TQM Flashcards
(202 cards)
1
Q
The ultimate buyers of goods and services
A
Consumers
2
Q
Quality in a transcendent perspective is defined as fitness for intended use (T or F)
A
False (it should be excellent; fitness for intended use is user perspective definition)
3
Q
These people are those who fall between the organization and the consumer, but are not part of the organization
A
External Customers (Ex. supplier)
4
Q
Anyone who receives goods or services from someone else within an organization; recipient of another’s output (which could be a product, service, or information)
A
Internal Customers (Ex. employees)
5
Q
(History of QM) A customer-focused, results-oriented approach to business improvement
A
Emergence of Six Sigma
6
Q
(History of QM) No significant differences among regions around the world
A
Globalization of Quality
7
Q
Organizations must knock down silos of information in order to get the right information to the right places (T or F)
A
True
8
Q
Marketing and sales personnel are responsible for determining the needs and expectations of consumers
A
Quality in Marketing
9
Q
Product design and engineering functions develop technical specifications for products and production processes to meet the requirements determined by the marketing function
A
Quality in Product Design
10
Q
A – should not simply be responsible for low-cost procurement, but should maintain a clear focus on the quality of purchased goods and materials
A
purchasing agent
11
Q
Poor quality often results from time pressures caused by insufficient planning and scheduling
A
Quality in Production Planning & Scheduling
12
Q
Both technology and people are essential to high-quality manufacturing
A
Quality in Manufacturing and Assembly
13
Q
Manufacturing processes must be capable of producing output that meets specifications consistently
A
Quality in Process Design
14
Q
The purposes of final product inspection are to judge the quality of manufacturing, to discover and help to resolve production problems that may arise, and to ensure that no defective items reach the customer
A
Quality in Finished Goods Inspection and Testing
15
Q
Service after the sale is one of the most important factors in establishing customer perception of quality and customer loyalty
A
Quality in Installation and Service
16
Q
Any primary or complementary activity that does not directly produce a physical product
A
Service
17
Q
Manufacturing requires a higher degree of customization (T or F)
A
False (it should be services not manufacturing)
18
Q
Services are produced and consumed simultaneously (T or F)
A
True
19
Q
Manufacturing are more labor intensive than Services (T or F)
A
False (services are more labor intensive than manufacturing)
20
Q
2 components of service quality
A
People and technology
21
Q
Ensuring that the measurements used in controlling quality are meaningful and accurate, and ensuring that measurement equipment is calibrated and traceable to the National Institute of Standards and Technology (NIST)
A
Metrology
22
Q
Techniques and activities that focus on controlling or regulating processes and materials to fulfill quality requirements and prevent defective products or services from being passed on
A
Quality Control (QC)
23
Q
Providing training that supports employee skills training and education in quality-related topic
A
Training
24
Q
Managing or overseeing the activities involved with auditing products, processes, and quality management systems to ensure that the organization’s strategies, goals, objectives, policies, and procedures relative to quality are followed
A
Auditing
25
Working with design and production functions to determine product reliability with an aim of lowering total cost of ownership of the product and satisfying customers
Reliability Engineering
26
Working where needed to apply expertise, such as the tools of quality control and statistical analysis
Problem Solving
27
Managing or overseeing the activities that ensure that high-quality suppliers are selected and that incoming purchased parts and materials are acceptable in grade, timeliness, and other characteristics
Supplier Quality Management
28
Working with sales, design, and other functions to ensure quality in products under development
Product/Service Design
29
Is driven by customer wants and needs
Competitive Advantage
30
Competitive Advantage provides basis for further improvement, provides direction and motivation, is durable and lasting, and it makes significant contribution to business success (T or F)
True
31
This has a positive impact on business success
personal initiative
32
Quality-focused individuals often exceed customer expectations (T or F)
True
33
Attitudes cannot be changed through awareness and effort (T or F)
False (They can be changed. Ex. personal quality checklist)
33
This philosophy focuses on continual improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management
Deming Philosophy
34
