ch 7: understanding quality Flashcards
1
Q
ability of a product or service to consistently meet or exceed customer requirements or expectations.
A
quality
2
Q
However, different customers will have different requirements, so a working definition of quality is?
A
customer-dependent
3
Q
For a decade or so, quality was an important focal point in business. But after a while, the emphasis on quality began to fade, and quality took a backseat to other concerns. However, there has been an upsurge recently in the need for attention to quality. Much of this has been driven by recent experience with?
A
costs and adverse publicity associated with wide-ranging recalls that have included automobiles, ground meat, toys, produce, dog food, and pharmaceuticals.
4
Q
Focuses on customer satisfaction – the only guarantee for long term survival assured “quality” in every process is the objective of this
A
TQM
5
Q
A scientific, systematic, companywide activity “in which a company is devoted to customers through its products and services.
A
TQM
6
Q
usefulness, reliability, safety
A
d. Quality –
7
Q
Consumers may focus on the specification quality of a product/service, or?
A
how it compares to competitors in the marketplace
8
Q
Quality in business, engineering and manufacturing has a pragmatic interpretation as the non-inferiority or superiority of something; it is also defined as?
A
“fitness for purpose”
9
Q
Quality is sometimes defined as “meeting the?
A
“meeting the? requirements of the customer.”
10
Q
describes any systematic process for ensuring quality during the successive steps in developing a product or service.
A
quality assurance
11
Q
is a standard for ensuring that a company’s quality assurance system follows best industry practices.
A
ISO 9000
12
Q
has a pragmatic interpretation as the non-inferiority or superiority of something; it is also defined as “fitness for purpose”. Consumers may focus on the specification quality of a product/service, or how it compares to competitors in the marketplace
A
Quality in business, engineering and manufacturing
13
Q
There are five aspects of quality in a business context
(enumerate)
A
a. Producing
b. Checking
c. Quality Control
d. Quality Management
e. Quality Assurance
(PC3Q)
14
Q
providing something.
A
a. Producing -
15
Q
confirming that something has been done correctly.
A
b. Checking -
16
Q
controlling a process to ensure that the outcomes are predictable.
A
c. Quality Control -
17
Q
directing an organization so that it optimizes its performance through analysis and improvement.
A
d. Quality Management –
18
Q
obtaining confidence that a product or service will be satisfactory. (Normally performed by a purchaser)
A
e. Quality Assurance –
19
Q
achieve planned results with least resources
A
c. Effective and efficient –
20
Q
Quality has many meanings – many of them are subjective, such as the term?
A
“excellent” or “outstanding” quality.
21
Q
In the quality management field, quality has a more specific meaning. “According to ISO 9001:2008, quality is defined as
A
“the degree to which a set of inherent characteristics fulfils requirements”.
22
Q
The very favorable experience of the client of a business when they have received a good or service that significantly surpasses what they had initially anticipated.
A
Quality
23
Q
A marketing department can use instances of customer delight to a company’s advantage by requesting referrals and obtaining testimonials from delighted customers that can help attract new customers.
A
24
Q
all-encompassing maintenance and production individuals working together.
A
✓ Total –
25
The observation techniques and activities used to fulfil requirements for quality.
d. Quality Control:
26
refers to the processes and procedures that systematically monitor different aspects of a service, process or facility to detect, correct and ensure that quality standards are being met.
Quality assurance
27
The act of giving confidence, the state of being certain or the act of making certain.
a. Assurance:
28
The planned and systematic activities implemented in a quality system so that quality requirements for a product or service will be fulfilled.
b. Quality Assurance:
29
An evaluation to indicate needed corrective responses; the act of guiding a process in which variability is attributable to a constant system of chance causes.
c. Control:
30
refers to the methods that are used to control process variables when manufacturing a product.
Process control
31
For example, factors such as the proportion of one ingredient to another, the temperature of the materials, how well the ingredients are mixed, and the pressure under which the materials are held can significantly impact the quality of an end product.
Process control
32
Manufacturers control the production process for three reasons:
a. Reduce variability
b. Increase efficiency
c. Ensure safety
33
production of goods and services that meet or exceed customers’ expectations.
✓ Productive –
34
is the systematic execution of maintenance by all employees through small group activities.
Total productive maintenance (TPM)
35
Analyzing the three words of T, P, M we have?
✓ Total
✓ Productive
✓ Maintenance
36
keeping equipment and plant in as good as better than the original condition at all times.
✓ Maintenance -
37
is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives so as to provide products and services with a level of quality that satisfies customers, at the appropriate time and price.
TQM
38
TQM – Definition “Explanation of key terms”
a. Systematic activities
b. Entire organization
c. Effective and efficient
d. Quality
39
Planned, strong leadership, Mid and long term vision, strategies and policies
a. Systematic activities –
40
everyone at all levels, across functions
b. Entire organization –
41
A system for maintaining desired standards in a product or process by inspecting samples of the product.
Quality Control Process
42
Maintenance of standards of quality of manufactured goods.
Quality Control Process
43
is the key element in every stage of the production process from raw materials to finished product.
Quality
44
Every manufacturer is faced with the problem if maintenance of the quality of his product. The term “?” is used to coordinate all those activities which are directed for defining controlling and maintaining quality.
Quality Control
45
is systematic control by management of the variables in the manufacturing process that affect goodness of the end product.
Quality Control
46
may be defined as that technique or group of techniques of the industrial management by means of which products of uniform acceptable quality are manufactured.
Quality control
47
To be successful implementing TQM, an organization must concentrate on the eight key elements:
a. Ethics.
b. Integrity.
c. Trust.
d. Training.
e. Teamwork.
f. Leadership.
g. Communication.
h. Recognition.
48
Management draws up a business code of ethics to which all personnel should adhere. Sometimes an external company is contracted to help produce a document.
a. Ethics.
49
Clients expect to find integrity in an organisation. Integrity encompasses morals, values, fairness, honesty and sincerity. If somebody makes a mistake, they should feel comfortable in admitting their error.
b. Integrity.
50
TQM cannot work without trust. It is essential for both the clients and the individual participants at all levels of the company. When workers are trusted to make decisions, they start to take pride in the organisation for which they work.
c. Trust.
51
Workers can only be highly productive when they receive appropriate training. Training can focus on areas such as interpersonal skills, working in a team, problem solving or performance analysis. Training should be on-going and given as the need arises.
d. Training.
52
The Total in TQM refers to the total involvement of an organization’s staff. People working in a team are more likely to make creative suggestionsthan those working in isolation.
e. Teamwork.
53
Leadership does not only refer to top management. In the case of TQM leadership is found at all levels. Workers need to be guided by leaders with a clear vision of the company’s goals.
f. Leadership.
54
Communication is the vital link between all of the organization’s elements. Information needs to be shared regularly and constantly. Communication takes place in three directions: downwards from top management to employees; upwards where workers provide management; and sideways where communication crosses over between different departments and to external suppliers and customers.
g. Communication.
55
Individuals and teams should have their efforts, ideas and achievements recognized. Recognition increases self-esteem and this, in turn, increases productivity. Recognition should come as soon as possible after the act that is being recognized.
h. Recognition.
56
6.2.Key role of process management
a. Establishment of the quality standards which are acceptable to the customer and economical for the manufacturing operations to maintain.
b. Location of flaws in the raw materials or in the processing of that material which will cause trouble at subsequent operations.
c. To analyze the trend and extent of quality deviation in a part or product during manufacturing process.
d. Determination of the cause of such deviation where it is not due to chance variables.
e. Taking the necessary corrective steps to keep the quality of the product from dropping below the tolerance limits.
f. To segregate defective goods
57
a. Establishment of the _________________ which are acceptable to the customer and economical for the manufacturing operations to maintain.
quality standards
58
b. _______________________________________________________________________ which will cause trouble at subsequent operations.
Location of flaws in the raw materials or in the processing of that material
59
c. To ___________________ and ______________________ in a part or product during manufacturing process.
analyze the trend and extent of quality deviation
60
d. Determination of the _______________________ where it is not due to chance variables.
cause of such deviation
61
e. ________________________________________ to keep the quality of the product from dropping below the tolerance limits.
