Reading...
Play button
Play button
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;
112 Cards in this Set
- Front
- Back
|
The 5 elements of the 5S methodology are:
|
Sort
Straighten Shine Standardize Sustain |
|
|
entails removing from the workplace and discarding all items that are not needed for current production
|
Sort
|
|
|
red tagging is a useful tool in what phase of the 5S'
|
Sort
|
|
|
involves organizing the necessary items so that they are easy to find, use and return to the correct place
|
Straighten
|
|
|
a set of tools that allows simple and obvious information conveyance
|
visual management
|
|
|
what are the 3 key elements a visual management plan includes
|
visual workplace guidelines
visual information systems visual performance management tools |
|
|
A diagram of the steps in a process
|
|
|
|
A tool for organizing and collecting data; a tally of problems or other events by category
|
|
|
|
A chart that shows an empirical frequency distribution
|
|
|
|
A diagram that arranges categories from highest to lowest frequency of occurrence
|
|
|
|
A graph that shows the degree and direction of relationship between two variables
|
|
|
|
A statistical chart of time-ordered values of a sample statistic (e.g., sample means)
|
|
|
|
A diagram used to organize a search for the cause(s) of a problem; also known as a fishbone diagram
|
|
|
|
can be used to track the values of a variable over time. This can results over a period of time. aid in identifying trends or other patterns that may be occurring
|
run chart
|
|
|
can be useful in getting a sense of the distribution of observed values. Among other things, one can see if the distribution is symmetrical, what the range of values is, and if there are any unusual values.
|
Histogram
|
|
|
Eight quality management principles form the basis of the latest version of ISO 9000
|
1. A customer focus.
2. Leadership. 3. Involvement of people. 4. A process approach. 5. A system approach to management. 6. Continualimprovement. 7. Use of a factual approach to decision making. 8. Mutually beneficial supplier relationships. |
|
|
as the ability of a product or service to consistently meet or exceed customer expectations
|
Quality
|
|
|
Superior quality can:
|
enhance the reputation of the firm, increase its market share, increase the loyalty of the customers, reduce the risk of liability claims, reduce costs, and increase productivity.
|
|
|
The consequences of poor quality:
|
relate to loss of business, deterioration of the firm’s reputation, product liability and higher costs and expenses. Costs can be categorized as failure costs, appraisal costs, and prevention costs.
|
|
|
Quality can be improved by:
|
R & D efforts, by efforts of improvement teams, and by suggestions from employees and customers.
|
|
|
Modern quality management stresses:
|
prevention of mistakes rather than finding and correcting mistakes after they occur increasing emphasis on both product design and process design.
|
|
|
best known for the concept of zero defects and ‘do it right the first time’
|
Crosby
|
|
|
best known for his ‘14 points’ for achieving quality
|
Deming
|
|
|
championed tools such as cause-and-effect diagrams and quality circles
|
Ishikawa
|
|
|
is recognized as one of the first to measure the ‘cost of quality’ and viewed quality as ‘fitness for use.’
|
Juran
|
|
|
a philosophy that says that quality is the responsibility of everybody in the organization
|
Total Quality Management (TQM)
|
|
|
In Total Quality Management (TQM), The focal point is
|
customer satisfaction
|
|
|
In Total Quality Management (TQM), Important features include
|
continuous improvement, benchmarking, employee empowerment, the use of teams for problem solving, decisions based on facts and knowledge of tools for identifying and solving problems
|
|
|
a philosophy towards the improvement of quality that many organizations have adopted: The quest for higher and higher levels of quality should never end.
|
Continuous improvement
|
|
|
provides a structured approach to quality improvement. It is directed primarily at improving the process
|
Continuous improvement
|
|
|
The Japanese term for continuous improvement is
|
kaizen
|
|
|
The conceptual basis for continuous improvement is
|
plan-do-study-act (PDSA) cycle
|
|
|
describe the plan-do-study-act (PDSA) cycle:
|
Plan by studying and documenting the current process. Collect data on the process. Develop a plan. Do refers to implementing the plan on a small scale, and collecting data. Study means to evaluate the data collected during the do phase. Act means to standardize the new method if it is judged to be successful.
|
|
|
The PDSA cycle is also known as
|
the Shewhart cycle or the Deming wheel.
|
|
|
a basic concept in both decision making and problem solving, is that a few elements or factors are very important and many others are relatively unimportant. This implies that it is important to identify the few key elements of factors and then give them special attention or emphasis.
|
The Pareto phenomenon
|
|
|
The importance of quality cannot be overstated; two key elements of every purchasing decision are price and quality.
A) True B) False |
A) True
|
|
|
Prevention costs are considered a cost of quality.
A) True B) False |
A) True
|
|
|
Warranties and rework are an internal cost of quality.
A) True B) False |
B) False
|
|
|
Consistency is ability to provide the same level of good quality repeatedly.
A) True B) False |
A) True
|
|
|
ISO certification is a requirement of companies that operate in the U.S.
A) True B) False |
B) False
|
|
|
The term quality at the source refers to supplier quality.
