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Operations Management > lesson 1 > Flashcards

lesson 1 Flashcards

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1
Q

This can be defined in various
ways.

A

Quality

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2
Q

QUALITY

Does the product or service meet the design specifications?

A

Conformance to Specifications

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3
Q

QUALITY

Is the product or service suitable for its
intended purpose?

A

Fitness for use

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4
Q

QUALITY

Is the product or service worth its
price?

A

Value for Price Paid

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5
Q

QUALITY

Are support services available and
of good quality?

A

Support Services

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6
Q

QUALITY

Is the product or service
appealing? Does it have reputation or brand value?

A

Psychological Criteria

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7
Q

What are the Dimension of Quality?

A

• Performance
• Features
• Reliability
• Durability
• Serviceability
• Aesthetics
• Perceived Quality

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8
Q

DIMENSION OF QUALITY

How well does the product work?

A

Performance

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9
Q

DIMENSION OF QUALITY

What does the product offer beyond basic
functions?

A

Features

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10
Q

DIMENSION OF QUALITY

Consistency of product performance over time.

A

Reliability

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11
Q

DIMENSION OF QUALITY

How long does the product last?

A

Durability

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12
Q

DIMENSION OF QUALITY

Ease of repair.

A

Serviceability

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13
Q

DIMENSION OF QUALITY

How the product looks, feels, sounds, etc.

A

Aesthetics

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14
Q

DIMENSION OF QUALITY

Reputation or how the customer views the brand.

A

Perceived Quality

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15
Q

What are the Cost of Quality?

A

• Prevention Cost
• Appraisal Cost
• Internal Failure Cost
• External Failure cost

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16
Q

COST OF QUALITY

Costs associated with preventing defects.

A

Prevention Cost

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17
Q

COST OF QUALITY

Costs of inspecting and testing to ensure quality.

A

Appraisal Cost

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18
Q

COST OF QUALITY

Costs of defects found before the product reaches the customer.

A

Internal Failure Cost

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19
Q

COST OF QUALITY

Costs of defects found after the product reaches the customer.

A

External Failure Cost

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20
Q

This is a holistic approach to long-term
success that views continuous improvement in
all aspects of an organization as a process and
not as a short-term goal.

A

TQM or Total Quality Management

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21
Q

PRINCIPLES OF TQM

The primary focus is to meet and exceed customer expectations.

A

Customer Focus

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22
Q

PRINCIPLES OF TQM

Organizations should constantly work on improving manufacturing and quality procedures.

A

Continuous Improvement

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23
Q

PRINCIPLES OF TQM

Employees are trained in quality measurement tools and then entrusted to use them for their day-to-day work.

A

Employee Empowerment

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24
Q

PRINCIPLES OF TQM

Tools like flowcharts, control charts, and Pareto charts help in understanding and measuring quality issues.

