Quality Management & Control

Question 1

what are the effects on an organization if goods/ services are poor quality, best case scenario to worst

Answer 1

higher transformation costs, higher warranty costs, loss of sales (short term), loss of reputation (long term), lawsuits

Question 2

what is the quality management process

Answer 2

• alarm bell (checksheets, pareto analysis, scatter diagrams, control charts) tells us something is wrong
• we then investigate (root cause analysis & fishbone diagrams) to figure out who or what material machine method or measurement caused this problem
• prevent, (process failsafes & checklists), this is where we make sure it doesn’t happen for the same reasons again

Question 3

how is the cost of quality expensive but quality is free at the same time

Answer 3

because the proactive costs fight off the reactive costs

Question 4

two types of costs expand on what they are

Answer 4

proactive and reactive. proactive is control costs, expanding into prevention and appraisal costs. reactive is failure costs expanding into internal failure costs and external failure costs

Question 5

how can quality be improved through costs, meaning allocating one cost to another without additional investments

Answer 5

we move the costs we recieve from failure costs to control costs (proactive)

Question 6

proactive costs break down

Answer 6

improving quality can lead down two paths, appraisal path and prevention path. appraisal is the traditional view, it will increase appraisal costs meaning quality goes up costs go up (example is impaired driving checkstops). prevention path is the Deming’s view which increases process quality meaning quality is up while costs go down (example is anti drinking and driving campaigns)

Question 7

what is failsafing

Answer 7

creating a control condition where the customer or employee can only take the correct action while performing the process. for example airplane bathrooms , a passanger opens door while it is occupied, the solution is that the bathroom light is not activated until the door is locked.

Question 8

what if you cant failsafe, what is the next best option

Answer 8

prevention - checklists. checlists are effective and efficient

Question 9

benefits of checlists

Answer 9

formalize previous lessons learned, shares best practices, improvement is typically immediate and significant

Question 10

what is the third leading cause of death and how can it be prevented

Answer 10

medical errors, can be prevented by a checklist

Question 11

what is six sigma and their goal

Answer 11

quality management phisolophie that aims to reduce process variation so that only 3.4 or less out of one million products produced are defected for processes involving high volume of manufactured units or service transactions

Question 12

what fraomwork does six sigma use

Answer 12

DMAIC - Define, Measure, analyze, improve, control

Question 13

what is six sigma’s certification

Answer 13

six sigma black belt certification

Question 14

PDCA cycle, who developed it, what is the principle

Answer 14

PDCA was developed by walter shewhart, principle of continous improvement and stands for plan (the improvement), do (implement plan to improve), check (actual results vs planned results), act (adjust so actual meets planned results)

Question 15

ISOO 9000, what is it, purpose

Answer 15

a quality certification, it is a series of international “generic management system standards”, purpose is to facilitate international trade by providing a single set of standards that people everywhere will recognize and respect, they are focusessed on process standards not product standards.

Question 16

iso 14000 what does it focus on

Answer 16

environment certificate, good for public image and reduces exposure to liability, focuses on 2 main things, minimizing harmful damages to the environment caused by activities, and second is continous improvement of environmental practices

Question 17

iso 26000

Answer 17

not a certificate but is more about guidance on social and environmental responsibility, wants to make companies have good intentions

Question 18

what are some quality control graphical tools

Answer 18

pareto analysis, scatter diagrams, cause and effect diagrams (fishbone)

Question 19

pareto analysis

Answer 19

distinguishing the vital few (80/20 rule), gathers date on the frequency of various events, events then ranked in decreasing order of importance, graph shows histogram (bar chart) of frequencies, and a line graph of cumulative percentage, companies can use FAQ’s to their advantage based off of pareto analysis results

Question 20

80/20 rule

Answer 20

80 percent of our outcomes (defects) result from 20 percent of our causes (parts)

Question 21

review slide 25

Question 22

scatter diagrams

Answer 22

plot data points and visually interpret the results, for example wait time to order for restraunts against scale of 1-10 satisfaction level

Question 23

root cause analysis - fishbone diagram

Answer 23

cause and effect diagram, keeps asking why to find the root cause of a problem

Question 24

what are the two areas statistical quality control (SQC) splits into

Answer 24

acceptance sampling and statistical process control (SPC)

Question 25

process control in SQC

Answer 25

a form of prevention, sets standards to indicate when adjustments should be made while the service or good is being producedf

Question 26

acceptance sampling

Answer 26

a form of appraisal, acceptance or rejection of goods which already exist

Question 27

what two statistical measures are used for quality control

Answer 27

measures of central tendency (mean/ average) and measures of dispersion (range and sd)

Question 28

the two types of errors, which is producer and which is consumer risk

Answer 28

type I error: sample sdays there is a problem, we take action, actual results say there is nothing wrong this is producer risk type II error: sample says there is no error, no action taken, there is an actual problem this is consumer risk

Question 29

why do we use control charts

Answer 29

to make inferences about the state of the process on the basis of one or more statistics of samples drawn from the on going process (see if we are in or out of control)

Question 30

statistical process control (SPC) nd acceptance sampling is split into two sections, what are these

Answer 30

attributes and variables

Question 31

attributes in SPC

Answer 31

data which count (e.g #of complaints) - p-chart

Question 32

variables in SPC

Answer 32

data which measure (km, kg, ml) - x-chart & r-chart

Question 33

issues with spc

Answer 33

how often to sample and where to monitor in a multistage process

Question 34

how often to sample SPC depends on:

Answer 34

cost of sampling, variability of process, cost of quality faults

Question 35

where to monitor SPC

Answer 35

before costly stages in the process, at the end to ensure customer satisfaction, at historically unreliable stages, near beggining to isolate supplier problems

Question 36

what does process capability measure, what are the limits

Answer 36

whether or not the output will routinely meet the design specifications, specification limits are split into the upper and lower specification limits, these are externally set and are not affected by improving process of sampling

Question 37

examples of what we can do for prevention costs

Answer 37

failsafing and training costs

Question 38

examples of what we can do for appraisal costs

Answer 38

inspections: labour, equipment

Question 39

examples of internal failure costs

Answer 39

rework, downtime, scrap

Question 40

examples of external failure costs

Answer 40

warranty, returns, lawsuits, reputation

Question 41

total quality cost is equal to

Answer 41

control costs + failure costs

Question 42

what is statistics

Answer 42

study of numerical data to better understand characteristics of a population or process