Chapter 06, 07, and 08 Flashcards
1
Q
Develop concept incorporating customer needs and expectations.
A
Idea Generation
2
Q
Study new ideas for feasibility.
A
Preliminary Concept Development
3
Q
Evaluate design alternatives and determining engineering specifications; test prototypes; develop, test, and standardize processes.
A
Product/Process Development
4
Q
Distribute to customers.
A
Market Introduction
4
Q
Release the product to manufacturing or service delivery teams.
A
Full-Scale Production
5
Q
Market evaluation and customer feedback to initiate
continuous improvements.
A
Market Evaluation
6
Q
STRUCTURED PRODUCT DEVELOPMENT PROCESS
A
Idea generation
Preliminary concept development
Product/process development
Full-scale production
Market introduction
Market evaluation
7
Q
Better designs _______ cost and ________ quality
A
reduce; improve
8
Q
Many product failures and service upsets result form _______ design or ________ design processes.
A
poor; inadequate
9
Q
___________________ is a process in which all major functions involved with bringing a product to market are continuously involved with product development from conception through sales.
A
Concurrent engineering
10
Q
_________________, usually consisting of 4 to 20 members and including every specialty in the company.
A
Multifunctional teams
11
Q
Multifunctional teams usually consisting of __ to __ members and including every specialty in the company.
A
4 to 20
12
Q
The functions of such teams are to perform and coordinate the activities in the product development process simultaneously, rather than sequentially.
A
Multifunctional teams
13
Q
The functions of such teams are to perform and coordinate the activities in the product development process ____________, rather than sequentially.
A
simultaneously
14
Q
____________________ represents a structured approach to product development and a set of tools and methodologies for ensuring that goods and services will meet customer needs and achieve performance objectives, and that the processes used to make and deliver them achieve high levels of quality.
A
Design for Six Sigma (DFSS)
15
Q
Activities under DFSS
A
Concept development
Detailed design
Design optimization
Design verification
16
Q
DFSS Activities’ Process
A
DMADV - Define, Measure, Analyze, Design, Verify
17
Q
____________________ is the process of applying scientific, engineering, and business knowledge to produce a basic functional design that meets both customer needs and manufacturing or service delivery requirements.
A
Concept development
18
Q
_______________ involves the adoption of an idea, process, technology, product, or business model that is either new or new to its proposed application.
A
Innovation
19
Q
Innovation is built upon strong __________________ processes.
A
research and development (R&D)
20
Q
_____________ is seeing things in new or novel ways.
A
Creativity
21
Q
________________ are designed to help change the context in which one views a problem or opportunity, thereby leading to fresh perspectives.
A
Creativity tools
22
Q
Examples of creativity tools
A
Brainstorming and “brainwriting”
23
Q
TRIZ, a Russian acronym for the ________________________.
A
Theory of Inventive Problem Solving
24
It was developed by a Russian patent clerk who studied thousands of submissions, and observed patterns of innovation common to the evolution of scientific and technical advances.
Theory of Inventive Problem Solving
25
He recognized that these concepts could be taught, and he developed some 200 exercises to foster ______________________.
creative problem solving
26
____________________ focuses on establishing technical requirements and specifications, which represent the transition from a designer’s concept to a producible design, while also ensuring that it can be produced economically, efficiently, and with high quality.
Detailed design
27
___________________ is based on the premise that good design is governed by laws similar to those in natural science.
Axiomatic design
28
Good design occurs when the functional requirements of the design are independent of one another (Feature Phones).
Independence Axiom
29
Good design corresponds to minimum complexity (Basic Smart Phones.
Information Axiom
30
________________ is a planning process to guide the design, manufacturing, and marketing of goods by integrating the voice of the customer throughout the organization.
Quality Function Deployment (QFD)
31
Through ___________, every design, manufacturing, and control decision is made to meet the expressed needs of customers.
Quality Function Deployment (QFD)
32
______________ benefits companies through improved communication and teamwork between all constituencies in the value chain, such as between marketing and design, between design and manufacturing, and between manufacturing and quality control.
