Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

TQM > tqm lesson 1 > Flashcards

tqm lesson 1 Flashcards

(119 cards)

Start Studying
1
Q

refers to the degree to which a product or service meet or exceeds customer expectations, focusing on delivering consistent, defect-free, and reliable outcomes

A

Quality

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

refers to how well a product or service performs its intended function

A

performance

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

the expected lifespan of a products under normal or harsh conditions

A

durability

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

the uniformity of performance or quality across multiple products or service interactions

A

consistency

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

Additional characteristics that enhance the product appeals beyond it’s basic functionality

A

features

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

are key attributes that define the value and effectiveness of a product or service from the customer perspective

A

Dimensions of quality

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

the process of identifying customer needs and designing products and processes to meet those needs effectively. T

A

Quality planning

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

this involves defining customer requirements, establishing quality goals, developing specifications, and implementing systems to achieve quality objectives

A

Quality Planning

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

The ability of a product to perform consistently over time without failure.

A

reliability

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

Adherence to design specifications and industry standards.

A

conformance

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

The ease and speed with which a product can be repaired or maintained.

A

serviceablity

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

product’s appearance, feel, smell, taste, or overall sensory appeal.

A

aesthetics

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

The customer’s perception of the product’s overall quality, influenced by branding, reputation, or marketing.

A

Perceived Quality

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

How well a service provider responds to customer needs, inquiries, or issues

A

Responsiveness

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

are foundational elements of Total Quality Management (TQM) that guide an organization’s approach to quality.

A

Quality Statement

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

The long-term aspiration of the organization regarding quality. It defines the ideal future state that the company aims to achieve.

A

vission statement

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

A formal document outlining the organization’s commitment to quality, the processes it will follow, and the standards it will uphold.

A

quality policy

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

The organization’s purpose and its approach to achieving the quality goals.

A

mission statement

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

clear, measurable targets that the organization aims to achieve within a specified timeframe to ensure quality standards are met.

A

quality goals and objectives

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

is crucial, categorized as prevention costs (e.g., training and planning to prevent defects), appraisal costs (inspection and testing), internal failure costs (defects found before customer delivery), and external failure costs (defects identified after delivery, such as returns or warranties).

A

quality cost

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

is a management approach centered on improving quality across all organizational processes

A

Total Quality Management (TQM

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

can be summarized as a management system for a customer-focused organization that engages all employees in continual improvement of the organization.

A

tqm

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

can be traced through various stages of quality practices over decades, influenced by key thinkers, technological advancements, and global competition.

A

tqm

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

marked the foundation of modern quality control, driven by the industrial revolution and the growing need for efficiency in mass production

