference-between-a-run-chart-and-a-control-chart/

A run chart is a simpler chart. It shows you upward and downward trends & a general picture.

Control charts have upper and lower control limits and allow you to ask “Is my process stable/in control?” Designed to prevent 1) changing a process when you shouldn’t, and 2) ignoring a process when you shouldn’t.

63
Q

What are the 7 new management and planning tools?

A

In 1976, the Union of Japanese Scientists and Engineers (JUSE) saw the need for tools to promote innovation, communicate information and successfully plan major projects. A team researched and developed the seven new quality control tools, often called the seven management and planning (MP) tools, or simply the seven management tools. They are:

  1. Affinity Diagram: organizes a large number of ideas into their natural relationships.
  2. Relations Diagram: shows cause-and-effect relationships and helps you analyze the natural links between different aspects of a complex situation.
  3. Tree Diagram: breaks down broad categories into finer and finer levels of detail, helping you move your thinking step by step from generalities to specifics.
  4. Matrix Diagram: shows the relationship between two, three or four groups of information and can give information about the relationship, such as its strength, the roles played by various individuals, or measurements.
  5. Matrix Data Analysis: a complex mathematical technique for analyzing matrices, often replaced by the similar prioritization matrix. A prioritization matrix is an L-shaped matrix that uses pairwise comparisons of a list of options to a set of criteria in order to choose the best option(s).
  6. Arrow Diagram: shows the required order of tasks in a project or process, the best schedule for the entire project, and potential scheduling and resource problems and their solutions.
  7. Process Decision Program Chart (PDPC): systematically identifies what might go wrong in a plan under development.

Total Quality Management Professional (TQMP) (6 decks)

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