Taking the necessary corrective steps
62
f. To segregate _________________
defective goods
63
Basic Principles of TQM
a. Focus on customer (internal and external).
b. Involvement of the entire organization.
c. Team Effort.
d. Empowering Employees.
e. Process improvement.
f. Benchmark for Process Improvement.
g. Partnering with Suppliers and Customers.
h. Re-engineering the Organization.
64
The customer is usually viewed as the one who purchases the product produced by the company. These customers are referred to as?
external customers.
## Footnote
Focus on customer (internal and external).
65
However, there are customers who are part of the process. These customers are referred to as? These needs must be translated into specifications that can be met or exceeded on a consistent basis.
internal customers.
## Footnote
Focus on customer (internal and external).
66
When a job is rejected or the customer requests a price reduction or even worse if the customer goes to your competitor for new or remake work, it is never because the job is defective in every way possible but because some specific defect (or defects) is not acceptable to the customer.
b. Involvement of the entire organization.
67
Any one department can do a bad or good job and it does not matter; it is the entire job that is accepted or rejected. TQM is putting together all the small elements so that the entire job is excellent and the customer is satisfied.
b. Involvement of the entire organization.
68
is putting together all the small elements so that the entire job is excellent and the customer is satisfied.
TQM
## Footnote
b. Involvement of the entire organization.
69
Teams must be trained in how to function, and they must be given the tools needed to work together effectively.
c. Team Effort.
70
Members must be able to offer suggestions and resolve particular problems in a **timely and cost-effective** manner.
c. Team Effort.
71
Teams cannot be set up without being given the proper time to train, time allocations for results, and financial support to sustain their efforts.
c. Team Effort.
72
The empowerment goal is to improve quality, productivity, and service.
d. Empowering Employees.
73
means more than listening to requests for changes in materials, working procedures, equipment, training, communication systems, and other areas that will assist the employee in doing the job more effectively.
To empower the work force
## Footnote
d. Empowering Employees.
74
means encouraging and training the work force to take responsibility for making decisions relating to quality, productivity, and service to the customer.
Empowerment
## Footnote
d. Empowering Employees.
75
requires a mind-set for change.
e. Process improvement.
76
requires that you understand each step in the total operation of your organization and how these steps are interconnected.
e. Process improvement.
77
Processes involving more than one person should be done by the entire group involved in that particular process. It is necessary to first determine what is being done presently before working on process improvement steps.
e. Process improvement.
78
is the process of measuring your company's performance in each function and comparing that level of performance with the level of performance achieved by successful leaders.
Benchmarking
## Footnote
f. Benchmark for Process Improvement.
79
There are three types of benchmarking:
## Footnote
(enumerate)
✓ Internal benchmarking,
✓ Competitive benchmarking
✓ Generic (world-class) benchmarking
80
means working together for the common good.
Partnering
## Footnote
g. Partnering with Suppliers and Customers.
81
When companies purchase their materials and supplies by price alone, the ultimate cost may far and away exceed choosing suppliers for their service, quality, and price. These are the suppliers that will suggest new and different materials and procedures and will offer an overall more intimate working relationship.
g. Partnering with Suppliers and Customers.
82
What is true of supplier partnerships is?
also true of customer partnerships.
83
To maintain customer partnerships requires that you have an?
intimate knowledge of the business needs of your customer.
84
is radical change, while process improvement is incremental in nature.
Re-engineering
## Footnote
h. Re-engineering the Organization.
85
Quality is total composite product (goods and services) characteristics, through which the product in use will meet the needs and expectations of the customers.
