Module 01 Flashcards
(95 cards)
1
Q
Creator of dimensions of quality
A
Garvin 1987
2
Q
Will the product do the intended job?
A
Performance
3
Q
How often does the product fail?
A
Reliability
4
Q
How long does the product last?
A
Durability
5
Q
How easy is it to repair the product?
A
Serviceability
6
Q
What does the product look like?
A
Aesthetics
7
Q
What does the product do?
A
Features
8
Q
What is the reputation of the company or its product?
A
Perceived Quality
9
Q
Is the product made exactly as the designer intended?
A
Conformance to Standards
10
Q
How long they did it take the service provider to reply to your request for service?
A
Responsiveness
11
Q
This is the knowledge and skills of the service provider, and relates to the competency of the organization to provide the required services
A
Professionalism
12
Q
Customers generally want caring and personalized attention from their service providers. Customers want to feel that their needs and concerns are important and are being carefully addressed.
A
Attentiveness
13
Q
Traditional definition of Quality
A
Quality means fitness for use.
14
Q
Two general aspects of fitness for use
A
Quality of Design
Quality of Conformance
15
Q
All goods and services are produced in various grades or levels of quality. These variations in grades or levels of quality are intentional, and, consequently, the appropriate technical term is___.
A
Quality of Design
16
Q
- how well the product conforms to the specifications required by the design.
- is influenced by a number of factors, including the choice of manufacturing processes; the training and supervision of the workforce; the types of process controls, tests, and inspection activities that are employed; the extent to which these procedures are followed; and the motivation of the workforce to achieve quality
A
Quality of Conformance
17
Q
Quality is inversely proportional to variability.
A
Modern Definition of Quality
18
Q
is the reduction of variability in processes and products
A
Quality Improvement
19
Q
Excessive variability in process performance often results in
A
Waste
20
Q
a number of elements that jointly describe what the user or consumer thinks of as quality
A
Quality Characteristics
Critical-to-Quality (CTQ) characteristics
21
Q
length, weight, voltage, viscosity
A
Physical
22
Q
taste, appearance, color
A
Sensory
23
Q
reliability, durability, serviceability
A
Time orientation
24
Q
is the set of operational, managerial, and engineering activities that a company uses to ensure that the quality characteristics of a product are at the nominal or required levels and that the variability around these desired levels is minimum.
A
Quality engineering
25
usually continuous measurements, such as length, voltage, or viscosity
variables data
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usually discrete data, often taking the form of counts, such as the number of loan applications that could not be properly processed because of missing required information
Attributes data
27
Quality characteristics are often evaluated relative to ___
Desired measurements for the quality of characteristics of the components and sub assemblies that make up the product, as well as the desired values for the quality characteristics in the final product.
specifications
28
A value of a measurement that corresponds to the desired value for that quality characteristic is called __
nominal or target value
29
those that fail to meet one or more of their specifications.
nonconforming products
30
A specific type of failure
nonconformity
31
nonconformities that are serious enough to significantly affect the safe or effective use of the product
defects
32
if it has one or more defects
defective
33
The reduction of variability in processes and products.
Excessive variability → waste
Also known as the reduction of waste (effective in service industries, where a quality problem may be an error or a mistake and the correction of which requires effort and expense)
Quality Improvement
34
largest allowable value
Upper Specification limit
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lowest specification limit
Lower Specification Limit
36
Statistical Methods for Quality Control and Improvement
● Statistical Process Control (SPC)
● Design of Experiments (DOE)
● Acceptance Sampling
37
Methodology used to monitor and manage the quality of a manufacturing or production process.
Involves the use of statistical techniques, particularly control charts, to track and analyze the variation in process outputs over time.
Goal: ensure that process operates consistently within specified quality limits and to identify and address any sources of variability that may affect product quality.
Control charts: One of the primary techniques of SPC
Averages measurements of a quality characteristic in samples taken from the process versus time
Has a center line (CL) and control limits (UCL & LCL)
Statistical Process Control (SPC)
38
Approach to systematically varying the controllable input factors in the process and determining the effect these factors have on the output project parameters.
One major type is the factorial design: factors are varied together in such a way that all possible combinations of factor levels are tested.
Design of Experiments (DOE)
39
Inspection and classification of a sample of units selected at random from a larger batch or lot and the ultimate decision about the disposition of the lot, usually occurs at two points: incoming raw materials or components, or final production.
