Overview

Front 1

Phillip B Crosby

Back 1

Author of Quality is Free about quality control

Front 2

Phillip B Crosby

Back 2

Created 4 cardinal rules of quality management.

Front 3

4 cardinal rules of Quality Management

Back 3

1) performance std should be set as 0 defects

2) quality is the same thing as conformance to requirements

3) quality is achieved by preventing defects

4) measure of quality's value is the cost of non conformance

Front 4

George D Edwards (2)

Back 4

First president of American Society for Quality

Instumental in advancing Bell Telephone's quality assurance program

Front 5

W. Edwards Deming (4)

Back 5

-Father of quality control

-Used statistical methods to promote quality control

-differntiated common cause and special cause variation

-7 deadly sins in workplace and 14 pts for management

Front 6

Armand Feigenbaum

Back 6

Promoter of total quality management

-outlined 4 key actions to implement TQM programs

-Nine M's of quality

Front 7

4 TQM key actions

Back 7

1) establishing stds

2) measuring conformance to these standards

3) resolving issues hindering conformance

4) continuously planning for improvement

Front 8

Joseph Juran

Back 8

emphasized idea that quality control always should be from perspective of customer

Front 9

Kaoru Ishikawa

Back 9

One of main promotors of total quality contol in Japan

-Credited with developing the quality circle

Front 10

Quality Circle

Back 10

Groups work together rather than lone employees to resolve problems

Front 11

Genichi Taguchi

Back 11

Wrote Design of Experiments

Front 12

Standard Deviation

Back 12

Amount of variation between the members of the data set

Front 13

Six Sigma intention

Back 13

To improve all processes such that 6 std devs will fit between the mean and both upper and lower acceptable limits

Front 14

Process Cycle Efficiency

Back 14

Used to determine the most useful and positive ways to improve cycle time

Front 15

Process Cycle Efficiency is most used in what phase

Back 15

Analyze

Front 16

How to calulate Process Cycle Effciency?

Back 16

Divide value-added time by process lead time

Front 17

How to calculate Process lead time?

Back 17

divide number of items in a process by the number of times the process is completed in an hour.

Front 18

Little's Law

Back 18

A process can attain a max process cycle efficiency of 100% if all the activities in the process add value

Front 19

What % efficiency do processes approach after implementation of lean stategies?

Back 19

25%

Front 20

Lean

Back 20

System for decreasing waste and increasing cycle times and quality

Front 21

Tools of lean (5)

Back 21

5s, velocity, spaghetti diagrams, level loading, process cycle efficiency

Front 22

Strategy of Lean

Back 22

identify activities that add value and activities that dont

Front 23

Lean philosophy emphasizes 3 areas

Back 23

-transparaency, velocity, and value

Front 24

Transparancy

Back 24

Easy access and useful info. When processes can be observed and measured

Front 25

Velocity (aka)

Back 25

AKA as flow. speed with which processes are completed

Front 26

Ultimate way of measuring velocity?

Back 26

interval between a customer's order and the delivery of the good and service

Front 27

Value

Back 27

set of qualities or characteristics for which a customer is willing to pay

Front 28

Value is always assessed from perpsective of who?

Back 28

Customer

Front 29

Inventory and work-in-progress are considered what in lean?

Back 29

Drags rather than assets. A business will try to keep very little inventory on hand and instead strive to respond quickly to customer orders without relyin on the storage of work-in-progress

Front 30

What are some strategies for improving velocity?

Back 30

-increase # of completions per hr

-eliminate redundant or unnecessary process steps

-decrease waiting time

-decrease necessity of moving resources or personnel

Front 31

Kaizen Philosophy

Back 31

constant efforts to improve quality of business;. These improvements are continious and subtle and are small and frequent. Based in insights of lower level employees

Front 32

Define Flow in Kaizen

Back 32

quality of continuous process accomplishment. MAterials and info do not wait between activities

Front 33

Define Pull in Kaizen

Back 33

each activity in a process shuld recieve only the necessary materials when subsequent activities are demanding the process to be completed

Front 34

Define Perfection in Kaizen

Back 34

ultimate goal of continious improvement. Approached by elimating waste and streamlining processes

Front 35

Poka-yoke AKA

Back 35

Error Proofing

Front 36

Error Proofing

Back 36

system for preventing defects in production processes

Front 37

Poka-yoke philosophy

Back 37

preventing errors is better than detecting them

Front 38

Poka yoke forms (3)

Back 38

-auto-correction systems(reflexively adjust to changing external systems)

-automatic shutdown (stops a machine or process if conditions for an error exist)

-warning signal (presence of a human operator that alerts when there is an error )

Front 39

Value stream mapping

Back 39

communication tool. It depicts flow of materials and infor throung an organization

Front 40

What are the 2 versions of Value mapping Streaming?

Back 40

current state and future state

Front 41

Value stream mapping should include following information...(5)

Back 41

-cycle time, down time, inprocess inventory, path of information, path of materials

Front 42

Theory of constraints

Back 42

approach to improving processes by focusing on their most problematic areas

Front 43

Difference between DMAIC and DMADV

Back 43

DMADV if product is created from scratch and DMAIC for improvements on exsisting processes