In the outline of Deming’s System of Profound Knowledge, --- talks about how most organizational processes are cross-functional
Appreciation for a System
35
People are motivated intrinsically and extrinsically. Extrinsic motivation is the most powerful (T or F)
False (it should be intrinsic)
36
Knowledge is possible without theory (T or F)
False (knowledge is NOT possible without a theory; experience alone does not establish a theory, it only describes; theory can show cause-and-effect relationships that can be used for predictions
37
Many sources of uncontrollable variation exists in any process (T or F)
True
38
A fitness for use philosophy of quality
Juran Philosophy
39
This definition of quality suggests that it should be viewed from both external and internal perspectives
Juran Philosophy
40
Juran's Quality Trilogy
Quality Planning
Quality Control
Quality Improvement
41
A philosophy stating that quality is free; it is not a gift but it is free
Crosby Philosophy
42
Quality, according to Feigenbaum, means conformance to requirements (T or F)
False (it's by crosby not feigenbaum)
43
Zero defects is the only performance standard - Crosby's Absolutes of Quality Management (T or F)
True
44
3 Steps to Quality by Feigenbaum
Quality Leadership, with a strong focus on planning
Modern Quality Technology, involving the entire workforce
|
Organizational Commitment, supported by continuous training and motivation
45
Philosophy that advocated the use of simple visual tools and statistical techniques
Ishikawa Philosophy
45
A philosophy that talks about influenced participative approaches involving all workers
Ishikawa Philosophy
45
Foundation of the philosophy
Principles
46
Activities by which principles are implemented
Practices
47
Tools and approaches to make practices effective
Techniques
47
Provides fundamental background information and establishes definitions of key terms used in the standards
ISO 9000:2015
48
Provide confidence to customers and other stakeholders that quality requirements are being achieved in the delivered product is one of the objectives of ISO 9003 (T or F)
False (it should be ISO 9000)
48
ISO 9001 requirement for audits forces an organization to review its quality system on a routine basis (T or F)
True
48
Core document that provides the specific requirements for a quality management system to help organizations consistently provide products that meet customer and other regulatory requirements
ISO 9001: 2015
49
ISO certified organizations cannot use their status to differentiate themselves in the eyes of customers (T or F)
False (they can use their status to differentiate themselves in the eyes of customers)
50
Customer focus is one of the modern quality management principles under ISO 9000 (T or F)
True
50
This is the modern quality management principle under ISO 9000 that ensure that people’s abilities are used and valued
Engagement of People
51
All work occurs in a system of interconnected processes
Statistical Thinking
51
Tools to plan work activities, collect data, analyze results, monitor progress, and solve problems
TQ techniques/ total quality techniques
51
This is the modern quality management principle under ISO 9000 ensure the accessibility of accurate and reliable data
evidence-based decision making
51
This is the modern quality management principle under ISO 9000 that identify linkages between activities and manages activities as processes
Process Approach
51
Variation that are a natural part of process
Uncontrollable variation (common causes)
51
This is the modern quality management principle under ISO 9000 that identify and select suppliers to manage costs, optimize resources, and create value
relationship management
51
Two Fundamental Management Mistakes
Treating as a special cause any fault, complaint, mistake, breakdown, accident or shortage when it is due to common causes
Attributing to common causes any fault, complaint, mistake, breakdown, accident or shortage when it is due to a special cause
52
This is the modern quality management principle under ISO 9000 that establishes a vision and direction for the organization
leadership
52
Key Product Quality Dimensions that talks about primary operating characteristics
performance
52
Give atleast 1 problem created by Variation
Variation increases unpredictability
Reduces capacity utilization
Contributes to a “bullwhip” effect
Makes it difficult to find root causes
Makes it difficult to detect potential problems early
52
variation that can be recognized and controlled
Special (assignable) causes
52
“Top management shall ensure that customer are determined and are met with the aim of enhancing customer satisfaction”
(T or F)
True
52
Mechanism for managing and continuously improving core processes to “achieve maximum customer satisfaction at the lowest overall cost to the organization”
Quality Management Systems
52
…”the result of delivering a product or service that meets customer requirements”
