Op Man Exam 4

Front 1

Based on the degree to which the product or service meets the needs and expectations of the user.

Back 1

User Based

Front 2

Based on the degree to which the product or service contains precise and measurable variables and attributes.

Back 2

Product Based

Front 3

Based on the degree to which the product or service conforms to pre-established standards and specifications.

Back 3

Manufacturing Based

Front 4

The degree to which a product's physical and performance characteristics match pre-established standards.

Back 4

Conformance

Front 5

The functioning of the primary operating characteristics of a product.

Back 5

Performance

Front 6

The secondary characteristics that supplement the basic functioning of the product. (The special touches, appointments, or accessories of a product.)

Back 6

Features

Front 7

The probability that a product will function as expected without failure; surviving fora stated period of time under normal conditions of use.

Back 7

Reliability

Front 8

The ability of a product to function when subjected to hard and frequent use, or to function beyond its life expectancy.

Back 8

Durability

Front 9

The ability to have a product repaired in a speedy, courteous, and competent manner.

Back 9

Serviceability

Front 10

The sensory perceptions of a product (the look, feel, sound, taste, or smell of a product).

Back 10

Aesthetics

Front 11

When there is a physical commodity accompanying the service delivery, any of the determinants of product quality might be appropriate to use.

Back 11

Tangibles

Front 12

Service provider can be depended upon to provide the service in an accurate andtimely fashion

Back 12

Reliability

Front 13

Service personnel can react quickly to resolve unexpected problems.

Back 13

Responsiveness

Front 14

Service personnel possess the required skills and knowledge to perform the service.

Back 14

Competence

Front 15

Service location ease of contact, approachability, hours of operation, parking, etc.

Back 15

Access

Front 16

Service personnel demeanor

Back 16

Courtesy

Front 17

Service personnel’s ability to converse with customers in a clear and understandable manner.

Back 17

Communication

Front 18

Trustworthiness, believability, and honesty of service personnel.

Back 18

Credibility

Front 19

Customer freedom from danger, risk, or doubt in the service encounter.

Back 19

Security

Front 20

Service provider’s awareness of customers’ specific needs and expectations.

Back 20

Understanding

Front 21

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.

Back 21

Service Recovery Strategies

Front 22

Costs over which managers have direct control

Back 22

Prevention Cost

Appraisal Cost

Front 23

Costs over which managers have indirect control

Back 23

Internal Failure Cost

External Failure Cost

Front 24

Expenditures for any activities which attempt to prevent nonconforming product or service output from occurring.

Back 24

Prevention Cost

Front 25

Expenditures for any activities which aid in the detection of nonconforming product or service output.

Back 25

Appraisal Cost

Front 26

Any cost incurred as a result of nonconforming product or service output that is detected before it reaches the customer.

Back 26

Internal Failure Cost

Front 27

Any cost incurred as a result of nonconforming product or service output that reaches the customer.

Back 27

External Failure Cost

Front 28

Prevention Cost attributes

Back 28

· Quality planning andadministration

· Process analysis and improvement

· Design and development of quality information equipment

· Quality training and work-force development

· Equipment replacement

Front 29

Appraisal Cost attributes

Back 29

· 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

Front 30

Internal Failure Cost attributes

Back 30

· 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

Front 31

External Failure Cost attributes

Back 31

· Warranty costs

· Complaints out of warranty

· Service cost to correct defects

· Product liability

· Product recall

· Product returns

· Loss of reputation, sales, and profits

Front 32

Impact of Prevention Expenditure on Failure Costs

Back 32

-Increased Prevention Expenditure

leads to...

-Reduced Percent Nonconforming

leads to...

-Reduced External Failure Cost and Reduced Internal Failure Cost

Front 33

Impact of Appraisal Expenditure on Failure Costs

Back 33

-Increased Appraisal Expenditure

leads to...

-Increased Percent Nonconforming Detected

leads to...
-Reduced External Failure Cost and Increased Internal Failure Cost

Front 34

Ideal value for some aspect of the product or service.

Back 34

Target

Front 35

Acceptable deviations from the target.

Back 35

Tolerances

Front 36

Target and Tolerances examples

Back 36

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

Front 37

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

Back 37

Traditional Thinking or Goalpost Mentality

Front 38

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

Back 38

Modern View or Taguchi Loss Function

Front 39

Failure costs occur when we are either above or below the target

Not all situations relate to this

Back 39

Two Sided Loss Functions

Front 40

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

Above: Car was advertised to get 25 mpg, when it really gets 28 mpg

Back 40

One Sided Loss Functions

Front 41

Total Quality Management (TQM) attributes

Back 41

Customer Focus

Continuous Improvement

Employee Empowerment

Front 42

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.

Back 42

Customer Focus

Front 43

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.

Back 43

Continuous Improvement

Front 44

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.

Back 44

Employee Empowerment

Front 45

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.

Back 45

Benchmarking

Front 46

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.

Back 46

Internal Benchmarking

Front 47

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.

Back 47

Competitive Benchmarking

Front 48

This type of benchmarking occurs when organizations identify and emulate superior processes, practices, and business functions of the best companies, regardless of their industry.

Back 48

Generic Benchmarking

Front 49

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.

Back 49

Quality Circles

Front 50

A form designed for collecting and recording data related to problems, defects, complaints, or nonconformance.

Back 50

Check Sheet

Front 51

A bar chart that shows the frequency distribution of observed values for the nonconforming incidents.

Back 51

Histogram

Front 52

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.

Back 52

Pareto Chart

Front 53

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.

Back 53

Control Chart

Front 54

A schematic diagram displaying the sequence of steps involved in an operation or process.

Back 54

Flowchart

Front 55

Graphical device that organizes potential causes of a particular quality problem into categories. Also called a fish-bone chart or Ishikawa diagram.

Back 55

Cause-And-Effect Diagram

Front 56

A graph that shows how two variables are related to one another.

Back 56

Scatter Diagram

Front 57

Add Graphs Later

Back 57

Add Graphs Later