Quality Function Deployment (QFD)
33
The Four Linked Houses of Quality
1. Customer Requirements; Technical Requirements
2. Technical Requirements; Component Characteristics
3. Component Characteristics; Process Operations
4. Process Operations; Quality Control Plan
34
The House of Quality
See Page 12 of Chapter 6
35
BUILDING THE HOUSE OF QUALITY
1. Identify customer requirements.
2. Identify technical requirements.
3. Relate the customer requirements to the technical requirements.
4. Conduct an evaluation of competing products or services.
5. Evaluate technical requirements and develop targets.
6. Determine which technical requirements to deploy in the remainder of the production/delivery process.
36
Manufacturing specifications consist of _____________ and ___________.
nominal dimensions; tolerances
37
_____________ refers to the ideal dimension or the target value that manufacturing seeks to meet.
Nominal
38
_____________ is the permissible variation, recognizing the difficulty of meeting a target consistently.
Tolerance
39
________________ involves determining the permissible variation in a dimension.
Tolerance design
40
______________ tend to raise manufacturing costs but they also increase the interchangeability of parts within the plant and in the field, product performance, durability, and appearance.
Narrow tolerances
41
_______________ increase material utilization, machine throughput, and labor productivity, but have a negative impact on product characteristics
Wide tolerances
42
TRADITIONAL ECONOMIC VIEW OF CONFORMANCE TO SPECIFICATIONS
See Page 16 of Chapter 6
43
A Japanese engineer, ______________, maintained that the “goal-post” definition of quality is inherently flawed.
Genichi Taguchi
44
(T or F) No strict cut-off point divides good quality from poor quality, but that losses occur whenever there is a deviation from the nominal specification.
True
45
Taguchi measured ________ as the variation from the target value of a design specification, and then translated that variation into an economic “loss function” that expresses the cost of variation in monetary terms.
quality
46
The ____________ is a quadratic function so that larger deviations from target correspond to increasingly larger losses.
loss function
47
If the distribution of the variation about the target value is known, the average loss per unit can be computed by finding the expected value of the loss using routine
expected value calculations.
Expected Loss
48
____________ is defined as the probability that a product, piece of equipment, or system performs its intended function for a stated period of time under specified operating conditions.
Reliability
49
Key elements of Reliability
* Probability
* Time
* Performance
* Operating conditions
50
_______________ is the predicted reliability determined by the design of the product or process.
Inherent reliability
51
_______________ is the actual reliability observed during use.
Achieved reliability
52
_______________ can be less than the inherent reliability due to the effects of the manufacturing process and the conditions of use.
Achieved reliability
53
Two types of Failures
1. Functional failure
2. Reliability failure
54
Failure that occurs at the start of product life due to manufacturing or material detects
Functional failure
55
Failure after some period of use
Reliability failure
56
_________________ are determined during the product design phase
Reliability requirements
57
(T or F) The designer may use these techniques to determine the effects of adding redundancy, substituting different components, or reconfiguring the design.
True
58
___________ refers to designing goods and services that are insensitive to variation in manufacturing processes and when consumers use them.
Robust design
59
____________ is facilitated by design of experiments to identify optimal levels for nominal dimensions and other tools to minimize failures, reduce defects during the manufacturing process, facilitate assembly and disassembly (for both the manufacturer and the customer), and improve reliability.
Robust design
60
Identification of all the ways in which a failure can occur, to estimate the effect and seriousness of the failure, and to recommend corrective design actions.