A

Early 20th Century: Beginnings of Quality Control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
emphasizing the need for quality across organizational functions and emphasized the role of all employees in quality
1950s-1960s: Quality Becomes a Strategic Priority
26
Japan sought to rebuild its economy by focusing on product quality.
Post-World War II: The Quality Movement in Japan
27
Total Quality Management gained prominence in the West
1980s: Emergence of TQM
28
TQM principles have evolved into more specific methodologies
Modern Era: Continuous Development
29
influential figures who contributed significantly to the development of quality management principles, practices, and philosophies.
gurus of Total Quality Management
30
Coined the term "Total Quality Control" in his book Total Quality Control (1951), emphasizing the need for quality across all organizational functions.
Armand V. Feigenbaum:
31
Advocated for the Juran Trilogy: Quality planning, quality control, and quality improvement.
Joseph M. Juran
32
Developed the Fishbone Diagram and emphasized the role of all employees in quality
Kaoru Ishikawa
33
Introduced statistical quality control and the PDCA (Plan-Do-Check-Act) cycle.
W. Edwards Deming:
34
He also introduced the concept of quality circles in Japan.
Kaoru Ishikawa
35
He emphasized the importance of continuous improvement and management's role in quality.
W. Edwards Deming
36
Introduced the principles of Scientific Management, emphasizing efficiency in production but did not fully address product quality.
Frederick W. Taylor
37
centered on the idea that quality improvement is a collective effort, requiring not just leadership but also the active participation of all employees.
Kaoru Ishikawa
38
Developed statistical process control (SPC) while working at Bell Telephone Labs. His work laid the foundation for modern quality control practices.
Walter A. Shewhart
39
fundamental tool for continuous improvement.
plan do check act
40
highlighted the importance of systems thinking, which involves understanding and improving entire systems rather than focusing on individual components.
W. edward demings
41
involves monitoring and controlling the quality of processes through statistical methods.
statistical process control (SPC)
42
advocated for the use of statistical tools in quality management to better understand and control processes.
Kaoru Ishikawa
43
a set of guiding principles aimed at transforming business effectiveness and fostering a culture of quality
14 Points for Management,
44
His philosophy is strategic quality planning
Joseph M. Juran
45
advocate for the use of Quality Circles,
Kaoru Ishikawa
46
refers to the hidden costs that organizations incur due to poor quality
Cost of Poor Quality
47
authored the influential book titled "Quality is Free"
Philip B. Crosby
48
Who contribute the Fishbone Diagram or Cause-and-Effect Diagram
Kauri Ishikawa
49
His philosophy centers on the prevention of errors and the simplification of processes to achieve both high quality and efficiency. He argued that by focusing on error-proofing and eliminating waste, organizations can ensure that the quality of their products and services is consistently high while also achieving greater operational efficiency.
Shigeo Shingo
50
quality is achieved by minimizing variation and optimizing design.
Genichi Tamaguchi
51
introduced the Four Absolutes of Quality to define what quality truly means and how it should be managed:
Philip B. Crosby
52
a statistical approach to optimizing product and process designs to achieve consistent, high-quality results
Taguchi Method
53
Poka-Yoke (Mistake-Proofing): Toyota Production System (TPS) Eliminating Waste and Simplifying Processes
Shigeo Shingo
54
TQC emphasized that quality should be the responsibility of everyone in the organization. Quality is Everyone’s Responsibility
Armand V. Feigenbaum
55
Focus on Reducing Variation Designing Quality into Products
Genichi Taguchi
56
His work focused on making processes more efficient and error-free.
Shigeo Shingo
57
renowned Japanese engineer and statistician who made significant contributions to the field of quality management,
Genichi Taguchi
58
meaning they can perform well under a variety of conditions and are less sensitive to variations in factors like materials, manufacturing processes, and environmental conditions.
robust—
59
Statistical Process Control (SPC) Control Charts PDCA
Walter E. Shewhart
60
Japanese industrial engineer who made key contributions to the development of quality management principles, especially within the context of lean manufacturing and the Toyota Production System (TPS).
Shigeo Shingo
61
American physicist, engineer, and statistician who is widely regarded as the father of Statistical Process Control (SPC).
Walter A. Shewhart
62
Prevention over correction.
Philip B. Crosby
63
Design quality into products to reduce variation.
Genichi Tamaguchi
64
Prevent errors and eliminate waste
Shigeo Shingo
65
Use statistical tools to manage quality.
Walter A. Shewhart
66
Systems thinking and continuous improvement.
w. EDWARD DEMINGS
67
One of the most important principles of total quality management is customer focus
Customer Focus
68
determines whether or not a product is high quality
Customer
69
the heart of Total Quality Management (TQM) and focuses on exceeding customer expectations.
Customer Satisfaction
70
Understanding how customers perceive the quality of products or services is critical for meeting their expectations.
Customer perception of quality
71
effectively helps identify areas of improvement and strengthens customer relationships.
Customer complaints
72
Delivering consistent, reliable, and superior service builds trust and loyalty.
Service quality
73
Maintaining long-term relationships with customers is essential for business sustainability.
Customer Retentions
74
refers to how customers view the overall value, reliability, and performance of a product or service based on their expectations and experiences.
Customer perception of quality
75
improvement is often associated with the Kaizen philosophy, a Japanese term that means “change for better.”
Kaizen Philosophy
76
are expressions of dissatisfaction or concern raised by customers about a product, service, or experience.
Customer Complaints
77
refers to the overall assessment of a service by customers, based on their expectations and the actual service they receive.
Service Quality
78
refers to the ability of a business to retain its customers over a long period, encouraging repeat purchases, loyalty, and long-term relationships.
Customer retention
79
refers to the active participation of employees in decision-making processes, problem-solving, and continuous improvement activities within an organization.
employees Involvement
80
the ongoing practice of refining processes, systems, and products over time. Rather than focusing on massive overhauls
CONTINUOUS IMPROVEMENT
81
Continuous improvement relies on data and performance metrics
Data-Driven Decision-Making:
82
continuous loop, and organizations can go through this cycle repeatedly, refining and optimizing processes over time.
PDCA
83
It emphasizes the involvement of employees at all levels in the organization.
Employee Involvement
84
also known as the Deming Cycle or Shewhart Cycle.
PDCA
85
aim to eliminate waste, optimize processes, and maximize value for customers.
lean
86
DMAIC (Define, Measure, Analyze, Improve, Control), a structured problem-solving approach
Six Sigma
87
meaning “change for better” in Japanese, is a philosophy that emphasizes continuous improvement involving everyone in the organization
Kaizen
88
facilitates iterative and incremental development. It includes regular reviews and retrospectives to encourage continuous improvement.
Scrum (Agile Framework)
89
aligns organizational goals with departmental objectives and individual tasks. It involves continuous review and adjustment of plans to ensure that activities are aligned with strategic objectives.
Hoshin Kanri (Policy Deployment)
90
approach is a fundamental part of TQM is a focus on process thinking.
PROCESS CENTERED
91
Effective decisions are always based on the analysis of data and information.
FACT BASED DECISION MAKING
92
Since most firms contain a number of departments, each with its own set of functions and goals, they often operate in silos. This brings sub-optimum results to an organization.
INTEGRATED SYSTEM
93
plays a crucial role in maintaining morale, motivating employees, and reducing process errors.
EFFECTIVE COMMUNICATION
94
provides a structured, systematic approach to problem-solving and continuous improvement in any organization.
Plan-Do-Check-Act
95
A management approach focused on continuous improvement in all aspects of an organization, with the goal of enhancing customer satisfaction.
Total Quality Management
96
Identifying problems and their root causes through comprehensive research and data collection.
Planning Phase
97
Documenting the outcomes and preparing to tackle future challenges
Acting Phase
98
Developing and implementing solutions to address the identified problems.
Doing Phase
99
Analyzing the performance by comparing before and after data to validate the effectiveness of the implemented solutions.
Checking Phase
100
structured problem-solving method that helps businesses identify issues, implement solutions, and refine processes for ongoing success.
Plan Do Check Act
101
the foundation of the PDCA cycle, focusing on identifying problems and developing solutions.
Planning
102
evaluates the effectiveness of the implemented plan by analyzing results and comparing them to the set objectives.
Check
103
focuses on executing the planned solution on a small scale to test its effectiveness.
Do
104
involves standardizing successful changes or revising the plan if necessary.
Act
105
crucial in ensuring that quality objectives are met effectively and efficiently.
Systematic Planning
106
utilizes various tools to enhance product and service quality, streamline processes, and ensure customer satisfaction.
Total Quality Management
107
Is a systematic process of comparing an organization’s processes, products, or services with industry leaders or best practices to identify areas for improvement.
Benchmarking
108
the practice of measuring performance against a standard or best practice to identify gaps and opportunities for improvement.
Benchmarking i
109
valuable tool for continuous quality improvement, allowing organizations to compare their performance with industry leaders and identify best practices.
Benchmarking
110
techniques are systematic methods used to investigate the causes of failures in processes, products, or systems.
Failure Analysis
111
structured approach to identifying the underlying cause of a failure rather than just addressing symptoms.
Root Cause Analysis (RCA)
112
Asking "why" repeatedly to drill down to the core issue.
5 why
113
Categorizing potential causes (e.g., people, process, materials, environment) to analyze their impact.
Fishbone Diagram (Ishikawa Diagram)
114
Uses data and control charts to monitor variations in processes, helping detect and address potential failures before they escalate.
Statistical Process Management
115
Based on the 80/20 rule, this technique helps focus on the most significant problems by identifying which failures occur most frequently and have the greatest impact.
Pareto Analysis
116
refers to the systematic approach to designing, controlling, and improving business processes to achieve consistent and efficient outcomes.
Process Management
117
a crucial aspect of the product development process that ensures products meet both organizational goals and customer expectations.
Product design control
118
a method used to monitor and improve processes using statistical tools
Statistical Process Control (SPC)
119
essential for ensuring that products meet customer expectations in terms of quality, usability, cost, and innovation.
Effective product design control

TQM (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions