Quality Systems Test 2

Front 1

1. Limitations with the functional structure of organizations

Back 1

Designed primarily for the administrative convenience of the organization, rather than providing high-quality service to the customers. From a TQ point of view, the functional structure has several inadequacies. It distances people from customers and insulates them from customer expectation. It promotes complex and wasteful processes and inhibits process improvements. It separates the quality function from the rest of the organization, providing people with an excuse for not worrying about quality.
a. Functional structure separates employees from customers.
b. Functional structure inhibits process improvement.
c. Functional organizations often have a separate function for quality, called quality control or quality assurance.

Front 2

2. Motorola process management

Back 2

a. Identify the product or service
b. Identify the customer
c. Identify the supplier
d. Identify the process
e. Mistake-proof the process
f. Develop measurements and controls, and improvements goals.

Front 3

3. Process Improvement

Back 3

Identify Process
2. Identify Customers
3. Identify Customer Needs
4. Identify Supplier
5. Identify Supplier Requirements
6. Determine steps within process

Front 4

4. Process of planning to improve quality

Back 4

a. Review inputs
b. Develop/review strategic objectives
c. Relate to processes and products
d. Select processes and product
i. Are the strategic objectives address? If not, re-evaluate selected processes and products. If yes, next step.
e. Allocate Resources
f. Write charters
i. Are the resources available to accomplish charters?
1. If not, can more resources be allocated? No, re-evaluate selected processed and products in step 4. Yes, re-allocate resources (step 5).
2. Yes, form teams.

Front 5

5. The most basic practices for dealing with customers are:

Back 5

a. collecting information constantly on customer expectations
b. to disseminate this information widely within the organization
c. to use this information to design, produce, and deliver the organizations products and services

Front 6

6. Model of customer requirements:

Back 6

a. Dissatisfiers – Needs that expected in a product or service such as radio/heater.
b. Satisfiers – Needs that customer say they want, such as air conditioning or a compact disc player.
c. Delighter/Exciters – New or innovative features that customer do not expect.

Front 7

7. All change is perceived as a threat to ones security

Back 7

8. System - processes that make up a system or collection of process that come together to complete a process

Front 8

9. A process is the lowest form in a system

Back 8

11. Two types of customers
a. Internal
b. External

Front 9

10. Improvement model – 3 major parts:

Back 9

a. Charter
b. Current Knowledge
c. Plan Do Study Act – which is compromised of a circle of four equal parts.

Front 10

12. Reactive / Proactive model

Back 10

a. Reactive – One square stimulus arrow points to another square labeled response.
b. Proactive – Freedom to choose square in between stimulus and response square.

Front 11

13. Keys Idea of Integrative Bargaining

Back 11

a. Separate the people from the problem
b. Focus on interests, not positions
c. Invest options for mutual gain
d. Insist on using objective criteria

Front 12

14. Effective Ways to Break Down Barriers Between Departments

Back 12

a. Focus on processes
b. Recognize internal customers
c. Create a team-based organization
d. Reduce hierarchy
e. Use steering committees
f. Design an agile organization
g. Redesign the work systems.