A) True B) False |
B) False
Feedback: It refers to making workers responsible for quality. |
|
|
It is important to tie six sigma projects to organizational strategy.
A) True B) False |
A) True
|
|
|
Lean/six sigma is an approach to quality that requires minimal (lean) resources to achieve results.
A) True B) False |
B) False
Feedback: Lean/six sigma is a balanced approach to process improvement that integrates principles from lean operation and statistical tools for variation reduction from six sigma to achieve speed and quality. |
|
|
The term kaizen is associated with continuous improvement.
A) True B) False |
A) True
|
|
|
SERVQUAL is a tool used to assess service quality.
A) True B) False |
A) True
|
|
|
A Pareto analysis is based on that one or a few factors account for a disproportionate share of problems.
A) True B) False |
A) True
|
|
|
ISO 14000 relates to environmental standards.
A) True B) False |
A) True
|
|
|
Quality circles are used to organize data into logical categories.
A) True B) False |
B) False
Feedback: That is the definition of an affinity diagram. |
|
|
Which one of these is not considered a determinant of quality?
A) Customer surveys. B) Ease of use. C) Service after delivery. D) Design. E) Conformance to design. |
A) Customer surveys
|
|
|
The name is associated with the fishbone diagram is:
A) Deming B) Crosby C) Juran D) Ishikawa E) Taguchi |
D) Ishikawa
|
|
|
The letters ROQ relate to:
A) Assessing the financial return of investments in quality. B) Evaluating defect rates in manufacturing processes. C) Evaluating rates of improvement in service quality. D) None of these. |
A) Assessing the financial return of investments in quality.
Feedback: ROQ stands for Return On Quality. |
|
|
Which person is credited with the development of control charts for quality?
A) Deming B) Crosby C) Juran D) Ishikawa E) Shewhart |
E) Shewhart
|
|
|
The name is associated with the 14 points is:
A) Deming B) Crosby C) Juran D) Ishikawa E) Taguchi |
A) Deming
|
|
|
The name associated with the phrase “Quality is Free” is:
A) Deming B) Crosby C) Juran D) Ishikawa E) Taguchi |
B) Crosby
|
|
|
Which name is associated with saying that quality is management’s responsibility?
A) Deming B) Crosby C) Juran D) Ishikawa E) Taguchi |
A) Deming
|
|
|
ISO 24700 is most closely related to:
A) carbon dioxide emissions B) vendor-managed inventory C) reused office equipment D) part-time employees |
C) reused office equipment
|
|
|
Although closely associated with quality, this name is not on the list of quality gurus.
A) Deming B) Shingo C) Juran D) Baldrige E) Shewhart |
D) Baldrige
|
|
|
The quality tool that plots the number of quality problems over time is:
A) Pareto diagram B) Cause-and-effect diagram C) Fishbone diagram. D) Run chart. E) Control chart. |
D) Run chart.
|
|
|
The term visionary leadership is most closely related to:
A) Quality at the source. B) Total Quality Management. C) Baldrige core values and concepts. D) Six sigma philosophy. |
C) Baldrige core values and concepts.
|
|
|
Which one of these is a framework for problem solving and improvement activities?
A) ISO B) PDSA C) ROQ D) 5W2H E) SERVQUAL. |
B) PDSA
Feedback: Plan-Do-Study-Act. |
|
|
Which one of these involves asking a set of questions?
A) TQM B) ISO C) 5W2H D) ROQ |
C) 5W2H
|
|
|
he became known as the “father of statistical quality control.” He developed methods for analyzing the output of industrial processes to determine when corrective action was necessary.
|
Walter Shewhart
|
|
|
His message was that the cause of inef- ficiency and poor quality is the system, not the employees
|
W.Edwards Deming
|
|
|
felt that it was manage- ment’s responsibility to correct the system to achieve the desired results.
|
Deming
|
|
|
stressed the need to reduce variation in output (deviation from a standard), which can be accomplished by distinguishing between special causes of variation (i.e., cor- rectable) and common causes of variation (i.e., random)
|
Deming
|
|
|
The key elements of Deming’s 14 points are
|
constancy of purpose, continual improvement, and profound knowledge
|
|
|
placed less emphasis on statistical methods than Deming. It was his view that quality begins by knowing what customers want.
|
Juran
|
|
|
He described quality management in terms of a trilogy consisting of quality planning, quality control, and quality improvement
|
Juran
|
|
|
A key element of his philosophy is the com- mitment of management to continual improvement.