Design failure mode and effects analysis (DFMEA)
61
Elements of DFMEA
1. Failure modes
2. Effect of the failure on the customer
3. Severity, likelihood of occurrence, and detection rating
4. Potential causes of failure
5. Corrective actions or controls
62
The _________ is based on how serious the impact would be if the potential failure were to occur.
severity rating
63
The _________ is based on the probability of the potential failure occurring.
occurrence rating
64
The _________ is based on how easily the potential failure could be detected prior to occurrence.
detection rating
65
Based on the severity, likelihood of occurrence, and detection rating, a ___________ is calculated.
risk priority number (RPN)
66
SCORING RUBRIC FOR DFMEA RATINGS
Severity – the higher the rating, the more severe
Occurrence – the higher the rating, the higher the occurence
Detection – the lower the rating, the higher the detection
67
Another term for Fault Tree Analysis (FTA)
cause and effect tree analysis
68
___________________ is a method to describe combinations of conditions or events that can lead to a failure.
Fault Tree Analysis (FTA)
69
__________________ is composed of conditions or events connected by “and” gates and “or” gates.
cause and effect tree
70
A cause and effect tree is composed of conditions or events connected by “___” gates and “___” gates.
and; or
71
An effect with an “____” gate occurs only if all of the causes below it occur.
and
72
An effect with an “____” gate occurs whenever any of the causes occur.
or
73
The process of designing a product for efficient production at the highest level of quality
DESIGN FOR MANUFACTURABILITY (DFM)
74
Example guidelines for DFM
* Minimize number of parts
* Design for robustness
* Eliminate adjustments
* Make assembly easy and foolproof
* Use repeatable, well-understood processes
* Choose parts that can survive process operations
* Design for efficient and adequate testing
* Lay out parts for reliable process completion
* Eliminate engineering changes
75
The explicit consideration of environmental concerns during the design of products and processes, and includes such practices as designing for recyclability and disassembly.
Design for Environment (DFE)
76
An emerging concept that includes many design-related initiatives such as concurrent engineering, design for manufacturability, design for assembly, design for environment, and other “design for” approaches
DESIGN FOR EXCELLENCE (DFX)
77
Principles for DFX
* Constantly thinking in terms of how one can design
or manufacture products better
* Focusing on “things done right” rather than “things gone wrong”
* Defining customer expectations and going beyond them
* Optimizing desirable features or results
* Minimizing the overall cost without compromising quality
78
The purpose of a ______________ is to stimulate discussion, raise questions, and generate new ideas and solutions to help designers anticipate problems before they occur.
design review
79
run devices until failure occurs
Life testing
80
overstress devices to reduce time to failure
Accelerated life testing
81
focused on discovering latent defects that would not otherwise be found through conventional methods
Highly accelerated life testing
82
the accomplishment of any improvement that takes an organization to unprecedented levels of performance
Breakthrough
83
__________ attacks chronic losses or, in Deming’s terminology, common causes of variation.
Breakthrough
84
Breakthrough attacks chronic losses or, in Deming’s terminology, common causes of ___________.
variation
85
_____________ methodologies and tools provide the foundation for breakthrough as well as modern Six Sigma approaches.
Process improvement
86
Process improvement methodologies
* Redefining and analyzing the problem
* Generating ideas
* Evaluating and selecting ideas
* Implementing ideas
87
Collect and organize information, analyze the data and underlying assumptions, and reexamine the problem for new perspectives, with the goal of achieving a workable problem definition.
Redefining and analyzing the problem
88
“Brainstorm” to develop potential solutions.
Generating ideas
89
Determine whether the ideas have merit and will achieve the problem solver’s goal.
Evaluating and selecting ideas
90
Sell the solution and gain acceptance by those who must use them
Implementing ideas
91
specification, production, and inspection for mass production.
Walter Shewhart
92
These steps correspond to the scientific method of hypothesizing, carrying out an experiment, and testing the hypothesis.
Walter Shewhart's specification, production, and inspection for mass production.
93
“Deming Wheel”
1. Design the product with appropriate tests.
2. Make the product and test in the production line and in the laboratory.
3. Sell the product.
4. Test the product in service and through market research.
94
Plan-Do-Check-Act, which evolved into Plan-Do-Study-Act (PDSA), known as the Deming Cycle
Japanese Implementation
95
Plan-Do-Check-Act, which evolved into Plan-Do-Study-Act (PDSA), known as the _________
Deming Cycle
96
Plan-Do-Check-Act, which evolved into ____________, known as the Deming Cycle
Plan-Do-Study-Act (PDSA)
97
1. Define the process: its start, end, and what it does.
2. Describe the process: list the key tasks performed and sequence of steps, people involved, equipment used, environmental conditions, work methods, and materials used.
