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57 Cards in this Set
- Front
- Back
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Based on the degree to which the product or service meets the needs and expectations of the user. |
User Based
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Based on the degree to which the product or service contains precise and measurable variables and attributes. |
Product Based |
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Based on the degree to which the product or service conforms to pre-established standards and specifications.
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Manufacturing Based
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The degree to which a product's physical and performance characteristics match pre-established standards. |
Conformance |
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The functioning of the primary operating characteristics of a product. |
Performance |
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The secondary characteristics that supplement the basic functioning of the product. (The special touches, appointments, or accessories of a product.)
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Features
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The probability that a product will function as expected without failure; surviving fora stated period of time under normal conditions of use. |
Reliability |
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The ability of a product to function when subjected to hard and frequent use, or to function beyond its life expectancy.
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Durability
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The ability to have a product repaired in a speedy, courteous, and competent manner. |
Serviceability
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The sensory perceptions of a product (the look, feel, sound, taste, or smell of a product). |
Aesthetics |
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When there is a physical commodity accompanying the service delivery, any of the determinants of product quality might be appropriate to use. |
Tangibles |
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Service provider can be depended upon to provide the service in an accurate andtimely fashion |
Reliability |
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Service personnel can react quickly to resolve unexpected problems. |
Responsiveness |
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Service personnel possess the required skills and knowledge to perform the service. |
Competence |
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Service location ease of contact, approachability, hours of operation, parking, etc. |
Access |
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Service personnel demeanor
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Courtesy |
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Service personnel’s ability to converse with customers in a clear and understandable manner. |
Communication |
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Trustworthiness, believability, and honesty of service personnel. |
Credibility
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Customer freedom from danger, risk, or doubt in the service encounter. |
Security |
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Service provider’s awareness of customers’ specific needs and expectations. |
Understanding |
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When there are exceptions or problems with the service delivery, it is important for organizations to have _____. This falls into the area of responsiveness; front-line employees need to be trained and empowered to institute corrective actions to immediately solve a problem with a service delivery. |
Service Recovery Strategies |
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Costs over which managers have direct control |
Prevention Cost Appraisal Cost |
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Costs over which managers have indirect control |
Internal Failure Cost External Failure Cost |
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Expenditures for any activities which attempt to prevent nonconforming product or service output from occurring.
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Prevention Cost |
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Expenditures for any activities which aid in the detection of nonconforming product or service output. |
Appraisal Cost |
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Any cost incurred as a result of nonconforming product or service output that is detected before it reaches the customer.
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Internal Failure Cost |
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Any cost incurred as a result of nonconforming product or service output that reaches the customer. |
External Failure Cost |
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Prevention Cost attributes |
· Quality planning andadministration · Process analysis and improvement · Design and development of quality information equipment · Quality training and work-force development · Equipment replacement |
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Appraisal Cost attributes |
· Test and inspection of purchased materials · Laboratory acceptance testing and other measurement services · In-process inspection and testing · Finished product testing and inspecting · Test and inspection equipment and material · Field testing · Training costs for inspectors |
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Internal Failure Cost attributes |
· Scrap (labor + material) · Rework (labor + material) · Additional material procurement costs · Disposal costs · Downgrading costs · Product and production engineering time spent on quality problems · Production disruption ,downtime, and rescheduling |
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External Failure Cost attributes |
· Warranty costs · Complaints out of warranty · Service cost to correct defects · Product liability · Product recall · Product returns · Loss of reputation, sales, and profits |
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Impact of Prevention Expenditure on Failure Costs |
-Increased Prevention Expenditure leads to... -Reduced Percent Nonconforming leads to... -Reduced External Failure Cost and Reduced Internal Failure Cost |
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Impact of Appraisal Expenditure on Failure Costs |
-Increased Appraisal Expenditure leads to... -Increased Percent Nonconforming Detected leads to... |
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Ideal value for some aspect of the product or service.
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Target |
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Acceptable deviations from the target.
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Tolerances |
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Target and Tolerances examples |
Manufacturing Example:
The diameter of a manufactured part is supposed to be 5 centimeters ± .2 centimeters Service Example: A steak ordered medium is supposed to be cooked to an internal temperature of 160F ± 5F |
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As long as the observed reading for the item being assessed was within the stated tolerance range, the item was deemed to be conforming (not defective). If the observed reading for the item was outside the stated tolerance range, the item was deemed to be non-conforming (defective). This has since fallen out of favor |
Traditional Thinking or Goalpost Mentality |
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When its within range, its not a complete service gain or lost, but rather a degree of the position in the range (it can be within range and still have some loss) V-shaped on a graph |
Modern View or Taguchi Loss Function
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Failure costs occur when we are either above or below the target Not all situations relate to this |
Two Sided Loss Functions |
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Deviations below the Target Are Acceptable Deviations above the Target Are Acceptable Below: Car was advertised to go 0-60 in 8 seconds, but it really can in 7 seconds
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One Sided Loss Functions |
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Total Quality Management (TQM) attributes |
Customer Focus Continuous Improvement Employee Empowerment |
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Defines quality as meeting or exceeding customer expectations. This means listening to the voice of the customers, gathering information about their wants, needs, and expectations, then translating these into the product or service design. Adheres to a user based definition of quality. |
Customer Focus |
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Prescribes that we always look for ways to improve the product, process or service, even if the improvements are seemingly minor. This is often facilitated by using a process known as benchmarking. |
Continuous Improvement |
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Recognizes that front line employees are closest to the action and can often provide valuable knowledge to help improve operations. They are given the authority to make decisions to improve quality and enhance customer satisfaction.This is often facilitated by the use of quality circles. |
Employee Empowerment |
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Involves selecting a set of products, services, costs, or practices that represent the very best performance, and then emulating (or copying) that performance on similar processes or activities within your organization. |
Benchmarking |
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This type of benchmarking is typical for large organizations that have many divisions or business units. They may find exceptional performance within one or more of their own units, in which case they can then use those high levels of performance as their benchmark standards. |
Internal Benchmarking |
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This type of benchmarking occurs when organizations focus on identifying and emulating the best in class products, services, and/or practices of their direct competitors. |
Competitive Benchmarking |
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This type of benchmarking occurs when organizations identify and emulate superior processes, practices, and business functions of the best companies, regardless of their industry. |
Generic Benchmarking |
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A small group of employees (usually about 8-10 or so) who meet regularly (typically weekly, on company time) to solve problems or identify areas for improvement within their work area. Team members receive training in group planning, problem solving, and statistical quality control. |
Quality Circles |
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A form designed for collecting and recording data related to problems, defects, complaints, or nonconformance. |
Check Sheet |
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A bar chart that shows the frequency distribution of observed values for the nonconforming incidents. |
Histogram |
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A chart that rearranges the histogram bars into decreasing order of magnitude, and then superimposes a cumulative proportion curve on the chart to display cumulative percent of total nonconformance occurrences due to a particular set of incidents or problems.
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Pareto Chart
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A device used to record measurements from successive samples of a process to determine whether the process is operating according to expectations. It can further corroborate the fact that there is a problem to be dealt with, or an issue of concern. |
Control Chart |
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A schematic diagram displaying the sequence of steps involved in an operation or process. |
Flowchart |
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Graphical device that organizes potential causes of a particular quality problem into categories. Also called a fish-bone chart or Ishikawa diagram. |
Cause-And-Effect Diagram |
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A graph that shows how two variables are related to one another. |
Scatter Diagram |
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Add Graphs Later |
Add Graphs Later |