FEIGENBAUM (1983) DEFINED QUALITY AS FOLLOWS
86
Concept of quality must start with identification of customer quality requirements and must end only when the finished product is placed into the hands of the customer who remains satisfied through varigus stages of relationship with the seller
FEIGENBAUM (1983) DEFINED QUALITY AS FOLLOWS
87
defined Quality is totality of features and characteristics of product (goods and services) that bears on its ability to satisfy given needs”
American Society of Quality Control (ASQC) and American National Standard Institute (ANSI)
88
APPROACHES TO DEFINE QUALITY
1. transcendent approach
2. user based approach
3. product based approach
4. production based approach
5. value based approach
89
- synonymous with innate excellence
1. transcendent approach
90
- absolute and universally recognizable
1. transcendent approach
91
- common notion used by laymen
1. transcendent approach
92
- NO SUBJECTIVE JUDGEMENT and is estimated by looking at the product
1. transcendent approach
93
- personal assessment
1. transcendent approach
94
- defined as "fitness for use"
2. user based approach
95
- beauty is in the eye of the beholder
2. user based approach
96
- viewed from user's perspective and is dependent on how well does the product meet the needs of the customer
2. user based approach
97
- aka customer oriented approach
2. user based approach
98
- POV of customers who directly uses the products
2. user based approach
99
- focuses on the criteria that are used in creating a product
3. product based approach
100
- attributes of the product
- these attributes are accepted as bench of quality by industry
- we design product
3. product based approach
101
- SOP - standard operating procedure
4. production based approach
102
- an outcome of engineering or operational excellence
- based on the
4. production based approach
103
- benefits and price
- satisfaction based on benefits
- viewed in context of price
5. value based approach
104
- quality is satisfactory, if it provides desired performance at an acceptable price
5. value based approach
105
- customer looks at the total value proposition and not the price alone
5. value based approach
106
- as a product increases in terms of features, we expect that the price goes up as well
value = benefits/price
5. value based approach
107
MANUFACTURING DIMENSIONS
1. Performance
2. Features
3. Reliability
4. Conformance
5. Durability
6. Servicability
7. Aesthetics
8. Perceived quality
108
- basic functions/characteristics of the product
- e.g. phone (camera, battery
1. Performance
109
- additional qualities on top of the basic functions
- secondary performance
- e.g. phone (size, storage, colors
2. Features
110
- ung pagiging honest nya based sa sinabing performance nya
- e.g. phone (sabi sa performance the battery lasts 24 hrs, dapat ganun talaga ung performance nya)
3. Reliability
111
- closely linked to reliability
- e.g. whitening soap (sabi nung soap, within 7 days puputi ka, so after 7 days you check ur dapar ganun din)
4. Conformance
112
- long lasting
5. Durability
113
- how fast can a manufacturer provide proper assistance to customers (e.g. service center)
6. Servicability
114
- physical (e.g. color, design, shape)
7. Aesthetics
115
- how customers define quality
8. Perceived quality
116
SERVICE DIMENSIONS
1. Reliability
117
- knowledge of the service providers based on the service they provide
1. Reliability
2. Responsiveness
3. Assurance
4. Empathy
5. Tangibles
118
- how they act with the quarries and concerns of customers (with respect)
2. Responsiveness
119
- we need to make the customers feel that they can trust us, na kaya mong gawin ung trabaho mo
3. Assurance
120
- emotions
- as the providers we need to make sure that we provide the right emotions/respect/feel/etc.
- e.g. sa dentist, hindi ka agad bubunutan, kekwentuhan ka muna para ma relax ka
4. Empathy
121
- we need tangible aspects even though the service is intangible
- (e.g. facility, etc.
5. Tangibles
122
ARE USED TO PROPERLY MEASURE, ASSES AND TO CHECK THE QUALITY OF PRODUCTS AND SERVICES
THE DIMENSIONS
123
ARE BASED/DEPENDS ON WHO VIEWS THE PRODUCT/SERVICE
THE APPROACHES
124
EVOLUTION IF QUALITY MANAGEMENT
1. Mass inspection
2. quality control
3. quality assurance
4. total quality control
5. total quality management
125
- used in a much earlier period, medieval era
1. Mass inspection
126
- inspecting only the final output (product/finished goods)
1. Mass inspection
127
- limited mass inspectors (people)
1. Mass inspection
128
- the end process contain all the following:
— inspecting, salvaging, sorting, grading, rectifying, rejecting
1. Mass inspection
129
- no quality manuals/standard to follow
- inspection is at the end of the process
- reactive
1. Mass inspection
130
- renaissance era (kung saan nagkaroon na ng industrial revolution
- reactive also
2. quality control
131
- industrial revolution due to machineries and equipment and assembly line
2. quality control
132
- they assess the product before they reach the customers
- nag add sila ng mass inspectors (people)
2. quality control
133
- may mga naka set na quality manuals, so may standard na na sinusundan (mas standardized)
- inspection is also at the end of the process
2. quality control
134
- proactive
3. quality assurance
135
- realization that preventing defects is more effective
- managing and improving processes
3. quality assurance
136
- quality planning
- systemizing production processes to ensure similar? homogenous? outputs using SPC (Statistical process control)
- focuses on every processes
3. quality assurance
137
- very strategic tool integral to companies' success
- emphasis on checking the quality of inputs (resources/raw materials/materials) used and equipments used
4. total quality control
138
- late 20th century
-
5. total quality management
139
a holistic approach
- the concept of TQM started (management principle)
- TQM—took a more holistic approach
-
5. total quality management
140
hindi lang isang functional area ang nag eevaluate ng standards/quality, but everyone in the organization is responsible
- goal of TQM: continual quality improvement (to continually improve quality) and provide customer satisfaction
5. total quality management
141
- providing or creating output where we can easily detect by checking the preset standard with the product
a. Producing
142
- evaluating, assessing if we meet the criteria
b. Checking
143
- standard operating procedure (sop)
- so that we know in which specific step the problem arises
c. quality control
144
- to ensure the management, aka diff management functions (like planning, ?, leading, controlling), really impose the standards
- planning: where the preset standards/criteria starts
d. quality management
145
- normally performed by a purchaser (dahil ang customers ang may final verdict if we really provide them quality products)
- customer are satisfied = quality produc
e. quality assurance
146
confidence that we are giving the customers a quality product
Assurance
147
- code of ethics for business entities
- moral and immoral in the processes they do/use/apply
- knowing what is right and wrong
- as part of the community/society
- their responsibility
- existing rules/laws/regulations
- "hindi dinadaya ang customers" (e.g. false advertisement)
a. ethics
148
- accountability of the business when the product that they put out in the market is wrong(?)
- being honest in admitting that you are at fault and finding a way in how you can show the public na ginagawa mo ung best mo to fix it/make sure it doesn't happen again
b. integrity
149
- kailangan ung employess/members mismo trust the standard they are using will provide quality products
c. Trust
150
- so that employees understand the importance of quality product
d. Training
151
- everyone whitin the diff levels of the management aspects
f. Leadership
152
- the vital link in the diff functional areas and management aspects
- 3 way communication:
— top to bottom, bottom to top, and decentralized cascading of information(?)
g. Communication
153
- you should provide proper recognition to your teams' effort in doing their best to improve their productivity (effectiveness and efficient)
h. Recognition
154
KEY ROLE OF PROCESS MANAGEMENT
a. quality standards
- dapat win-win dito
- quality product pero not in the expense of the company(financially)
- meets both the satisfaction of customers and the financial capability of management
b. Location of flaws in the raw materials or in the processing of that material
- we should properly check our inputs
- minimize the defective outputs
Note:
there is no perfect outputs and processes, there is only minimization of defects on the output and problems on the process
c. analyze the trend and extent of quality deviation
- pin-point on what stage of the process did we encounter the problem (root cause)
d. cause of such deviation
- once u identify what causes deviation, we must offer up a solution
e.Taking the necessary corrective steps
f. To segregate defective goods
155
7 BASIC PRINCIPLES OF TQM
1. Focus on Customer
- both for the internal cuatomers(part of the process, e.g. employees) and external customers(mga directly bumibili sa product out in the market, e.g. consumers)
2.
- everyone has the responsibility to make sure we follow the criteria to meet quality standards
3. team effort
- holistic, we do not work in isolation
- as a team, we should work together effectively and implement the standards/criteria
4. empowering employees
- includes working procedures, equipment that you use, communication, etc. that assist the employees in working(?( to acheive the standards
5. process improvement
- revisit procedure and processes
- ISO — validate diff proceses and suggest much better step/procedures to improve output
6. benchmark
- comparison
- 3 waya to bench mark:
1. internal benchmarking
- comparison of department to department
2. competitive benchmarking
- e.g. schools with other schools
- adapt other's processes and aligning it with your organization
3. generic or world(?) benchmarking
- international standard
- ISO
7. Partnering w/ suppliers and customer
- build a good rapor and harmonious relationship with them
8.Re-engeeniring the organization
- apply change (do not resist change)
- (e.g. the customers demands higher standard, we must change the process to meet them)
