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;
29 Cards in this Set
- Front
- Back
|
What does the Japanese word "okyakusama" mean? |
customer honorable guest |
|
|
Define supply chain |
the materials and other inputs purchased from suppliers, their use in the production of goods and services, and distribution and service to customers. |
|
|
Three governing principles that describe CSRs under TQ |
1) Recognition of the strategic importance of customers and suppliers 2) Development of win-win relationships between customers and suppliers 3) Establishing relationships based on trust |
|
|
Who coined the term "pattern of collaboration" and what does it mean? |
Joseph Juran CSRs must be based on trust rather than suspicion |
|
|
4 Practices for dealing with customers |
1) Collect information constantly on customer expectations 2) Disseminate this information widely within the organization 3) Use the information to design, produce, and deliver the organization's products and services 4) Measure customer's perceptions of satisfaction and their levels of loyalty and engagement |
|
|
Three sections of Kano model of customer requirements? |
1) Dissatisfies 2) Satisfiers 3) Exciters/Delighters |
|
|
Define Imprint Analysis |
The collection of associations and emotions unconsciously linked to the word, concept or experienced. The stronger the emotion, the more likely it will stick with the person forever. Helps understand what drives today's behavior, and can help forecast their behavior. |
|
|
The Customer-Driven Quality Cycle |
1) Customer needs and expectations (Expected quality) 2) Identification of customer needs 3) Translation into product/service specifications (Design Quality) 4) Output (actual quality) 5) Customer Perceptions (Perceived Quality) |
|
|
Define Customer Relationship Management Software |
Designed to help organizations increase customer loyalty, target their most profitable customers, and streamline customer communication processes |
|
|
Strong Customer/Supplier Relationships are based on three guiding principles: |
1) Recognizing the strategic importance of suppliers in accomplishing business objectives, particularly minimizing the total cost of ownership 2) Developing win-win relationships through partnerships rather than as adversaries 3) Establishing trust through openness and honesty, thus leading to mutual advantagesThe |
|
|
Key ideas of integrative bargaining |
1) Separate the people from the problem 2) Focus on interests, not positions 3) Invent options for mutual gain 4) Insist on using objective criteria |
|
|
What does customer satisfaction equal? |
Increased profits |
|
|
4 factors of world class suppliers in TQ? |
1) Emphasize continuous improvement 2) Seek to align products with customers for mutual success 3) Industry leader in developing new products 4) Partnership relationship |
|
|
4 Ways to manage customer relationships |
1) Set and adhere to service standards 2) Manage complaints 3) Exploit customer relationship management technology 4) Don't ignore internal customers |
|
|
5 Practices for dealing with suppliers |
1) Base purchasing decisions on quality and cost 2) Reduce the number of suppliers 3) Establish long term contracts 4) Measure and certify supplier performance 5) Develop cooperative relationships and strategic alliances |
|
|
Why have a traditional functional structure? |
1) Organization is divided into functions 2) Provides organization with a clear chain of command 3) Easy to evaluate people based on a clear set of responsibilities |
|
|
4 Problems with functional organizations |
1) Designed for administrative convenience vs quality service for customer 2) Structure causes few employees to have direct contact with customers 3) Inhibits process improvements 4) Separate function for quality |
|
|
Define core processes |
Processes that drive the creation of products and services. Have a large impact on strategic goals of an organization. Also called value-creation |
|
|
Define Support Processes |
Those that are most important to an organization's value-creation process, employees, and daily operations. Generally do not add value directly to the product or service. |
|
|
9 Ways to redesign organizations for quality |
1) Focus on process 2) Make quality everyone's job 3) Put external customer first 4) Recognize internal customers 5) Create a team based environment 6) Reduce hierarchy 7) Utilize leadership teams 8) Develop an Agile Organization 9) Redesign Work Systems |
|
|
8 factors that affect how work is organized? |
1) Company operational an organizational guidelines 2) Management style 3) Customer Influences 4) Company size 5) Diversity and complexity of product line 6) Stability of product line 7) Financial Stability 8) Availability of personnel |
|
|
Focus of vertical reporting relationships? |
Company is viewed as a collection of separate, highly specialized individual performers and unites" |
|
|
Team-Based Organizational Chart? |
Organizations "flip" the organization charts, thus putting customers at the top. |
|
|
4 Elements of a leadership team |
1) Leadership (promote and articulate the quality vision) 2) Planning (plan strategic quality goals) 3) Implementation (Form key business process teams) 4) Review (Track progress) |
|
|
Define Performance |
The extent to which an individual contributes to achieving the goals and objectives of an organization |
|
|
Define High-performance Work |
Flexibility innovation, knowledge and skill sharing, alignment with organizational directions, customer focus, and rapid response to changing business needs and marketplace requirements |
|
|
Define Job Rotation |
Technique by which individual workers learn several tasks by rotating from one to another |
|
|
Define Job Enrichment |
Workers are given more authority, responsibility, and autonomy rather than simply more or different work. |
|
|
Define Institutional Theory |
Aspect of organizational structure need not contribute to organizational performance to be worthwhile |