Customer Satisfaction
52
A customers’ investment in or commitment to a brand and product offerings
Customer Engagement
53
Key Product Quality Dimensions that talks about the probability of operating for specific time and conditions of use
reliability
53
Key Product Quality Dimensions that talks about the degree to which characteristics match standards
conformance
53
Key dimensions of service quality that talks about the ability to provide what was promised
reliability
53
Key Product Quality Dimensions that talks about "bells and whistles"
features
53
Key Product Quality Dimensions that talks about the speed, courtesy, and competence of repair
serviceability
53
Key Product Quality Dimensions that talks about the amount of use before deterioration or replacement
durability
54
Key dimensions of service quality that talks about the physical facilities and appearance of personnel
tangibles
54
Key dimensions of service quality that talks about the willingness to help customers and provide prompt service
responsiveness
54
these are the expressed requirements stated in the Kano model of customer requirements
satisfiers
54
Key dimensions of service quality that talks about the degree of caring and individual attention
empathy
54
Key dimensions of service quality that talks about the knowledge and courtesy of employees and ability to convey trust
assurance
54
these are the expected requirements that cause dissatisfaction if not present stated in the Kano model of customer requirements
Dissatisfiers
55
Customer satisfaction or dissatisfaction takes place during --
Moments of Truth
55
…customer requirements, as expressed in the customer’s own terms
Voice of the Customer
55
these are the unexpected features stated in the Kano model of customer requirements
excited/delighters
55
when building a customer-focused organizations, it is not important to select and develop customer contact employees (T or F)
False (Selecting and developing customer contact employees is important)
55
… measurable performance levels or expectations that define the quality of customer contact with an organization
Customer Contact Requirements
55
Give at least 1 customer listening posts
Comment cards and formal surveys
Focus groups
Direct customer contact
Field intelligence
Complaints
Internet and social media monitoring
55
The customer contact requirements that talks about the response time, answering the telephone within two rings or shipping orders the same day
Technical Requirements
56
When measuring customer satisfaction and engagement, this tends to determine whether changes actually result in improvements
Track
56
Give at least 1 reason why customer satisfaction efforts fail?
Poor measurement schemes
Failure to identify appropriate quality dimensions
Failure to weight dimensions appropriately
Lack of comparison with leading competitors
Failure to measure potential and former customers
Confusing loyalty with satisfaction
56
The customer contact requirements that talks about the usage of a customer’s name whenever possible
Behavioral Requirements
56
Developed by (and is a registered trademark of) Fred Reichheld, Bain & Company, and Satmetrix
Net Promoter Score (NPS)
56
measures how customers assess benefits – such as product performance, ease of use, or time savings – against costs, such as purchase price, installation cost or time, and so on, in making purchase decision
Customer Perceived Value
56
Designed to help organizations increase customer loyalty, target their most profitable customers, and streamline customer communication processes.
Customer Relationship Management (CRM) software
57
This is when scores of 7-8 are associated with customers who are satisfied but may switch to competitors
Passives
57
Everyone who is actively involved in accomplishing the work of an organization. This encompasses paid employees as well as volunteers and contract employees, and includes team leaders, supervisors, and managers at all levels
Workforce
57
This is when scores of 6 and below represent unhappy customers who may spread negative comments
Detractors
57
This is when scores of 9-10 are usually associated with loyal customers who will typically be repeat customers
Promoters
57
percentage of promoters - percentage of detractors
Net Promoter Score (NPS)
58
consists of those activities designed to provide for and coordinate the people of an organization
Workforce management/human resource management or HRM
58
One of the Key Workforce-Focused Practices for Performance Excellence in workforce is making appropriate investments in development and learning, both for the workforce and the organization’s leaders
(T or F)
True
59
Involves designing and implementing a set of internally consistent policies and practices to ensure that an organization’s human capital
Strategic Human Resource Management
59
The extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization.
