Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Quality Management > Quality Management Exam 1 > Flashcards

Quality Management Exam 1 Flashcards

1
Q

Have a long-term consistency of purpose

A

Demings 1st point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Learn the new philosophy of win-win

A

Demings 2nd point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Understand the purpose of inspection

A

Demings 3rd point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

End business practices driven by price alone

A

Demings 4th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Constantly improve system of production and services

A

Demings 5th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Institute training

A

Demings 6th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Teach and institute leadership

A

Demings 7th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Drive out fear and create trust

A

Demings 8th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Optimize team and individual efforts

A

Demings 9th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Eliminate Slogans

A

Demings 10th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Eliminate numerical quotas and M.B.O focus improvement

A

Demings 11th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Remove barriers that rob people of pride and workmanship

A

Demings 12th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Encourage self-education and self-improvement

A

Demings 13th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Take action to accomplish the transformation

A

Demings 14th point

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What are the three pillars of quality management

A

1- Customer focus
2- Employee Involvment
3-Continous Improvment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

(8 Key dimensions of product quality)
The main function of the product

A

performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

(8 Key dimensions of product quality)
Comes additional to a product

A

Features

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

(8 Key dimensions of product quality)
Probability of a function of a product without it breaking down

A

Reliability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

(8 Key dimensions of product quality)
How long can a product last

A

Durability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

(8 Key dimensions of product quality)
Meeting a standard set (FDA, Government)

A

Conformance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

(8 Key dimensions of product quality)
How easy or difficult it is to do maintenance

A

Serviceability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

(8 Key dimensions of product quality)
The looks of a product

A

Aesthetics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

(8 Key dimensions of product quality)
Brand recognition (customers thinking because of brand)

A

Perceived quality

24
Q

Two important facts about the 8 key dimensions

A
  1. You can never go below par on ANY of the 8 dimensions otherwise your customer will move to the competitors
    2.You also need ONE dimension to stand out
25
Q

(Kano’s Model of customer needs)
-Expected (basic) requirements, customers are extremely dissatisfied when expected requirements are not met

A

Dissatifers

26
Q

(Kano’s Model of customer needs)
-Expressed (optional) requirements, customers are satisfied when their expressed requirements are met

A

Satisfiers

27
Q

(Kano’s Model of customer needs)
-Unexpected feature, Customers are genuinely surprised and delighted for the feature is unexpected

A

Exciters/Delighters

28
Q

Integrate HR plans with the overall quality and operational performance plans

A

HR Leading Practice

29
Q

Involve all employees at all levels and in all functions

A

HR Leading Practice

30
Q

Use suggestion and recognition systems effectively to promote involvement and motivate employees

A

HR Leading Practice

31
Q

Emphasize and support teamwork throughout the organization

A

HR Leading practice

32
Q

Empowering individuals and teams to make decisions

A

HR Leading Practice

33
Q

Make extensive investments in training and education

A

HR Leading Practice

34
Q

Maintain a work environment conducive to the well-being and growth of employees

A

HR Leading Practice

35
Q

Monitor the extent and effectiveness of HR practices and measure employee satisfaction

A

HR Leading Practice

36
Q

Discovering how to become a leader by examining characteristics and methods of recognized leaders

A

Trait Approach (leadership theory)

37
Q

Attempts to determine the types of behaviors for effective leadership
(Relationship-centered approach and Production Centered approach)

A

Behavioral Approach (leadership theory)

38
Q

Effective leadership behavior depends on situational factors

A

Contingency/Situational approach (Leadership theory)

39
Q

Create a strategic vision and quality values

A

Leading practice in leadership

40
Q

Create and sustain a leadership system and environment for quality excellence

A

Leading practice in leadership

41
Q

Set high expectations and bring out motivations

A

Leading practice in leadership

42
Q

Demonstrate personal commitment and involvement in quality

A

Leading practice in leadership

43
Q

Integrate quality values into daily leadership and management

A

Leading practice in leadership

44
Q

Integrate societal responsibilities and community involvement

A

Leading practice in leadership

45
Q

Appreciation for a system

A

Deming’s System of profound knowledge

46
Q

Understanding variation
-Many sources of uncontrollable variation(common cause)
-Special causes of variation can be recognized and controlled
-Failure to understand these differences can increase variation in a system

A

Deming’s system of profound knowledge

47
Q

Theory of knowledge
-Experience alone does not establish a theory
-Theory shows a cause-and-effect relationship that can be used for a prediction

A

Deming’s system of profound knowledge

48
Q

Psychology
-Sincere trust and belief in people
-Understanding of how people work in systems
-Intrinsic versus extrinsic motivation

A

Deming’s system of profound knowledge

49
Q

-To satisfy customers
-To achieve higher customer satisfaction than its competitors
-To retain customers in the long run
-To gain market share

A

Importance of customer satisfaction

50
Q

-They understand the “voice of the customer”
-They understand the linkages between VOC, design, and production

A

Generic practices of successful companies

51
Q

-Comment cards and formal surveys
-Focus groups
-Direct customer contact
-Field intelligence
-Study complaints
-Monitor the internet

A

Customer listening posts

52
Q

-Core job characteristics
-Critical psychological states
-Outcomes

A

Hackman/Oldham Model

53
Q

5 Levels of needs
1. Physiology
2. Saftey
3. Social
4. Ego
5. Self-actualization

A

Maslow

54
Q

Job dissatisfiers: job maintenance (salary, company policy)

Job satisfiers: Motivators (recognition, personal growth)

A

Herzberg

55
Q

Effort is determined by value of reward and perceived effort-reward is probability

A

Porter/Lawer’s

Quality Management (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions