Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
45 Cards in this Set
- Front
- Back
|
Quality
|
ability of a product or service to accomplish its function relative to the end consumer needs
|
|
|
Quality and Strategy
|
Managing quality supports differentiation, low cost, and response strategies
|
|
|
Quality helps firms increase sales and reduce costs
|
Building a quality organization is a demanding task (dealing with products public perception)
|
|
|
Ways quality improves productivity
|
Sales gains, reduced costs, predict failures
|
|
|
Flow of activities
|
Organizational practices
|
|
|
Quality principles
|
Employee fulfillment - empowerment, organizational commitment (have to have involvement, actually make a change)
|
|
|
Customer satisfaction
|
winning orders, repeat customers
|
|
|
Different views
|
User-based - better performance
|
|
|
Manufacturing based
|
conformance to standards, making it right the first time
|
|
|
Produce-based
|
specific and measurable attributes of the product (have to have all of them)
|
|
|
Implications of quality
|
company repuatation
|
|
|
Product liability
|
Global implications (how you treat your suppliers is important) (shared destiny "we")
|
|
|
Key dimensions of quality
|
performance
|
|
|
features
|
reliability
|
|
|
confomance
|
durability, serviceability, aesthetics
|
|
|
Most important key dimensions of quality
|
perceived quality and value
|
|
|
Takumi
|
symbolizes a broad dimension of quality , a deeper process than education, and a more perfect method than persistance.
|
|
|
Leaders in quality
|
w. edwards deming, joseph juran, armand feigenbaum, philip crosby
|
|
|
deming
|
14 points of managements
|
|
|
juran
|
top management, commitment, fitness for use
|
|
|
feigenbaum
|
total quality control
|
|
|
crosby
|
quality is free
|
|
|
TCM
|
encompasses entire organization from supplier to customer
|
|
|
Deming's Fourteen points
|
Create consistency of purpose
|
|
|
Lead to promote change
|
Build quality into the product
|
|
|
Build long term relationships based on performance, not price
|
continuously improve product, quality and service
|
|
|
Start training
|
emphasize leadership
|
|
|
Drive out fear
|
Break down barriers between departments
|
|
|
Stop haranguing workers
|
Support, help, improve
|
|
|
Remove barriers to pride in work
|
Institute a vigorious program of education and self-improvement, put everybody in the company to work on the transformation
|
|
|
Seven concepts of TQM
|
continuous improvement
|
|
|
six sigma
|
employee empowerment
|
|
|
benchmarking
|
jit
|
|
|
taguchi concepts (quality lost funciton)
|
knowledge of tqm tools
|
|
|
The U.S. National Quality Award is named after
|
Baldrige
|
|
|
Taguchi's quality loss function is based on a
|
quadratic equation
|
|
|
The Taguchi method includes three major concepts. These include all of the following, except
|
employee involvement
|
|
|
Cause-and-effect diagrams are also known as
|
fish-bone charts
|
|
|
Attribute inspection measures
|
if the product is good or bad
|
|
|
One hundred percent inspection
|
means that every part is checked to see whether or not it is defective
|
|
|
Which of the following is not a common TQM tool?
|
queuing models
|
|
|
In which of the four major categories of quality costs would the costs associated with scrap and rework belong?
|
internal failure
|
|
|
Which of the TQM tools would be best suited for displaying the number of students majoring in each business discipline?
|
histogram
|
|
|
Which of the TQM tools would be best suited for determining why your course registration is never correct?
|
cause and effect diagram
|
|
|
The ISO 9001:2000 standards are
|
quality management procedures that address leadership, documentation, and record-keeping
|
