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Quality Management > Quality Management Exam 1 > Flashcards

Quality Management Exam 1 Flashcards

(55 cards)

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1
Q

Have a long-term consistency of purpose

A

Demings 1st point

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2
Q

Learn the new philosophy of win-win

A

Demings 2nd point

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3
Q

Understand the purpose of inspection

A

Demings 3rd point

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4
Q

End business practices driven by price alone

A

Demings 4th point

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5
Q

Constantly improve system of production and services

A

Demings 5th point

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6
Q

Institute training

A

Demings 6th point

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7
Q

Teach and institute leadership

A

Demings 7th point

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8
Q

Drive out fear and create trust

A

Demings 8th point

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9
Q

Optimize team and individual efforts

A

Demings 9th point

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10
Q

Eliminate Slogans

A

Demings 10th point

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11
Q

Eliminate numerical quotas and M.B.O focus improvement

A

Demings 11th point

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12
Q

Remove barriers that rob people of pride and workmanship

A

Demings 12th point

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13
Q

Encourage self-education and self-improvement

A

Demings 13th point

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14
Q

Take action to accomplish the transformation

A

Demings 14th point

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15
Q

What are the three pillars of quality management

A

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

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16
Q

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

A

performance

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17
Q

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

A

Features

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18
Q

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

A

Reliability

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19
Q

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

A

Durability

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20
Q

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

A

Conformance

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21
Q

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

A

Serviceability

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22
Q

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

A

Aesthetics

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23
Q

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

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A

Perceived quality

24
Q

Two important facts about the 8 key dimensions

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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
(Kano's Model of customer needs) -Expected (basic) requirements, customers are extremely dissatisfied when expected requirements are not met
Dissatifers
26
(Kano's Model of customer needs) -Expressed (optional) requirements, customers are satisfied when their expressed requirements are met
Satisfiers
27
(Kano's Model of customer needs) -Unexpected feature, Customers are genuinely surprised and delighted for the feature is unexpected
Exciters/Delighters
28
Integrate HR plans with the overall quality and operational performance plans
HR Leading Practice
29
Involve all employees at all levels and in all functions
HR Leading Practice
30
Use suggestion and recognition systems effectively to promote involvement and motivate employees
HR Leading Practice
31
Emphasize and support teamwork throughout the organization
HR Leading practice
32
Empowering individuals and teams to make decisions
HR Leading Practice
33
Make extensive investments in training and education
HR Leading Practice
34
Maintain a work environment conducive to the well-being and growth of employees
HR Leading Practice
35
Monitor the extent and effectiveness of HR practices and measure employee satisfaction
HR Leading Practice
36
Discovering how to become a leader by examining characteristics and methods of recognized leaders
Trait Approach (leadership theory)
37
Attempts to determine the types of behaviors for effective leadership (Relationship-centered approach and Production Centered approach)
Behavioral Approach (leadership theory)
38
Effective leadership behavior depends on situational factors
Contingency/Situational approach (Leadership theory)
39
Create a strategic vision and quality values
Leading practice in leadership
40
Create and sustain a leadership system and environment for quality excellence
Leading practice in leadership
41
Set high expectations and bring out motivations
Leading practice in leadership
42
Demonstrate personal commitment and involvement in quality
Leading practice in leadership
43
Integrate quality values into daily leadership and management
Leading practice in leadership
44
Integrate societal responsibilities and community involvement
Leading practice in leadership
45
Appreciation for a system
Deming's System of profound knowledge
46
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
Deming's system of profound knowledge
47
Theory of knowledge -Experience alone does not establish a theory -Theory shows a cause-and-effect relationship that can be used for a prediction
Deming's system of profound knowledge
48
Psychology -Sincere trust and belief in people -Understanding of how people work in systems -Intrinsic versus extrinsic motivation
Deming's system of profound knowledge
49
-To satisfy customers -To achieve higher customer satisfaction than its competitors -To retain customers in the long run -To gain market share
Importance of customer satisfaction
50
-They understand the "voice of the customer" -They understand the linkages between VOC, design, and production
Generic practices of successful companies
51
-Comment cards and formal surveys -Focus groups -Direct customer contact -Field intelligence -Study complaints -Monitor the internet
Customer listening posts
52
-Core job characteristics -Critical psychological states -Outcomes
Hackman/Oldham Model
53
5 Levels of needs 1. Physiology 2. Saftey 3. Social 4. Ego 5. Self-actualization
Maslow
54
Job dissatisfiers: job maintenance (salary, company policy) Job satisfiers: Motivators (recognition, personal growth)
Herzberg
55
Effort is determined by value of reward and perceived effort-reward is probability
Porter/Lawer's

Quality Management (3 decks)

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