chapter 9: management of quality

Question 1

quality

Answer 1

the ability of a good or service to consistently meet or exceed customer expectations

Question 2

quality control

Answer 2

monitoring, testing, and correcting quality problems after they occur

Question 3

quality assurance

Answer 3

ensuring that a product’s quality will be good by preventing defects before they occur

Question 4

when did the quality assurance thinking pull up?

Answer 4

in the 1950s

Question 5

management system (QMS)

Answer 5

a structured and documented management system

it describes the policy, responsibilities, and implementation plan for ensuring quality

Question 6

when did the quality management system (QMS) pull up?

who created it

Answer 6

In the 1970s

NASA and the Pillsbury company

Question 7

total quality management (TQM)

Answer 7

approach places greater emphasis on customer satisfaction

involves all levels of management and workers in a continuing effort to increase quality

continuous improvement

Question 8

continuous improvement

Answer 8

Never-ending improvements to key processes as part of total quality management

Question 9

when did the total quality management (TQM) pull up?

Answer 9

1980s

Question 10

The aspects or dimensions of quality of goods

Answer 10

Performance

aesthetics

special features

conformance

reliability

durability

perceived quality

service after sale

Question 11

the term “fitness for use”

Answer 11

used to define quality

–> quality is whatever the customer requires in his/her particular use of the product

Question 12

the dimensions of quality of services

Answer 12

tangibles

convenience

reliability

responsiveness

timeliness

assurance

courtesy/empathy

Question 13

when is product’s quality determined?

Answer 13

1. Product design
2. Production process design
3. Production
4. Use

Question 14

Product design

Answer 14

he characteristics and specification of a product such as size, shape, and material

Question 15

Conformance to design specification during production

Answer 15

refers to the degree to which the produced good or service is defect-free

degree to which it complies with the specification of the designer

Question 16

Cost of quality

Answer 16

determines the resources used:

to prevent poor quality

appraise the quality of the products

deal with internal and external failures

Question 17

four categories of cost of quality?

Answer 17

internal failure costs

external failure costs

appraisal (detection) costs

prevention costs

Question 18

Internal failure costs

Answer 18

part or product failures discovered during production

Question 19

external failure costs

Answer 19

to part or product failures discovered after delivery to the customer

Question 20

appraisal (detection) costs

Answer 20

inspection, testing, and other activities intended to uncover defective products

Question 21

Prevention costs

Answer 21

attempts to prevent defects from occurring

Question 22

which costs of quality categories are related to poor quality?

Answer 22

Internal and external failure costs

Question 23

which costs of quality categories are investments to achieve better quality?

Answer 23

some appraisal (detection) costs

prevention costs

Question 24

Taguchi quality loss function

Answer 24

The quality worsens as measurement deviates from the target

the quality loss increases at a faster rate the farther the measurement is from the target

it implies that quality keeps improving the better and more accurate the production process becomes

graphical representation (fat U shape)

Question 25

Quality Gurus

Answer 25

Taguchi W. Edwards Deming Joseph M. Juran Armand Feigenbaum Philip B. Crosby

Question 26

W. Edwards Deming

Answer 26

went to Japan after the Second World War to assist the Japanese in improving their quality and productivity compiled a list of 14 points that he believed were the prescription needed to achieve quality in an organization His message is basically that the cause of inefficiency and poor quality is the system, not the employees --> management's responsibility to correct the system to achieve the desired results

Question 27

Joseph M. Juran

Answer 27

also taught Japanese manufacturers how to improve the quality of their goods believed that roughly 80 percent of quality defects are controllable; thus, management has the responsibility to correct these deficiencies quality management in terms of a trilogy consisting of quality planning, quality control, and quality improvement

Question 28

Armand Feigenbaum

Answer 28

director of manufacturing operations at General Electric (1958一1968) He recognized that quality was not only a collection of tools and techniques, but also a "total field" --> he called it total quality control --> when improvements were made in a process, other areas of the company also achieved improvement he introduced the concept of quality at the source

Question 29

quality at the source

Answer 29

seeking to avoid passing defective products to the following workstation, and to stop and fix the problem called Jidoka in Japanese

Question 30

Philip B. Crosby

Answer 30

developed the concept of zero defects and popularized the phrase "Do it right the first time" argued against the idea that "there will always be some level of defectives.