3. Describe the players: external and internal customers and suppliers, and process operators.
4. Define customer expectations: what the customer wants, when, and where, for both external and internal customers.
5. Determine what historical data are available on process performance, or what data need to be collected to better understand the process.
6. Describe the perceived problems associated with the process; for instance, failure to meet customer expectations, excessive variation, long cycle times, and so on.
7. Identify the primary causes of the problems and their impacts on process performance.
8. Develop potential changes or solutions to the process, and evaluate how these changes or solutions will address the primary causes.
9. Select the most promising solution(s).
Plan
98
1. Conduct a pilot study or experiment to test the impact of the potential solution(s).
2. Identify measures to understand how any changes or solutions are successful in addressing the perceived problems.
Do
99
1. Examine the results of the pilot study or experiment.
2. Determine whether process performance has improved.
3. Identify further experimentation that may be necessary.
Study
100
1. Select the best change or solution.
2. Develop an implementation plan: what needs to be done, who should be involved, and when the plan should be accomplished.
3. Standardize the solution, for example, by writing new standard operating procedures.
4. Establish a process to monitor and control process performance.
Act
101
_____________ is seeing things in new or novel ways.
Creativity
102
Creative Problem Solving Process
o Understanding the “Mess”
o Finding Facts
o Identifying Specific Problems
o Generating Ideas
o Developing Solutions
o Implementing Solutions
103
identify symptoms
Understanding the “Mess”
104
gather data; operational definitions
Finding Facts
105
find the root cause
Identifying Specific Problems
106
brainstorming
Generating Ideas
107
evaluate ideas and proposals
Developing Solutions
108
make the solution work
Implementing Solutions
109
FADE
focus, analyze, develop, and execute.
110
DRIVE
Define the problem, Recognize the cause, Identify the solution, Verify the actions, and Evaluate the results.
111
(T or F) Some organizations embed the Deming cycle within a broader framework.
True
112
Custom Improvement Methodologies
* FADE
* DRIVE
* Some organizations embed the Deming cycle within a broader framework.
113
Six Sigma DMAIC Methodology
1. Define
2. Measure
3. Analyze
4. Improve
5. Control
114
a business improvement approach that seeks to find and eliminate causes of defects and errors in manufacturing and service processes by focusing on outputs that are critical to customers and a clear financial return for the organization.
Six Sigma
115
The term _______ is based on a statistical measure that equates to 3.4 or fewer errors or defects per million opportunities (dpmo).
six sigma
116
The term six sigma is based on a statistical measure that equates to ____ or fewer errors or defects per million opportunities (dpmo).
3.4
117
Evolution of Six Sigma
* Motorola (mid-1980s)
* General Electric (mid-1990s)
* Rapid growth and interests in subsequent years.
118
1. Think in terms of key business processes and customer requirements with a clear focus on overall strategic objectives.
2. Focus on corporate sponsors responsible for championing projects, support team activities, help to overcome resistance to change, and obtain resources.
3. Emphasize such quantifiable measures as dpmo that can be applied to all parts of an organization: manufacturing, engineering, administrative, software, and so on.
4. Ensure that appropriate metrics are identified early in the process and that they focus on business results, thereby providing incentives and accountability.
5. Provide extensive training followed by project team deployment to improve profitability, reduce non-value-added activities, and achieve cycle time reduction.
6. Create highly qualified process improvement experts (“Green Belts,” “Black Belts,” and “Master Black Belts”) who can apply improvement tools and lead teams.
7. Set stretch objectives for improvement.
Principles of Six Sigma
119
(TQM or Six Sigma) ______ is based largely on worker empowerment and teams.