Workforce Engagement
59
Give at least 1 advantages of workforce engagement
Replaces the adversarial mentality with trust and cooperation
Develops the skills and leadership capability of individuals, creating a sense of mission and fostering trust
Increases employee morale and commitment to the organization
Fosters creativity and innovation, the source of competitive advantage
Helps people understand quality principles and instills these principles into the corporate culture
Allows employees to solve problems at the source immediately
Improves quality and productivity
59
Any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation
Employee Involvement (EI)
59
extent to which an individual contributes to achieving the goals and objectives of an organization
Performance
60
work approaches used to systematically pursue ever-higher levels of overall organizational and human performance
High-Performance Work
61
An individual’s response to a felt need
Motivation
61
The model proposes that five core characteristics of job design (task significance, task identity, skill variety, autonomy, and feedback from the job) influence three critical psychological states (experienced meaningfulness, experienced responsibility, and knowledge of results), which in turn, drive work outcomes (employee motivation, growth satisfaction, overall job satisfaction, and work effectiveness)
Hackman-Oldham Model
62
Refers to how employees are organized in formal and informal units
Work Design
62
Refers to responsibilities and tasks assigned to individuals
Job Design
62
five core characteristics of job design
task significance, task identity, skill variety, autonomy, and feedback from the job
62
A management tool for the submission, evaluation, and implementation of an employee’s idea to save cost, increase quality, or improve other elements of work such as safety
Employee suggestion system
62
three critical psychological states
experienced meaningfulness, experienced responsibility, and knowledge of results
63
drivers of work outcomes
employee motivation, growth satisfaction, overall job satisfaction, and work effectiveness
63
expanding worker’s jobs
Job Enlargement
63
The life cycle of teams that takes place when the team is introduced, meets together, and explores issues of their new assignment
Forming
63
A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable
Teams
63
having workers learn several tasks and rotate among them
Job Rotation
63
The life cycle of teams that takes place when the issues of the previous stage have been worked out, and team members agree on roles, ground rules, and acceptable behavior when doing the work of the team
Norming
63
granting more authority, responsibility, and autonomy
Job Enrichment
63
Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risks and learn from mistakes, and to promote change
Empowerment
64
The life cycle of teams that
64
The life cycle of teams that occurs when team members disagree on team roles and challenge the way that the team will function
Storming
65
The life cycle of teams that characterizes the productive phase of the life cycle when team members cooperate to solve problems and complete the goals of their assigned work
Performing
66
The life cycle of teams when the team wraps up the project, satisfactorily completes its goals, and prepares to disband or move on to another project
adjourning
67
Health and safety are the only key factors in a workplace environment (T or F)
False (need to have overall well-being as well)
68
Refer to all aspects of pay and reward, including promotions, bonuses, and recognition, either monetary and non monetary or individual and group
Compensation and Recognition
69
Compensation includes monetary or non-monetary (T or F)
False (this is under recognition)
70
Recognition can only be formal (T or F)
False (it can be formal or informal)
71
Recognition can only be given individually (T or F)
False (it can be indivual or group)
72
New approaches on performance management focus on short-term results and individual behavior; fail to deal with uncontrollable factors (T or F)
False (it should be conventional performance appraisal systems
73
conventional performance appraisal systems focuses on company goals such as quality and behaviors like teamwork (T or F)
False (it should be new approaches to performance management)
74
How you are measured is how you perform
Performance Management
75
Number of teams, rate of growth, percentage of employees involved, number of suggestions implemented, time taken to respond to suggestions, employee turnover, absenteeism, and grievances; perceptions of teamwork and management effectiveness, engagement, satisfaction, and empowerment
Outcome Measures
76