Acceptance Sampling
40
Management Aspects of Quality Improvement
Quality Planning
Quality Assurance
Quality control & improvement
41
Key Activities of Quality Planning
Identifying customers and their needs
Defining quality objectives and specifications
Determining how products or services will be realized
Planning for continuous quality
42
Key activities of quality assurance
Establishing a quality system with policies and procedures
Documenting quality-related processes and methods
Monitoring and auditing processes for compliance
Addressing supplier and customer
43
Key activities of quality control & improvement
Using statistical techniques such as SPC and DOE
Identifying defects or variations and taking corrective actions
Implementing quality improvement projects, often led by specialized teams
Linking quality improvement projects
44
Founding fathers of quality control and improvement field
Worked at AT&T Bell Laboratories
Introduced the ___ Trilogy, which focuses on planning, control, and improvement. This trilogy provides a structured approach to quality management, emphasizing the importance of meeting customer needs and continuous improvement
He co-authored the Quality Control Handbook, a standard reference for quality methods and improvement
Joseph M. Juran
45
introduced the concept of Total Quality Control (TQC) in his book "Total Quality Control" published in 1951. This book significantly influenced the early philosophy of quality management, particularly in Japan
proposed a three-step approach to improving quality: quality leadership, quality technology, and organizational commitment. He emphasized the importance of statistical methods and technical engineering in quality improvement
advocated for a companywide approach to quality control and focused on organizational structure and systems for improving quality
Armand V. Feiganbaum
46
played a significant role in the transformation of Japanese industries post-World War II
emphasized that the responsibility for quality rests with management. He believed that most opportunities for quality improvement require management action
introduced the concept of the 14 Points for Management, which provides a framework for implementing quality and productivity improvement. These points emphasize long-term thinking, customer focus, and continuous improvement.
William Edwards Deming
47
This refers to a lack of clear, long-term vision and commitment to continuous improvement
Lack of Constancy of Purpose
48
Focusing solely on immediate financial gains at the expense of long-term investments in quality and improvement
Emphasis on Short-Term Profits
49
Relying on performance appraisals and individual rankings as the primary means of evaluating employee contributions
Evaluation by performance, Merit Rating, or Annual Review
50
Rapid movement of managers between different positions or departments, often without gaining a deep understanding of the specific operations
Mobility Management
51
Overreliance on easily measurable metrics (such as financial figures) without considering less tangible but equally critical aspects of performance.
Management by Use Only of Visible Figures
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Neglecting the impact of rising healthcare costs on the organization's overall financial health
Excessive Medical Costs
53
Allowing legal concerns and excessive liability fears to dictate decision-making, often at the expense of more practical quality improvement efforts.
Excessive Costs of Liability Driven by Lawyers
54
Recommended by Deming, which is a model to guide improvement
Also called the Shewhart cycle
THE PDCA CYCLE
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we propose a change in the system that is aimed at improvement
Plan
56
carry out the change, usually on a small or pilot scale, to ensure that the results that are desired will be obtained.
Do
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consists of analyzing the results of the change to determine what has been learned about the changes that were carried out. Sometimes the ___ step is called Study, and the cycle becomes the PDSA cycle
Check
58
either adopt the change or, if it was unsuccessful, abandon it. The process is almost always iterative, and may require several cycles for solving complex problems.
Act
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Strategy for implementing and managing quality improvement activities on an organizationwide basis.
A comprehensive approach to improving the quality of products, services, and processes within an organization.
Began in the 1980, using Deming and Juran’s philosophies as the focal point
Total Quality Management (TQM)
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TQM involves the entire organization, from top management to frontline employees. It emphasizes that everyone has a role to play in quality improvement.
Organization-wide Approach
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TQM encourages the active participation of all employees in quality improvement efforts. It fosters a culture of collaboration, where employees are empowered to identify and solve quality-related issues.
Employee Involvement
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TQM places a strong emphasis on understanding and meeting customer needs and expectations. This involves gathering customer feedback, conducting surveys, and ensuring that products or services align with customer requirements.
Customer Focus
62
One challenge with TQM implementation is the sometimes inadequate utilization of technical tools for reducing variability. This can limit the effectiveness of quality improvement efforts.
Insufficient Emphasis on Technical Tools
62
TQM extends its focus on quality to include suppliers. Organizations work closely with suppliers to ensure that raw materials and components meet specified quality standards
Supplier Quality Improvement
62
Some organizations mistakenly view TQM primarily as a training exercise, leading to widespread but often ineffective training initiatives. The impact on business results may not always be adequately assessed
Training Focus
62
TQM aligns quality improvement activities with the overall business objectives and strategies. It emphasizes that quality is not a standalone initiative but an integral part of the organization's mission.
Integration with Business Goals
63
For TQM to succeed, it requires strong commitment and involvement from top-level management. In cases where this commitment is lacking, the effectiveness of TQM initiatives may be compromised.