TQM
120
(TQM or Six Sigma) ______ is owned by business leader champions.
Six Sigma
121
(TQM or Six Sigma) ______ activities generally occur within a function, process, or individual workplace
TQM
122
(TQM or Six Sigma) ______ projects are truly cross-functional.
Six Sigma
123
(TQM or Six Sigma) ______ training is generally limited to simple improvement tools and concepts
TQM
124
(TQM or Six Sigma) ______ focuses on a more rigorous and advanced set of statistical methods and DMAIC methodology.
Six Sigma
125
(TQM or Six Sigma) ______ is focused on improvement with little financial accountability
TQM
126
(TQM or Six Sigma) ______ requires a verifiable return on investment and focus on the bottom line.
Six Sigma
127
Types of Quality Problems
* Conformance problems
* Efficiency problems
* Unstructured performance problems
* Product design problems
* Process design problems
128
_____________ are defined by unsatisfactory performance by a well-specified system.
Conformance problems
129
______________ result from unsatisfactory performance from the standpoint of stakeholders other than customers.
Efficiency problems
130
______________ result from unsatisfactory performance by a poorly specified system.
Unstructured performance problems
131
_______________ involve designing new products that better satisfy user needs—the expectations of customers that matter most to them.
Product design problems
132
_________________ involve designing new processes or substantially revising existing processes.
Process design problems
133
_________________ are the vehicles that are used to organize and to implement Six Sigma.
Projects
134
The _______________, developed by the Project Management Institute, defines 69 tools that every project manager should master.
Project Management Body of Knowledge (PMBOK)
135
The Project Management Body of Knowledge (PMBOK), developed by the _________________, defines 69 tools that every project manager should master.
Project Management Institute
136
Achieving professional certification in _______________ can significantly assist Six Sigma efforts.
project management
137
Six Sigma Teams
* Champions
* Master Black Belts
* Black Belts
* Green Belts
* Team Members
138
Senior-level managers who promote and lead the deployment of Six Sigma in a significant area of the business.
Champions
139
Full-time Six Sigma experts who are responsible for Six Sigma strategy, training, mentoring, deployment, and results
Master Black Belts
140
Fully-trained Six Sigma experts with extensive technical training who perform much of the technical analysis required in Six Sigma projects, usually on a full-time basis.
Black Belts
141
Functional employees who are trained in introductory Six Sigma tools and methodology and work on projects on a part-time basis, assisting Black Belts while developing their own knowledge and expertise.
Green Belts
142
Individuals from various functional areas
who support specific projects.
Team Members
143
Factors in Six Sigma Project Selection
* Financial return
* Impacts on customers and organizational effectiveness
* Probability of success
* Impact on employees
* Fit to strategy and competitive advantage
144
measured by costs associated with quality and process performance, and impacts on revenues and market share
Financial return (return on investment/ROI)
145
Common Six Sigma Tools Used in Define
Project charter
Cost of quality analysis
Pareto analysis
High-level process mapping
146
Common Six Sigma Tools Used in Measure
Run charts
Check sheets
Descriptive statistics
Measurement system evaluation Process capability analysis Benchmarking
147
Common Six Sigma Tools Used in Analyze
Scatter diagrams
Detailed process mapping Statistical inference Cause-and-effect diagrams Failure mode and effects analysis Root cause analysis
148
Common Six Sigma Tools Used in Improve
Design of experiments
Mistake proofing
Lean production
Deming cycle
Seven management and planning tools
149
Common Six Sigma Tools Used in Control
Control charts
Standard operating procedures
150
Atooltoconsolidateandvisualizedinformationforsolvingqualityproblems, similar to DMAIC. The reports are comprised of seven sections.
