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54 Cards in this Set
- Front
- Back
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A products fitness for consumption in terms of meeting customers needs and desires.
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Product Quality
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A measure of how well a product's designed features match up to the requirements of a given customer group
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Design Quality
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A measure of whether of not a delivered product meets its design specifications.
(MEETING DESIGN SPECIFICATIONS) STATING THAT A CAR GETS 40 MPG |
Conformance Quality
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A management approach that establishes an organization wide focus on quality
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Quality Management
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List the eight dimensions of product quality:
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1. performance
2. features 3. Reliability 4. Durability 5. Conformance 6. Aesthetics 7. Support/Responsiveness 8. Perceived Quality (reputation/Assurance Empathy) |
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Degree to which meets or exceeds certain operating characteristics
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Performance
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Presence of unique characteristics supplementing basic features
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Features
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Operating time before repair
Dependable and accurate |
Reliability
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Product life or amount of use on gets until deterioration
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Durability
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Degree to which design specifications are met
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Conformance
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Look, feel, sound, taste or smell. (tangible good)
Facilities, equipment, personnel and communication materials (intangible good) |
Aesthetics
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Installations, information, maintenance, or repair.
(tangible good) Willingness to help and prompt service (intangible good) |
Support/ Responsiveness
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Image, advertising, brand name, reputation, etc. not directly associated with attributes.
(tangible good) Knowledge & courtesy of employees; ability to convey trust, confidence, caring and individual attention. (intangible service) |
Perceived Quality (reputation/assurance/empathy)
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An integrated business management strategy aimed at embedding awareness of quality in all organizational processes.
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Total Quality Management (TQM)
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A framework for quantifying the total cost of quality-related efforts and deficiencies.
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Cost of Quality (COZ)
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Quality should be built into the product (deming)
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Quality at the Source
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Costs associated with efforts to prevent product defects and associated failure and appraisal costs.
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Prevention Cost.
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Teacher (Costs associated with inspection to assess quality levels (e.g. staff, tools, training, etc.)
Book - Costs resulting from inspection used to assess quality levels |
Appraisal Cost
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T (Costs from defects found before delivery to the customer (e.g., rework, scrap, etc.)
B (Costs associated with quality failures uncovered before products are delivered to customers. |
Internal Failure Costs
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T (Costs associated with defects found after delivery to customers (e.g., warranty, recall,etc,)
B (Costs associate with quality failures uncovered after products reach customers. |
External Failure Costs
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Holistic view of responsibility for quality VARIABILITY AS SOURE OF MOST PROBLEMS importance to customer
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Deming
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Broadened definition of quality focus on change management costs of quality analysis
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Juran
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QUALITY IS FREE, ZERO DEFECTS, focus on incremental change.
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Crosby
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KAIZEN SYSTEM CONTINUOS IMPROVEMENT intense process oriented view Heavy dependence on frontline worker insights Emphasis on working training and development.
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Imai
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_____view is that managers must support workers, and not the other way around.
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Total Quality Management Organizational view
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pg 165
illustration 6-1 good example |
Inverted View of Management
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Why is quality management a never-ending quest:
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Always Room for Improvement
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10 Values that characterize Total Quality Management (TQM)
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1. Holistic view of quality
2. Emphasis on customer 3. Extended process view of operations 4. Emphasis on prevention, not inspection. 5. Disdain for variability 6. Data (not opinion) based decision making 7. Employee empowerment 8. Top Management support 9. Supplier involvement 10. Continuous Improvement |
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6 Factors that affect the success of Total Quality Management (TQM)
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1. Strong, charismatic leadership.
2. Trust between labor and management 3. Motivation for Change 4. Adequate resources 5. Management of Change Process 6. Unquestionable success of early efforts. |
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Plan-do-check-act cycle (deming wheel or cycle): sequence to solve problems and improve over time)
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Guiding Methodologies: PDCA
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What does PDCA stand for
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Plan Do Check Act
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Identify problem and actions for improvement
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Plan
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Implement formulated plan
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Do
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Monitor results
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Check
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Take corrective action and institutionalize changes
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Act
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2nd Guiding Methodologies
t (quality improvement through elimination of defects and variation) b ( a management program that seeks to improve the quality of process outputs by identifying and removing the causes of defects and variation in the various processes. |
Six Sigma
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3rd Guiding Methodologies
Define, Measure, Analyze, Improve, Control. |
DMAIC
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Determine Critical to Quality (CTQ) characteristics from customer's perspective
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Define
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Gather data on CTQ processes
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Measure
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Determine cause of defects
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Analyze
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Modify processes
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Improve
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Ensure improvements are maintained
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Control
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What does DMAIC stand for.
the same as the 5 objectives that project teams focus on in DMAIC process. |
Define, Measure, Analyze, Improve, Control.
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A design approach that balances customer requirements with the constraints and capabilities of the supporting manufacturing and service processes.
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Design for Six Sigma
(DFSS) |
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What are the four guiding methodologies for quality management.
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1. Plan-Do-Check-Act Cycles (deming wheel)
2. Six Sigma: A systematic approach to quality management 3. DMAIC: The six sigma process 4. Design for Six Sigma |
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A set of internationally accepted standards for business quality management systems
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ISO 9000
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What does an organization do to fulfill ISO 9000
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1. The customers quality requirement,
2. Applicable regulatory requirements, while aiming to enhance customer satisfaction. 3. Achieve continual improvement of its performance in pursuit of these objectives. also see page 174 bottom. |
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What does an organization do to fulfill ISO 9000
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1. For All types of organizations
2. Application and audit 3. International standard 4. Required by many customers 5. Certification maintenance requires periodic auditing. |
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A national quality award bestowed given by the United States National Institute for Standards and Technology (NIST) in recognition of superior quality and performance excellence.
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Malcolm Baldridge National Quality Award
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4 Goals and Procedures of the Malcolm Baldrige Quality Award.
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1. Stimulating companies to attain excellence in quality for the pride of achievement and improved profitability.
2. Recognize outstanding companies and disseminating the experiences of these firms to teach others about quality and its impact on cop orate performance. |
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4 Goals and Procedures of the Malcolm Baldrige Quality Award.
(CONTINUED) |
3. Establishing guidelines for quality assessment by organizations in business, government and other areas.
4. Gathering detailed information from award winners about how to attain superior quality. |
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Discuss the "total" view of quality"
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Quality easier to determine for tangible goods than for intangible goods.
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Functional Influence on Quality
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Quality is the responsibility of all functions.
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A measure of the variability or dispersion of a population, data set, or distribution.
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Standard Deviation
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