Question 31

zero defects concept

Answer 31

any level of defects is too high

Question 32

Philip B. Crosby's main points

Answer 32

1. Top management must demonstrate its commitment to quality and its willingness to give support to achieve good quality 2. Management must be persistent in efforts to achieve good quality 3. Management must spell out clearly what it wants in terms of quality and what workers must do to achieve that 4. Make it (or do it) right the first time

Question 33

the purpose of the international Organization for Standardization (ISO)

Answer 33

to promote worldwide standards that will improve operating efficiency and productivity, and reduce costs

Question 34

ISO 9001

Answer 34

an international standard for a quality management system critical to international business

Question 35

if they ask a specific question about ISO 9001, go to page 313 of the book

Answer 35

page 313 wanker

Question 36

the three types of documents created for ISO 9001

Answer 36

a quality manual a procedures manual detailed work instructions and other supporting documents

Question 37

ISO 14001

Answer 37

an international standard for assessing a company's environmental performance concerned with what an organization should do to minimize the harmful effects of its operations on the environment

Question 38

the two ISO certiifications

Answer 38

ISO 9001 ISO 14001

Question 39

HACCP

Answer 39

a quality management system similar to 1SO 9001 designed for food processors

Question 40

the product and process background information required for HACCP

Answer 40

1. Describe the product, source of raw material, product characteristics, ingredients, packaging, how the product is used, shelf life, where the product will be sold, labelling instructions, and distribution control --> basically, describing the product 2. Draw the process flow diagram and number the steps of the process 3. 3 . Identify all of the regulatory action points 很 A酌， which are the points in the process where safety control is mandated by the government

Question 41

The three main HACCP steps

Answer 41

1. Perform hazard analysis 2. Determine the critical control points (CCPs) 3. Establish the HACCP plan

Question 42

Canada Awards for Excellence

Answer 42

recognize outstanding excellence by Canadian organizations in various areas such as quality, healthy workplace, innovation, and mental health

Question 43

Canada Awards for Excellence driving qualities

Answer 43

Leadership and governance Strategy and planning Customer experience People engagement Process and project management Partners and suppliers

Question 44

Excellence Canada's four levels of expectations

Answer 44

Level 1: Foundation Level 2: Advancement, Level 3: Role Model Level 4: Sustained World Class Performance

Question 45

the key outcomes to Level 1: Foundation (bronze)

Answer 45

(a) broad support of the vision, mission, and values, (b) recognition of the importance of embedding quality principles in decision making at all levels of the organization (c) policy statements related to quality

Question 46

the key outcomes to Level 2: Advancement (silver)

Answer 46

(a) a wider understanding by employees of the organization's strategic approach to quality (b) having strategic and operational plans in place, (c) establishment of baseline indicators, measures, and related goals for quality

Question 47

the key outcomes to Level 3: Role Model (gold)

Answer 47

(a) positive achievements in meeting and exceeding strategic goals (b) an organization-wide focus on quality issues (c) positive results across all drivers, across all areas/departments of the organization (d) widespread quantifiable improvement as a result of moving from reactive to proactive approaches and practices

Question 48

the key outcomes to Level 4: Sustained World Class Performance (platinum)

Answer 48

a) a sound, systemic approach to quality (b) continuous improvement as a "way of life" with full integration into culture and systems (c) sustained positive improvements in all areas over at least three years (trend data required) (d) the organization is viewed as a leader within its sector regarding quality, in terms of knowledge sharing, industry and benchmark leadership, and best practices

Question 49

Total quality management (TQM)

Answer 49

an approach to quality management that involves everyone in an organization in quality management and a continual effort to improve quality and customer satisfaction

Question 50

TQM's three key feature

Answer 50

(1) a never-ending push to improve quality, which is referred to as continuous improvement (2) the involvement 0f everyone in the organization in quality management (3) the goal of ever increasing customer satisfaction