Toyota A3 Report
151
Toyota A3 Report sections
1. Theme (which succinctly states the problem being addressed)
2. Background (which contains a description of all pertinent information needed to understand the scope of the problem)
3. Current condition (which deals with developing an understanding of the process using a value-stream map)
4. Cause analysis (which focuses on determining the cause of the problem)
5. Target condition (which specifies possible improvement ideas that could solve the problem)
6. Implementation plan (which identifies the steps that need to be accomplished in order to achieve the improvements)
7. Follow-up (which lists activities that will need to be completed after implementation along with the results of the implementation)
152
_______________ is one in which the characteristics observed are ordered from largest frequency to smallest.
Pareto distribution
153
__________________ is a graphical description of a Pareto distribution
Pareto diagram
154
Describe the problem in operational terms
Define
155
Drill down to a specific problem statement
Project scoping
156
A simple project definition, the project objective, the project team and sponsor, the customers and CTQs on which the project focuses, existing measures and performance benchmarks, expected benefits and financial
justification, a project timeline, and the resources needed.
Project charter
157
Focus on understanding process performance and collecting the data necessary for analysis.
Measure
158
clarify performance measures
Operational definitions
159
special types of data collection forms in which the results may be interpreted on the form directly without additional processing.
Check Sheets
160
Analyzing a problem starts with a fundamental understanding of the process
Analyze
161
highlights value-added versus non-value-added activities, and include times that activities take.
Value stream map
162
(T or F) Value stream maps are an important tool in lean thinking
True
163
Why Defects, Errors, or Excessive Variation Occur
* A lack of knowledge about how a process works, which is particularly critical if different people perform the process. Such lack of knowledge results in inconsistency and increased variation in outputs.
* A lack of knowledge about how a process should work, including understanding customer expectations and the goal of the process
* A lack of control of materials and equipment used in a process
* Inadvertent errors in performing work
* Waste and complexity, which manifest themselves in many ways, such as unnecessary steps in a process and excess inventories
* Hasty design and production of parts and assemblies; poor design specifications; inadequate testing of incoming materials and prototypes
* Failure to understand the capability of a process to meet specifications
* Lack of training
* Poor instrument calibration and testing
* Inadequate environmental characteristics such as light, temperature, and noise
164
“that condition (or interrelated set of conditions) having allowed or caused a defect to occur, which once corrected properly, permanently prevents recurrence of the defect in the same, or subsequent, product or service generated by the process.”
Root cause
165
______________ is an approach using statistical, quantitative, or qualitative tools to identify and understand the root cause.
Root cause analysis
166
forces one to redefine a problem statement as a chain of causes and effects to identify the source of the symptoms by asking why, ideally five times.
“5 Why” technique
167
_____________ is a simple graphical method for presenting a chain of causes and effects and for sorting out causes and organizing relationships between variables.
Cause-and-effect diagram
168
the graphical component of regression
analysis.
Scatter diagram
169
Generate ideas for removing or resolving the problem and improve the performance measures and CTQs.
Improve
170
a group problem-solving procedure for generating a large number of ideas through combination and enhancement of existing ideas.
Brainstorming
171
Scoring models to assess possible solutions against important criteria such as cost, time, quality improvement potential, resources required, effects on supervisors and workers, and barriers to implementation such as resistance to change or organizational culture.
Evaluation and selection
172
Maintain the improvements, which includes putting tools in place to ensure that the key variables remain within the maximum acceptable ranges under the modified process.
Control
173
____________ refers to approaches that originated at the Ford Motor Company in the early 1900s, but which were refined and modernized by the Toyota Motor Corporation later in the century.
Lean production
174
_______________ focus on the elimination of waste in all forms, including defects requiring rework, unnecessary processing steps, unnecessary movement of materials or people, waiting time, excess inventory, and overproduction.
Lean approaches
175
The 5S’s
seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize), and shitsuke (sustain)
176
Tools of Lean Production
* The 5S’s.
* Visual controls.
* Efficient layout and standardized work.
* Pull production.
* Single minute exchange of dies (SMED).
* Total productive maintenance.
* Source inspection.
* Continuous improvement.
177
...an integrated improvement approach to improve goods and services and operations efficiency by reducing defects variation, and waste.
