Man3504 Test 3 Set 2

Front 1

is to ensure that a good or service conforms to specifications and meets customer requirements by monitoring and measuring processes and making any necessary adjustments to maintain a specified level of performance.

Back 1

quality control

Front 2

A performance standard or goal,
A means of measuring actual performance, and
Comparison of actual performance with the standard to form the basis for corrective action.

Back 2

three components of quality control systems

Front 3

If a defect or service error is identified and corrected in the design stage, it might cost $1 to fix. If it is first detected during the production process, it might cost $10 to fix. However, if the defect is not discovered until it reaches the customer, it might cost $100 to correct.

Back 3

1:10:100 Rule

Front 4

means the people responsible for the work control the quality of their processes by identifying and correcting any defects or errors when they first are recognized or occur.

Back 4

quality at the source

Front 5

ensures conformance to requirements before value-adding operations begin.

Back 5

supplier certification and management

Front 6

ensures that defective outputs do not leave the process and prevents defects in the first place.
SPC

Back 6

In process control

Front 7

verifies that product meets customer requirements. (Inspection)

Back 7

finished goods control

Front 8

Prevent sources of errors and mistakes in the first place by using poka-yoke approaches.
Customer satisfaction measurement with actionable results (responses that are tied directly to key business processes).
SERVQUAL

Back 8

quality control practices in services

Front 9

Survey instrument to measure customer perceptions on five dimensions
Tangibles
Reliability
Responsiveness
Assurance
Empathy

Back 9

servqual

Front 10

is a methodology for monitoring quality of manufacturing and service delivery processes to help identify and eliminate unwanted causes of variation.

Back 10

statistical process control

Front 11

is the result of complex interactions of variations in materials, tools, machines, information, workers, and the environment.
------------accounts for 80 to 95 percent of the observed variation in a process.
Only management has the power to change systems and infrastructure that cause--------------

Back 11

common cause variation

Front 12

arises from external sources that are not inherent in the process, appear sporadically, and disrupt the random pattern of common causes.
------------- accounts for 15 to 20 percent of observed variation.
Front-line employees and supervisors have the power to identify and solve -----------------

Back 12

special (or assignable) cause variation

Front 13

a system governed only by common causes.

Back 13

stable system

Front 14

if no special causes affect the output of the process.

Back 14

in control

Front 15

when special causes are present, the process is said to be

Back 15

out of control

Front 16

Determine when a stable or in-control system becomes out of control
Excess variation from special causes

Back 16

process control charts

Front 17

As a problem-solving tool, -------------- allow employees to identify quality problems as they occur.

Back 17

control charts

Front 18

Control charts cannot determine the source of the problem. T/F

Back 18

True

Front 19

Usually the mean of the metric under consideration

Back 19

centerline

Front 20

Signal the presence of special causes
If measures are within the limits – assume no special causes
If measures are outside of the limits – assume special causes

Back 20

Upper and lower control limits

Front 21

is one that is calculated from data that are MEASURED as the degree of conformance to a specification on a continuous scale of measurement.

Back 21

Continuous metric

Front 22

is one that is CALCULATED from data that are COUNTED

Back 22

discrete metric

Front 23

For continuous metrics use

Back 23

X and R charts

Front 24

Monitors the mean of sample values

Monitors the range or spread of sample values

Back 24

X bar R chart

Front 25

For discrete metrics use

Back 25

P Charts

Front 26

Monitors the proportion of defectives in samples

Back 26

P Charts

Front 27

Monitors the number of defects in samples

Monitors the average number of defects

Back 27

C Charts and U Charts

Front 28

small sample size keeps costs lower; however, large sample sizes provide greater degrees of statistical accuracy in estimating the true state of control.

Back 28

sample size

Front 29

samples should be close enough to provide an opportunity to detect changes in process characteristics as soon as possible and reduce the chances of producing a large amount of nonconforming output.

Back 29

Sampling frequency:

Front 30

is a useful methodology for processes that operate at a low sigma level (less than or equal to 3-sigma).

Back 30

SPC

Front 31

when the rate of defects is extremely low

Back 31

standard control limits are not so effective

Front 32

For processes with a high sigma level (greater than 3-sigma),

Back 32

few defects will be discovered

Front 33

is the natural variation in a process that results from common causes.

Back 33

process capability

Front 34

many firms require Cp values of---- or greater from their suppliers, which equates to a tolerance range of about 10 standard deviations.

Back 34

1.66 Six Sigma requires Cp>2