Number of suggestions that employees make, numbers of participants in project teams, participation in educational programs, average time it takes to complete a process improvement project, whether teams are getting better, smarter, and faster at performing improvements, improvements in team selection and planning processes, frequency of use of quality improvement tools, employee understanding of problem-solving approaches, and senior management involvement
Process Measures
77
Gallup 12 refers to the 12 survey statements that Gallup found as those that best form the foundation of strong feelings of engagement. (T or F)
True
78
Employees who work with passion and feel a profound connection to their company. They drive innovation and move the organization forward
Engaged Employees
79
Employees who aren’t just unhappy at work; they are busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish
Actively disengaged Employees
79
Employees who are essentially “checked out.” They are sleepwalking through their workday. They put in in time, but not enough energy or passion into their work
Not-engaged Employees
80
When sustaining high-performance work systems, regular assessment of only: Career progression and succession planning, hiring, training and retention of employees, and workforce capability and capacity needs is needed (T or F)
True
81
refers to an organization’s ability to accomplish its work processes through the knowledge, skills, abilities, and competencies of its people
Workforce Capability
82
efers to an organization’s ability to ensure sufficient staffing levels to accomplish its work processes and successfully deliver products and services to customer, including the ability to meet seasonal or varying demand levels
Workforce Capacity
83
Formal processes to identify, develop, and position future leaders
Succession Planning
84
A sequence of linked activities that is intended to achieve some result
Processes/process
85
Succession planning is vital to short-term organizational sustainability (T or F)
False (it should be long-term)
86
Give at least 1 effective hiring practices
Determine key employee skills and competencies
Identify job candidates based on requires skills and competencies
Screen job candidates to predict suitability and match to jobs
87
involves planning and administering the activities necessary to achieve a high level of performance in key business processes, and identifying opportunities for improving quality and operational performance, and ultimately, customer satisfaction
Process Management
88
ensuring that the inputs to the process, such as materials, technology, work methods, and a trained workforce are adequate, and that the process can achieve its requirements
Design
89
maintaining consistency in output by assessing performance and taking corrective action when necessary
Control
90
continually seeking to achieve higher levels of performance in the process, such as reduced variation, higher yields, fewer defects and errors, smaller cycle times, and so on
Improvement
91
In the ISO 9000 of process management, the entire set of standards is focused on an organization’s ability to understand, define, document, and manage its processes (T or F)
true
92
The type of process that talks about those most important to “running the business”; what run the business
Value - Creation Processes
93
process that talks about the activities that develop functional product specifications
Design Processes
94
The type of process that talks those most important to an organization’s value creation processes, employees, and daily operations
Support Processes
95
process that create or deliver products
Production/Delivery Processes
96
temporary work structure that start up, produce products or services, and then shut down
project
97
all activities associate with planning, scheduling, and controlling projects
project management
98
Value creation process requirements are driven by internal customer needs and must be aligned with the needs of key value-creation processes (T or F)
False (its not value creation process but support process requirements)
99
Support process requirements usually depend on consumer or external customer needs (T or F)
False (it should be value creation process requirements)
100
Its goal is to develop an efficient process that satisfied both internal and external customer requirements and is capable of achieving the requisite level of quality and performance
process design
101
Process design considerations include safety, cost, variability, productivity, environmental impact, “green” manufacturing, measurement capability, and maintainability of equipment (T or F)
True
102
describes the specific steps in a process
process map
103
When developing process maps, you should begin asking “what input does it need to produce the process output?” (T or F)
False (its the 2nd step, you should first ask “what is the last essential subprocess that produces the output of the process?”)