A

Using of Quality Tools

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25
PRINCIPLES OF TQM Products should be designed to meet customer expectations and needs.
Product Design
26
PRINCIPLES OF TQM Ensure processes are efficient and meet the required quality standards.
Process Management
27
BENEFITS OF TQM Customers return and recommend the product or service.
Customer Loyalty
28
BENEFITS OF TQM Quality often leads to a competitive advantage and thus higher market share and revenues.
Higher Revenues
29
BENEFITS OF TQM Engaged employees who are a part of quality initiatives feel a sense of ownership.
Improved Employee Morale
30
BENEFITS OF TQM Reduction in waste and optimization of resources.
Operational Efficiency
31
BENEFITS OF TQM Being known for high-quality products/services enhances brand image.
Brand Reputation
32
What are the Principles of TQM?
• Customer Focus • Continuous Improvement • Employee Empowerment • Use of Quality Tools • Process Management • Product Design
33
What are the Benefits of TQM?
• Customer Loyalty • High Revenues • Improved Employee Morale • Operational Efficiency • Brand Reputation
34
What are the Challenges in Implementing TQM?
• Resistance to Change • Lack of Leadership Commitment • Misunderstanding about TQM
35
CHALLENGES IN IMPLEMENTING TQM Employees may resist the changes necessary for TQM implementation.
Resistance to Change
36
CHALLENGES IN IMPLEMENTING TQM TQM requires strong leadership to drive change.
Lack of Leadership Commitment
37
CHALLENGES IN IMPLEMENTING TQM There might be misconceptions or lack of understanding about what TQM entails.
Misunderstanding about TQM
38
A product’s ability to meet or exceed customer expectations. This can encompass aspects like functionality, reliability, durability, aesthetics, and other attributes.
Product Quality
39
Pertains to the comparison of perceived expectations with actual service performance. It encompasses reliability, responsiveness, assurance, empathy, and tangibles.
Service Quality
40
The efficiency and effectiveness of a process, aiming for minimal waste and maximum value.
Process Quality
41
Meeting defined specifications or criteria, like ISO standards.
Conformance to Standards
42
Products or services must meet the intended purpose.
Fitness for Purpose
43
HISTORY OF QUALITY Before the industrial revolution, artisans and craftsmen took personal responsibility for the quality of their hand-made products.
Craftsmanship Era
44
HISTORY OF QUALITY Mass production started, and the need for quality control in factories became apparent.
Industrial Revolution
45
HISTORY OF QUALITY Quality inspection was emphasized. Workers were responsible for producing and inspecting their own work.
Early 20th Century
46
HISTORY OF QUALITY Quality control concepts were introduced to Japan by Americans like W. Edwards Deming and Joseph M. Juran. This contributed to Japan's rapid economic recovery and growth in the latter half of the 20th century.
Post-WWII Era
47
HISTORY OF QUALITY Quality control concepts were introduced to Japan by Americans like W. Edwards Deming and Joseph M. Juran. This contributed to Japan's rapid economic recovery and growth in the latter half of the 20th century.
Post-WWII Era
48
HISTORY OF QUALITY As Japanese products began to dominate global markets due to their high quality and reliability, Western companies took note and started implementing Total Quality Management (TQM).
1970s–1980s
49
HISTORY OF QUALITY The focus shifted to Six Sigma, a set of techniques and tools for process improvement, introduced by Bill Smith at Motorola.
1990s
50
HISTORY OF QUALITY With the advent of globalization and digital technologies, quality management has incorporated concepts from agile methodologies, lean manufacturing, and more, with a focus on continuous improvement and customer satisfaction.
21st Century
51
IMPORTANCE OF QUALITY Quality products or services lead to satisfied customers, which in turn can lead to repeat business, positive reviews, and referrals.
Customers satisfaction
52
IMPORTANCE OF QUALITY In a competitive marketplace, the quality of products or services can be a unique selling proposition.
Competitive Advantage
53
IMPORTANCE OF QUALITY Poor quality often results in rework, returns, or complaints. Ensuring good quality from the beginning can reduce these costs.
Cost Efficiency
54
IMPORTANCE OF QUALITY In many industries, meeting quality standards is not just about customer satisfaction but also about complying with regulations and ensuring safety.
Compliance and Safety
55
IMPORTANCE OF QUALITY In the age of social media and online reviews, maintaining consistent quality is imperative to uphold and enhance a brand’s reputation.
Brand Reputation
56
IMPORTANCE OF QUALITY Quality processes and systems can improve operational efficiency by reducing waste, improving resource utilization, and streamlining operations.
Operational Efficiency
57
What are the Importance of Quality?
• Customer Satisfaction • Competitive Advantage • Cost Efficiency • Compliance and Safety • Brand Reputation • Operational Efficiency
58
According to him, he believed in a system-focused approach to quality. He maintained that the majority of quality problems were the result of processes and systems, rather than employee
W. Edwards Deming
59
According to him, philosophy centered around the idea that quality should be viewed in terms of fitness for use rather than mere conformance to specifications.
Joseph M. Juran
60
He believed in a more absolute and uncompromising view of quality. For him, quality meant conformance to requirements, not elegance or luxury.
Philip B. Crosby
61
QUALITY TRILOGY Designing products and processes that align with customer needs.
Quality Planning
62
QUALITY TRILOGY Monitoring processes to maintain desired performance levels.
Quality Control
63
QUALITY TRILOGY Taking actions to elevate performance levels to an even higher standard.
Quality Improvement
64
Also known as the 80/20 rule, Juran observed that in many cases, 80% of problems are caused by 20% of the causes.
Pareto Principle
65
Juran emphasized that organizations should quantify the cost of poor quality to understand its impact better.
Cost of Poor Quality
66
Juran emphasized that organizations should quantify the cost of poor quality to understand its impact better.
Cost of Poor Quality
67
he notion that organizations should aim for a standard of performance that results in zero defects.
Zero Defects
68
he notion that organizations should aim for a standard of performance that results in zero defects.
Zero Defects
69
Crosby argued that it's cheaper to do it right the first time than to fix it later. Therefore, the cost of ensuring quality is always less than the cost of correcting mistake.
Quality is Free
70
What do you call these? • Quality is defined as conformance to requirements, not as 'goodness' or 'elegance'. • The system for achieving quality is prevention, not appraisal. • The performance standard is zero defects, not 'close enough'. • The measurement of quality is the cost of nonconformance, not indices.
The Four Absolutes of Quality Management
71
It is a direct outcome of process optimization and continuous improvement. By consistently focusing on improving quality, TQM aims to reduce wastage, rework, and inefficiencies, leading to increased productivity.
Productivity
72
It refers to the capability of an organization to provide products or services that meet or exceed market standards compared to its rival.
Competitiveness
73
It refers to the capability of an organization to provide products or services that meet or exceed market standards compared to its rival.
Competitiveness
74
It pertains to the long-term planning that integrates quality as a core component. The strategic alignment of TQM principles ensures that the organization remains adaptable, resilient, and customer-centric.
Strategy

Operations Management (5 decks)

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