Lack of High-Level Commitment
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TQM can sometimes be perceived as just another quality improvement program, rather than a fundamental shift in organizational culture. This can lead to inconsistent results.
Perception as a Program
65
In the past, other quality improvement programs like Zero Defects and Value Engineering have existed. These initiatives, if not properly integrated or understood, can potentially hinder the impact of TQM.
Historical Programs and Initiatives
66
Founded in 1946 in Geneva, Switzerland
The first set of standards were issued in 1987.
International Organization for Standardization (ISO)
67
ISO TYPE - Quality Management System – Fundamentals and Vocabulary (definitions)
ISO 9000:2005 (2015)
68
ISO TYPE - Quality Management System – Requirements
ISO 9001:2008 (2015)
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ISO TYPE - Quality Management System – Guidelines for Performance Improvement (continuous improvement)
ISO 9004:2009 (2018)
70
standards like AS 9100, ISO/TS 16949, QS 9000, and TL 9000
Industry Specific Standards
71
Developed by Motorola in the late 1980s as a response to the demand for its products
Focuses on reducing variability and improving business results
Six Sigma
72
reducing variability in key product quality characteristics to the level at which failure or defects are extremely unlikely
Focus of Six Sigma
73
Products with many components have higher chances of defects.
Three Sigma quality may lead to a significant percentage of defective products
Variability and Product Complexity
74
Predictions about process performance require stability in mean and standard deviation.
No process is entirely stable; disturbances can cause shifts in mean or standard deviation.
Stability and Predictability
75
Focused on defect elimination and basic variability reduction
Generation I Six Sigma
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Tied efforts to business performance improvement through cost reduction
Generation II
77
emphasizes creating value for stakeholders
Generation III
78
Examples of Six Sigma Applications
Meeting delivery schedules and accuracy targets.
Reducing rework in financial document preparation.
Improving e-commerce website performance and customer conversion rates.
Minimizing cycle times and customer waiting times in service systems.
Optimizing payment of outstanding accounts.
Improving forecasting accuracy and timing.
Enhancing audit processes.
79
Approves projects and provides strategic direction.
Leadership Team
80
Facilitate project selection and team formation. They may also oversee Yellow Belts and provide them with guidance on project selection and execution.
Champions
81
Provide high-level technical leadership and support to Black Belts and Green Belts. They may also be involved in the training of Yellow Belts.
Master Black Belts
82
Lead and manage Six Sigma projects, typically on a full-time basis. They have extensive training in Six Sigma methodologies and are highly skilled in data analysis and process improvement.
Black Belts
83
Also lead Six Sigma projects, but typically do so on a part-time basis while still performing their regular job functions. They have received substantial training in Six Sigma.
Green Belts
84
Participate in Six Sigma projects, often on a part-time basis. They have received some level of Six Sigma training but may not be as extensively involved as Green Belts or Black Belts.
Yellow Belts
85
those associated with producing, identifying, avoiding, or repairing products that do not meet requirements
Quality Costs
86
Associates with efforts in design and manufacturing to prevent nonconformance
Includes new product review, product/process design, process control, burn-in, training, and quality data acquisition and analysis
Incurred in an effort to “make it right the first time”
Prevention Costs
87
measuring , evaluating, or auditing products to ensure conformance to standards
Inspection and test of incoming material, product inspection and test, materials consumed, and maintaining accuracy of test equipment.
Appraisal Costs
88
Incurred when products, components, materials, and services fail to meet quality requirements, and these are discovered prior to the delivery of the product to the customer.
Scrap, rework, retest, failure analysis, downtime, yield losses, and downgrading/off-spacing
Internal failure Costs
89
When the product does not perform satisfactorily after it is delivered to the customer.
Complaint adjustment, returned product/material, warranty charges, liability costs, and indirect costs.
External failure Costs
90
Quality costs range from 4% - 40% of sales, depending on the type of organization and quality improvement efforts
Leverage effects: dollars invested in prevention and appraisal yield greater savings in reduced internal and external failures
Pareto analysis: used to identify key areas for quality improvement
Analysis and use of quality costs
91
Focus on prevention rather than overemhpasis on appraisal
Commitment to prevention must be deep and substantial, increasing to about 5% to 6% of revenue
Effective quality improvement programs lead to substantial cost savings within one to two years
Deploying quality improvement tools such as Six Sigma and lean can often reduce manufacturing overhead and quality costs by 20% within one to two years. This can lead to a 5% to 10% of revenue increase in operating profit. These numbers are business specific.
Reducing Quality Costs