104
Designing service does not need to involve determining an effective balance between people and technology (T or F)
False (determining the balance between people and technology is essential)
105
5 key service dimensions in service process design
reliability, assurance, tangibles, empathy, and responsiveness
106
refers to flexibility and short cycle times
agility
107
refers to the ability to adapt quickly and effectively to changing requirements
flexibility
108
Flexibility is crucial to such customer-focused strategies as mass customization (T or F)
False (it should be agility)
109
Give at least 1 typical reasons for mistakes and errors:
forgetfulness due to lack of reinforcement or guidance
misunderstanding or incorrect identification because of the lack of familiarity with process or procedures
lack of experience
absentmindedness and lack of attention, especially when a process is automates
110
an approach for mistake-proofing processes using automatic devices or simple methods to avoid human error
Poka-Yoke
111
service errors that includes doing work incorrectly, work not requested, work on the wrong order, or working too slowly
Task Errors
112
service errors that tackles the contact between the server and the customer
Treatment Errors
113
service errors that includes unclean facilities, dirty uniforms, inappropriate temperature, document errors
tangible errors
113
service errors that talks about the failure to bring necessary materials to the encounter, to understand their role in the service transaction, and to engage the correct service
customer errors in preparation
114
service errors that talks about the inattention, misunderstanding, memory lapse, and failure to remember steps in the process or to follow instructions
Customer errors during an encounter
114
service errors that talks about the failure to signal service inadequacies, learn from experience, adjust expectations, execute appropriate post-encounter actions
Customer errors at the resolution stage of a service encounter
115
activity of ensuring conformance to requirements and taking corrective action when necessary to correct problems and maintain stable performance
Control
115
4 Elements of Control Systems
a standard or goal
a means of measuring accomplishment
comparison of results with the standard to
provide feedback
ability to make corrections as appropriate
116
Control should be the basis for organizational learning and lead to improvement and prevention of defects and errors (T or F)
True
117
Control is usually applied to incoming materials, key processes, and final products and services (T or F)
True
118
refers to both incremental changes, which are small and gradual, and breakthrough improvements, which are large and rapid
Continuous Improvement
119
understanding why changes are successful through feedback between practices and results, leading to new goals and approaches
Learning
120
4 stages of a learning cycle
Planning
Execution of plans
Assessment of progress
Revision of plans based upon assessment findings
121
a Japanese word that means gradual and orderly continuous improvement
Kaizen
122
Kaizen event focuses on small, gradual, and frequent improvements over the long term with minimum financial investment, and participation by everyone in the organization (T or F)
False (should be Kaizen)
123
intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period
Kaizen Event
124
Kaizen event is performed on a part-time basis (T or F)
False (Kaizen is performed on a part-time basis)
125
-- are generally comprised of employees from all areas involved in the process who understand it and can implement changes on the spot
Teams
126
refers to discontinuous change, as opposed to the gradual, continuous improvement philosophy of Kaizen
Breakthrough Improvement
126
result from innovative and creative thinking
Breakthrough Improvement
127
the search of industry best practices that lead to superior performance
Benchmarking
128
Process Benchmarking is the study of products or business results against competitors to compare pricing, technical quality, features, and other quality or performance characteristics (T or F)
False (it should be competitive benchmarking)
129
Competitive Benchmarking is identifying the most effective practices in key work processes in organizations that perform similar functions, no matter in what industry (T or F)
False (it should be process benchmarking)
130
the fundamental objective of a supply chain is to provide the right product in the right quantity at the right place at the right time (T or F)
True
130
fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed
Reengineering
131
Suppliers include only companies that provide materials and components, and not distributors, transportation companies and information, healthcare, and education providers (T or F)
False (suppliers also include distributors, transportation companies and information, healthcare, and education providers)
132
This is designed to rate and certify suppliers who provide quality materials in a cost-effective and timely manner
supplier certification process
133
Supplier certification processes is not time-consuming and cheap to administer (T or F)
False (SCP is time-consuming and expensive, thus using a uniform set of standards such as ISO 9000 can reduce costs)