Question 51

the basic steps used in problem solving

Answer 51

1. Recognize and define the problem 2. Collect data 3. Analyze the problem 4. Generate potential solution(s) 5. Choose a solution and implement it 6. Implement the solution 7. Monitor the solution to see if it accomplishes the goal

Question 52

plan-do-study-act (PDSA) cycle also referred as the Deming cycle

Answer 52

1. testing a change by developing a plan to test the change 2. carrying out the test (do) ``` 3. observing and learning from the consequences (study) ``` 4, determining what modifications should be made to the test (act)

Question 53

Six Sigma

Answer 53

a more sophisticated statistical approach to problem solving and quality improvement the best employees are trained to become full-time change agents, called black belts, who act like internal consultants with considerable power and resources at their disposal

Question 54

Six Sigma's steps

Answer 54

1. define 2. measure 3. analyze 4. improve 5. control (DMAIC)

Question 55

seνen basic quality tools that aid in data collection and interpretation, and provide the basis for decision making

Answer 55

process flow diagram check sheet histogram Pareto chart scatter diagram control chart cause-and-effect diagram

Question 56

A process flow diagram (process map)

Answer 56

a diagram of the steps in a process and the movement of material between the steps

Question 57

variations of the process flow diagram

Answer 57

flowchart service blueprint swim lane diagram

Question 58

A check sheet

Answer 58

a sheet of paper that provides a format for recording and organizing data in a way that facilitates collection and analysis

Question 59

A histogram

Answer 59

a chart of the frequency distribution of observed values

Question 60

Pareto analysis

Answer 60

a technique for focusing attention on the most important problem (or opportunity for improvement) relatively few factors account for a large percentage of the total problems 80 percent of the problems are from 20 percent of the types of problems

Question 61

A scatter diagram

Answer 61

a plot of pairs of observations of two variables that can show the correlation between the two variables

Question 62

A control chart

Answer 62

a line plot of time-ordered values of a sample statistic with control limits can be used to monitor a process to see if the process output is stable can help detect the presence of assignable or correctable causes of variation

Question 63

A cause-and-effect diagram

Answer 63

a diagram used to organize (categorize) the (possible) causes of a problem (the effect) we use the 4 Ms

Question 64

which are the 4 Ms (the categories if the cause-and-effect diagram)?

Answer 64

machine (and equipment) method manpower materials

Question 65

A run chart

Answer 65

a time plot that can be used to track the values of a variable over time

Question 66

Some main methods for problem solving and quality improvement

Answer 66

Brainstorming affinity diagram quality circle interviewing benchmarking 5W2H 5 whys reaching a consensus

Question 67

Brainstorming

Answer 67

a technique for generating a free flow of ideas on finding causes and solutions, and implementing the solutions in a group of people getting together and thinking about shit basically

Question 68

affinity diagram

Answer 68

shows the relationships among large numbers of ideas

Question 69

quality circle

Answer 69

a group of workers in the same department who meet to discuss ways of improving the products and processes

Question 70

benchmarking

Answer 70

the process of measuring an organization's performance against the best organization in the same or another industry

Question 71

5W2H

Answer 71

asks questions about a problem that begin with what, why, where, when, who, how, and how much

Question 72

methods to reaching a consensus

Answer 72

List reduction (applied to a list of possible solutions) A balance sheet to list the pros and cons of each item and focus discussion on important issue paired comparisons method

Question 73

purpose of benchmarking

Answer 73

to establish a standard against which performance is judged, and to possibly learn how to improve

Question 74

5 Whys

Answer 74

involves systematically drilling down to a real root cause of a problem by asking "Why?" five times

Question 75

5 Whys

Answer 75

involves systematically drilling down to a real root cause of a problem by asking "Why?" five times It is important not to skip levels of questions, but to ask logical questions summarizing the observations from earlier questions can take more than 5 whys lmao

Question 76

when do we reach the real answer in the 5 whys method

Answer 76

You reach the true root cause when the answer to your question is a process, policy, or person

Question 77

paired comparisons method

Answer 77

a process by which each item on a list is compared with every other item, two at a time For each pair, team members select the preferred item works best when the list of items is small