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MOPD > Lesson 6 - Quality Management > Flashcards

Lesson 6 - Quality Management Flashcards

(52 cards)

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1
Q

Quality

A

refers to the ability of a product/service to consistently meet/exceed customer requirements/expectations

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2
Q

Dimensions: Product Quality

A

Performance, Aesthetics, Special features,
Conformance (to design specifications), Reliability, Durability, Perceived Quality
(reputation), Serviceability (repairs), Consistency

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3
Q

Dimensions: Service Quality

A

Convenience (availability), Reliability, Responsiveness
(deal with unusual situations &customer problems), Time, Assurance (trustful, personnel), Courtesy (how customers are treated), Tangibles (physical appearance of
facilities), Consistency, Expectations. Service often assessed with tool called
SERVQUAL, which focuses on the italic written dimensions

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4
Q

Determinants of Quality

A

Design, Product Conformance, Ease of use, Service after delivery Quality of Design: intention of designers to inc/exclude features in product/service
Quality of Conformance: Degree to which goods conform the intent of designers

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5
Q

side fact

A

The evolution of quality took a shift from quality assurance (finding & correcting defective
products before they reached the market) to strategic approach (preventing mistakes from
occurring: already design quality into products)

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6
Q

Benefits of Good Quality

A

enhanced reputation, ability to command premium prices, increased
market share, greater customer loyalty, lower liability costs, fewer problems, fewer
complaints, higher profits/productivity

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7
Q

Consequences of Poor Quality

A

Loss of business or market share, potential liability due to
injuries or damages, loss of productivity

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8
Q

Cost of fixing a product - Appraisal Costs

A

related to measuring, evaluating & auditing/ inspection

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9
Q

Cost of fixing a product - Prevention Costs

A

related to reducing potential for quality problems (training,planning)

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10
Q

Cost of fixing a product - Internal Failure Costs

A

elated to defects before delivered to customer (scrap,.)

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11
Q

Cost of fixing a product - External Failure Costs

A

related to delivering substandard goods (returns, liabilities)

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12
Q

Awards to generate improvement in quality - Baldridge

A

Annual award by US government to recognize quality achievements: evaluates organization-wide excellence: leadership, strategy, customers,
knowledge management, workforce, operations and results

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13
Q

Awards to generate improvement in quality - European Quality

A

Europe’s prestigious award for organizational excellence

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14
Q

Awards to generate improvement in quality

A

Deming Price in honor of W. Edwards Deming recognizing quality efforts

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15
Q

Awards to generate improvement in quality - ISO

A

Certifications from International Organization for Standardization:
- ISO 9000 (quality management): what firm does to ensure products are
conform to customer requirements/ set of international standards, customer and process focused, continuous improvement required
- ISO 14000: what firm does to minimize harmful effect on environment
- ISO 24700: refers to standards to quality of equipment that contains reused components

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16
Q

Total Quality Management

A

philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction

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17
Q

Fail-Safing

A

incorporating design elements that prevent incorrect procedures
Find out what customers want, design a product & process accordingly, try to prevent mistakes, keep track of results and never stop improving (Japanese term: Kaizen)

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18
Q

The Plan-Do-Study-Act (PDSA) cycle

A

-Plan: Analyze process and develop plan for improvement
- Do: Implement plan (if possible on small-scale)
- Study: Evaluate data collection during implementation phas
- Act: If successful: standardize new method, otherwise revise plan

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19
Q

Six Sigma Methodology

A

having no more than 3.4 defects per million opportunities. But
generally just a program designed to reduce occurrence of defects, achieve lower costs and
increase customer satisfaction, reduce variation

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20
Q

Define-Measure-Analyze-Improve-Control (DMAIC)

A
  • Define context and objectives for improvement
  • Measure baseline performance & capability of process
  • Analyze: Use data to understand cause-and-effect relationships of the process
  • Improve: Develop modification that lead to validated improvement
  • Control: establish plans to ensure improvements are sustained
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21
Q

