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60 Cards in this Set
- Front
- Back
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Garvin's Quality Definitions |
Transcendent, Product-Based, User-Based, Manufacturing-based, Value-Based |
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Garvin's Quality Definition of Transcendent |
Intuitively understood like love or beauty |
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Garvin's Quality Definition of Product-Based |
Quality is found in components or attributes |
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Garvin's Quality Definition of User-based |
if customer is satisfied |
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Garvin's Quality Definition of Manufacturing-based |
conforms to design specifications |
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Garvin's Quality Definition of Value-Based |
value for the price |
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Garvin's Eight Dimensions of Quality |
Performance, Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, and Perceived Quality |
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Performance according to Garvin |
Refers to a product's operating characteristics |
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Features according to Garvin |
Additional characteristics that enhance the appeal of the product or service to the user |
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Reliability according to Garvin |
the likelihood that a product will not fail within a specific time |
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Conformance according to Garvin |
the precision with with which the product or service meets the specified standard |
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Durability according to Garvin |
measures the length of a product's life |
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Serviceability |
the speed with which the product can be put into service when it breaks down |
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Aesthetics |
The subjective dimension indicating the kind of response a user has to a product |
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Perceived quality according to Garvin |
the quality attributed to a good or service based on indirect measures |
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Early 1900s |
Scientific management Frederic Taylor, Frank and Lillian Gilbreth |
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1920s |
Walter Shewhart and SPC |
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1930s |
Dodge and Romig introduced acceptance sampling |
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1940s |
Military standards |
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1950s |
Deming and Juran introduce quality management in Japan |
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1960s |
Taguchi method and other tools developed |
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1970s |
Quality becomes strategic, beginning of major adoption in the US |
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1980s |
"If Japan Can, Why Can't We?" airs in US in 1980
Introduction of Lean with Schonberger, Shingo and Hall
TQM and empowerment
Baldridge award |
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1990s |
Reengineering and Six Sigma, wide dissemintation of quality approaches |
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2000s |
Growth of SCM and improvement of supplier development
Lean six sigma
Contingency Theory |
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Philosophies of quality in America |
Originally statistical based due to Scientific Management Era
Baldridge Performance Excellence Program 1
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Baldridge Performance Excellence Program |
Focused on results, not methods |
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Philosophies of quality in Japan |
Deming Prize, Lean, Visibility of problems, in-process inspection, N=2 technique, Quality Circles, and PM |
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Deming Prize |
awarded to individuals or groups in Japan who contributed to the field of quality control
open to non-Japanese firms;focused on processes |
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N=2 technique |
if you have a lot coming off the production line, inspect the first part and last part--if both parts are good then pass the whole line |
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Quality circles |
groups that get together to discuss quality |
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PM |
preventative maintenance;workers at stations know how to maintain machines |
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Philosophies of quality in Europe |
Cultural Aspect, European quality award, ISO 9000 |
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Cultural Aspect |
traditionally shop owners, store owners etc.... were considered part of the land-owning class |
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European Quality Award |
focuses on employee satisfaction |
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ISO 9000 |
European standard for quality where everything you do is documented, used to facilitate trae through supplier conformance
Need to plan your processes, follow these processes, ensure that those processes are effective, correct deficiencies in the processes, and continually improve |
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Pros of having workers inspect their own work |
save time/money, morale booster, worker knows the process the best |
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Cons of having workers inspect their own work |
untruthful inspections (may hide mistake), morale diminishing through overworking |
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Voice of the Customer |
Customers tell twice as many people about bad experiences than good ones (about 8-10 people about the bad experience) 70% of customers will remain your customer if you resolve the complaint sufficiently Easier to get customers to repeat than to find new business 80% of new service and product ideas come from the customer Service firms rely on 85-95% of repeat business cost of keeping a customer is 1/6 the cost of attracting new ones
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Quality and innovation in Product and Process Desgin |
Quality assurance is best achieved at the design stage |
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Questions to ask at the design stage |
How long will customers be willing to wait for the product
How much customers are willing to pay
Focus more on aesthetics or performance
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Supply chain functions provide inputs on needs such as.... |
sourcing, logistics, and collaborations. Given free reign, engineers would design many products to the nth degree (consider a TV remote) |
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QFD (Quality Function Deployment) |
a method for translating customer requirements into functional design |
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House of Quality |
customer requirements to technical requirements (whats to hows)
technical requirements to component attributes
Component attributes to process operations
Process operations to quality control plan |
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Fault-Tree Analysis |
a graphical representation of the major faults or critical failures associated with a product
helps identify areas of concern for a new product design or for the improvement of existing products
Originally used in '61 at Bell Labs to evaluate Minuteman Launch Control Systems to avoid inadvertent missile launch |
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Difference between services and manufacturing |
many service attributes are intangible--cannot inventory outputs of service are often heterogenous--no two are alike customer co-production(customers actively involved in the production of the service, haircut variability in services due to variability in people and their tastes
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Ishikawa's Seven Tools of Quality |
Cause and effect diagram, check sheet, control chart, histogram, pareto chart, scatter diagram, and stratification (flow chart) |
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General steps of a Process Map |
Settling on a standard set Clearly communicating the purpose to all individuals Observing the work being performed by shadowing workers Developing the map Reviewing the map Developing a map of the improved process
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Statistical thinking |
a decision-making skill demonstrated by the ability to draw conclusions based on data (as opposed to intuition and gut feelings) |
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Three Concepts statistical thinking is based on |
all work occurs in a system of interconnected processes
all processes have variation (the amount of variation tends to be underestimated)
Understanding variation and reducing variation are important keys to success |
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Benchmarking |
Sharing of information between companies so that both can improve
openness can create psychological barrers to competition |
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Types of Benchmarking |
Process, Financial, Performance (operations), Product, Strategic, Functional |
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Random Variation |
aka common cause, uncontrolled variation, engineers and managers are responsible for reducing |
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Nonrandom variation |
aka special cause, employees are typically responsible |
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Process Stability |
means that the only variation present in the process is due to random variation
process is "in-control" vs "out-of-control"
when we make these decisions we might make an error |
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Sampling Methods |
Random, Systematic, and Rational subgroups |
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Random sampling |
every part has the same probability of being selected |
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Systematic sample |
according to time or sequence, a part is selected every 15 mins or every 10th part is selected |
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Rational subgroups |
samples are taken in each group and checked individually not combined, shifts or operators or machines |
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Inspection Plan questions |
What type of sampling will be used? Who will perform the inspection? Who will use in-process inspection? Sample size? What are the critical attributes to be inspected? Where will inspection occur? |