Lean Six Sigma
178
(T or F) Lean production addresses visible problems in processes, for example, inventory, material flow, and safety.
True
179
(T or F) Six Sigma is more concerned with less visible problems, for example, variation in performance.
True
180
Lean Six Sigma Metrics in Services
* Accuracy
* Cycle time
* Cost
* Customer satisfaction
181
Public Law 100-107, signed on August 20, 1987
Malcolm Baldrige National Quality Improvement Act
182
Malcolm Baldrige National Quality Improvement Act (read)
o Help to stimulate American companies to improve quality and productivity for the pride of recognition while obtaining a competitive edge through increased profits
o Recognize achievements of those companies that improve the quality of their goods and services and providing an example to others
o Establish guidelines and criteria that can be used by business, industrial, governmental, and other enterprises in evaluating their own quality improvement efforts
o Provide guidance for other American enterprises that wish to learn how to manage for high quality by making available detailed information on how winning enterprises were able to change their cultures and achieve eminence
183
Award Recipients of Malcolm Baldrige National Quality Improvement Act
Manufacturing
Small Business
Service
Education
Health Care
Nonprofit
184
* Criteria for Performance Excellence
* Core Values and Concepts, and
* Scoring guidelines for assessment
Baldrige Excellence Framework
185
* Purpose: help an organization answer three questions:
o Is your organization doing as well as it could?
o How do you know?
o What and how should your organization improve or change?
Baldrige Excellence Framework
186
Criteria for Performance Excellence (7 categories)
1. Leadership
2. Strategy
3. Customers
4. Measurement, Analysis, and Knowledge Management 5. Workforce
6. Operations
7. Results
187
Core Values and Concepts
* Systems Perspective
* Visionary Leadership
* Customer-Driven Excellence
* Valuing People
* Organizational Learning and Agility
* Focus on Success
* Managing for Innovation
* Management by Fact
* Societal Responsibility
* Ethics and Transparency
* Delivering Value and Results
188
primarily a manufacturing model with “little q” emphasis (year)
1988
189
revised to capture a more comprehensive business model; focus on overall performance more than just quality (year)
1995
190
focus on organizational sustainability (year)
2005
191
concepts of workforce and customer engagement have been integrated within the criteria, supply chain management has become more prominent, change management has been emphasized, and the roles of social media and big data have been introduced.
Recent changes
192
Examiners evaluate the applicant’s response to each examination item, listing major “__________” and “________________” relative to the criteria, and score each item.
strengths; opportunities for improvement
193
Evaluation dimensions of Baldrige Award Process
o Approach
o Deployment
o Learning
o Integration
194
Baldrige Award Process
* 50-page application reviewed independently by approximately seven examiners (leading professionals in business, education, health care, and nonprofits)
* Examiners evaluate the applicant’s response to each examination item, listing major “strengths” and “opportunities for improvement” relative to the criteria, and score each item.
* Consensus process to smooth out variations in individual scores and
comments
* A national Panel of Judges then selects the applicants that they believe have the potential to be a recipient for site visits.
* Examiner team visits the company for up to a week to verify information contained in the written application and resolve issues that are unclear.
* The judges use the site visit reports to recommend award recipients.
* All information is kept strictly confidential, and examiners and judges
are bound by conflict of interest rules and a code of conduct.
* All applicants receive a detailed feedback report.
195
Characteristics of Role-Model Organizations
* Achievement in Results
* Entrepreneurism and Innovation
* Agility
* Governance and Leadership Metrics * Work Systems and Work Processes
196
The ______________ form a model for business excellence in any organization—manufacturing, service, health care, education, or not-for-profit; large or small; public or private.
Baldrige Award Criteria
197
(T or F) Many organizations use the Baldrige Criteria for self-assessment or internal recognition programs, even if they do not intend to apply for the award.
True
198
In ______, the Baldrige Performance Excellence Program announced the Baldrige Collaborative Assessment pilot project, which allows organizations to partner with examiner teams and collaboratively develop recommendations for performance improvement without requiring a written application or extensive preparation.
2012
199
Impacts of Baldrige
* 2011 research study concluded that benefits to costs were 820 to 1 * Changed the way many organizations around the world now
manage their operations
* Improved results for all stakeholders
* Spawned a network of local, state, and national award programs around the world
200
Baldrige Criteria “Added Values”
* Accountability Tool
* Sustainability Tool
* Improvement Tool
* Alignment Tool
* Recruitment Tool
* Reward and Recognition Tool
* Language Tool
201
(T or F) Research suggests that the Baldrige award is better suited with some national cultures than with others.
True
202
Surprisingly, Baldrige is a better fit to the national culture of _____ than it is to the United States.
Japan
203
The ___________ was initially influenced heavily by Japanese quality management practices, and that changes to the criteria over the years are focused on changing U.S. management culture, not reflecting its current practice.
Baldrige framework
204
These results validate Deming’s observation related to the _______________, that best practices cannot be copied blindly, but must be understood and adapted intelligently.
Theory of Knowledge
205
Baldrige, ISO, and Six Sigma (read)
* Each of these frameworks is process-focused, data-based, and management-led.
* Each offers a different emphasis in helping organizations improve performance and
increase customer satisfaction.
* Many organizations have successfully blended ISO 9000, Six Sigma, and/or Baldrige in their practices.
206
o ________ focuses on performance excellence for the entire organization in an overall management framework, identifying and tracking important organizational results
o ________ focuses on product and service conformity for guaranteeing equity in the marketplace and concentrates on fixing quality system problems and product and service nonconformities
o ________ focuses on measuring product quality and driving process improvement and cost savings throughout the organization.
Baldrige; ISO; Six Sigma
207
The _________________ is the highest level of national recognition for exemplary organizational performance. It is equivalent to the very prestigious Baldrige Performance Excellence Program in the U.S. and other National Quality Awards nationwide.
Philippine Quality Award
208
Strategy development requires a mission and vision. Commitment to aims and purposes by senior leaders is specifically addressed in the Leadership category and in enhancing customer satisfaction and relationships.
Statement of Purpose
209
Communication of values, expectations, customer focus, and learning is a key area of the Senior Leadership item.
Learn the New Philosophy
210
The Operations Focus category addresses the development of appropriate measurement plans. The criteria seek evidence of how a company aims to minimize the costs associated with inspection.
Understand Inspection
211
This is implicitly addressed throughout the Operations Focus category and in the criteria’s emphasis on overall performance and linkages among processes and results.
End Price Tag Decisions
212
Continuous improvement through organizational and personal learning and innovation are core values of the criteria. Approaches to evaluation and improvement of key organizational processes are an important part of the Baldrige scoring guidelines.
Improve Constantly
213
Item 5.2, Workforce Engagement, recognizes the importance of workforce and leader development in meeting performance objectives.
Institute Training
214
Category 1 is devoted exclusively to leadership, and it is recognized as the principal driver of the management system in the Baldrige framework.
Teach and Institute Leadership
215
The Workforce Focus, Customer Focus, and Strategic Planning categories focus on work design, empowerment, and implementation issues that support this point.
Drive Out Fear and Innovate
216
The criteria have a significant focus on teamwork and collaboration between the organization and its customers, workforce, suppliers, and other collaborators.
Optimize the Efforts of Teams and Staff
217
The criteria seek evidence on how an organization’s performance management system supports high performance work. Clearly, such a system transcends exhortations and motivational approaches.
Eliminate Exhortations
218
Two of the important Core Values are management by fact and focus on results and creating value, which support this point.
Eliminate Quotas and MBO; Institute Improvement; and Understand Processes
219
The Leadership and Workforce Focus categories support this goal.
Remove Barriers
220
This is addressed directly in the Workforce Engagement item.
Encourage Education
221
This is the role of leadership, and is clearly addressed in the Leadership category.
Take Action