Problem Solving Tools:
Flowcharts

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A

visual representation of process: identify possible points where problems
could occur

22
Q

Problem Solving Tools:
Check sheets

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A

tool for recording & organizing data to identify a problem

23
Q

Problem Solving Tools:
Histograms

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A

getting a sense of the distribution of observed values

24
Q

Problem Solving Tools:
Pareto Analysis

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A

focus attention on most important problem areas. 80/20 rule: 80% of
problems come from 20% of items: classify cases according to importance

25
Problem Solving Tools: Scatter Diagram
deciding if there is correlation between values of two variables, which may point to a cause of a problem
26
Problem Solving Tools: Control Chart
monitor process and see if output is random
27
Problem Solving Tools: Cause-and-Effect diagram
structured approach to search for possible causes of problem
28
Problem Solving Tools: Run Chart
track values of a variable over time
29
Problem Solving Tools: Brainstorming
group of people shares thoughts and ideas on problems
30
Problem Solving Tools: Quality Circles
group of workers who meet to discuss product improvement ways
31
Problem Solving Tools: Benchmarking
Measure organization’s performance against best of industry
32
Quality control
process that evaluates output relative to a standard and takes corrective actions when output doesn’t meet standards
33
Acceptance sampling
Quality assurance that relies on inspection (appraisal activity that compares good to a standard, can be before, during, after production) of lots of previously produced items.
34
On-Site vs Off-Site/lab inspection
quicker decisions and avoidance of introduction of other factors like transportation damage, but less specialized equipment/favorable test environment
35
Statistical Process Control
Quality control efforts that occur during production
36
Random Variations (chance)
natural process variations in process output, differs from process to process
37
Assignable Variation (non-random)
a variation whose cause can be defined and eliminated Sample statistics can be used to judge the randomness of variations (mostly used: normal)
38
Central Limit Theorem
as sample size increases, distribution of sample averages approach normal distribution (QM)
39
Control Chart
time-ordered plot of sample statistics (mean), which have upper/lower limits (control limits) that define range of acceptable variation Often +-2 or 3 (99.7% of values) Standard deviations
40
Type 1 error
concluding that non-randomness is present when only randomness is present
41
Type 2 error
concluding non-random variations are not present, when they are
42
Mean Charts
based on normal distribution, control limits: mean+z*SD or use average sample range as measure of variability when SD is not available
43
Range Charts
used to monitor process dispersion, limits: D*Range where D is taken from R-Chart (--> Mean charts sensitive to changes in mean and range charts sensitive to changes in dispersion)
44
Attributes
data that is counted (number of defects in a sample)
45
p-Chart
fraction of defects in a sample, useful when data consists of two categories of items (good/bad, pass/fail), if data consists of multiple samples with same n (observations) Binomial distribution forms basis, limits are p+-z*SD where p is avg proportion and SD=sqrt(p(1-p)/n)
46
c-Chart
when only number of occurrences per unit can be counted, non-occurrences can’t be counted (scratches per item, crimes per year) Poisson distribution forms basis (normal approximation can be used), control limits are c+z*SD where SD=sqrt(c) and c: mean number of defects per unit
47
Process Capability
inherent process output variability relative to variation allowed by specifications Capability analysis is performed when process is in control and it is capable if variation is within acceptable rage from specifications
48
Specifications
range of acceptable values established by engineering design or customer req
49
Control limits
tatistical limits that reflect the extent to which statistics vary due to chance
50
Process Variability
natural variability in a process (measured as process SD) Control limits based on sampling variability & sampling variab. is function of process variab., but no relation with specifications, so process could be in control and still generate unacceptable output
51
Capability Index
used to assess ability of process to meet specifications, Standard is at least 1.33 Often not very good when mean is not centered in the range
52
Taguchi
Taguchi: reducing variation in a process will result in lowering the cost of poor quality Traditionally no cost if within specifications Limitations of indexes: if process instable, normally distributed: meaningless; if process not centered, only Cpk

MOPD (10 decks)

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