|
Juran
|
|
|
Key Contributions included:Control charts; variance reduction
|
Shewhart
|
|
|
Key Contributions included:14 points; special versus common causes of variation
|
Deming
|
|
|
Key Contributions included:Quality is fitness-for-use; quality trilogy
|
Juran
|
|
|
Key Contributions included:Quality is a total field; the customer defines quality
|
Feigenbaum
|
|
|
Key Contributions included:Quality is free; zero defects
|
Crosby
|
|
|
Key Contributions included:Cause-and-effect diagrams; quality circles
|
Ishikawa
|
|
|
Key Contributions: Taguchi loss function
|
Taguchi
|
|
|
Key Contributions included:Continuous improvement
|
Ohno and Shingo
|
|
|
What are the eight dimensions of quality:
|
Performance
Aesthetics Features Conformance Reliability Durability Perceived Quality Serviceability |
|
|
service quality is often described using the following dimensions:
|
Convenience
Reliability Responsiveness Time Assurance Courtesy Tangibles Consistency |
|
|
SERVQUAL focuses on what five service dimensions that influence customers’ perceptions of service quality:
|
tangibles, reliability, responsiveness, assurance, and empathy
|
|
|
an instrument designed to obtain feedback on an organization’s ability to provide quality service to customers.
|
SERVQUAL
|
|
|
refers to the intention of designers to include or exclude cer- tain features in a product or service
|
Quality of Design
|
|
|
refers to the degree to which goods and services conform to (i.e., achieve) the intent of the designers.
|
Quality of conformance
|
|
|
has the ultimate responsibility for quality. While establishing strategies for quality, must institute programs to improve quality; guide, direct, and motivate managers and workers; and set an example by being involved in quality initiatives.
|
Top management
|
|
|
as responsibility to ensure that processes yield products and services that conform to design specifications. Monitoring pro- cesses and finding and correcting root causes of problems are important aspects of this responsibility.
|
Production/operations.
|
|
|
has responsibility for obtaining goods and services that will not detract from the quality of the organization’s goods and services
|
Procurement
|
|
|
is responsible for gathering and analyzing data on problems and working with operations to solve problems.
|
Quality assurance
|
|
|
This department has the responsibility to determine customer needs and to communicate them to appropriate areas of the organization. In addition, it has the responsibility to report any problems with products or services.
|
Marketing and sales.
|
|
|
is often the first department to learn of problems. It has the responsibility to communicate that information to appropriate departments, deal in a reasonable manner with customers, work to resolve problems, and follow up to con- firm that the situation has been effectively remedied.
|
Customer service
|
|
|
Some of the major areas affected by quality are
|
1. Loss of business.
2. Liability. 3. Productivity. 4. Costs. |
|
|
Any serious attempt to deal with quality issues must take into account the costs associated with quality. Those costs can be classified into three categories:
|
appraisal, prevention, and failure.
|
|
|
Appraisal costs relate to
|
inspection, testing, and other activities intended to uncover defec- tive products or services, or to assure that there are none. They include the cost of inspectors, testing, test equipment, labs, quality audits, and field testing
|
|
|
Prevention costs relate to
|
ttempts to prevent defects from occurring. They include costs such as planning and administration systems, working with vendors, training, quality control procedures, and extra attention in both the design and production phases to decrease the prob- ability of defective workmanship.
|
|
|
Failure costs are incurred by
|
by defective parts or products or by faulty services.
|
|
|
Internal failures are
|
those discovered during the production process
|
|
|
external failures are
|
are those discovered after delivery to the customer
|
|
|
The costs of internal failures include:
|
lost production time, scrap and rework, investigation costs, possible equipment damage, and possible employee injury.
|
|
|
costs of external failures include
|
warranty work, handling of complaints, replacements, liability/litiga- tion, payments to customers or discounts used to offset the inferior quality, loss of customer goodwill, and opportunity costs related to lost sales.
|
|
|
which ISO pertains to quality management. It concerns what an organization does to ensure that its products or ser- vices conform to its customers’ requirements.
|
ISO9000
|
|
|
which ISO concerns what an organization does to minimize harmful effects to the environment caused by its operations.
|
ISO14000
|
|
|
Eight quality management principles form the basis of the latest version of ISO 9000:
|
1. A customer focus.
2. Leadership. 3. Involvement of people. 4. A process approach. 5. A system approach to management. 6. Continualimprovement. 7. Use of a factual approach to decision making. 8. Mutually beneficial supplier relationships. |
|
|
The standards for ISO 14000 certification bear upon three major areas:
|
Management Systems
Operations Environmental Systems |
|
|
which ISO pertains to the quality and performance of office equipment that contains reused components.
|
ISO27000
|
|
|
What are the 3 key philosophies to TQM
|
One is a never-ending push to improve, which is referred to as continuous improvement;
the second is the involvement of everyone in the organization; the third is a goal of customer satisfaction, which means meeting or exceeding customer expectations |
|
|
what is the 5 step approach to TQM
|
1. Find out what the customer wants
2. Design a product or service that will meet or exceed what a customer wants 3. design processes that facilitate doing it right the first time 4. keep track of the results, use them to guide improvement 5. extend these concepts through the supply chain |
|
|
incorporating design elements that prevent incorrect procedures
|
fail-safing
|
|
|
what is the six sigma process
|
define, measure, analyze, improve, and control (DMAIC).
|
|
|
is a widely used tool for organizing data (ideas, issues, problems) developed by a group of participants into logical categories for further anal- ysis. It facilitates generating a large number of responses and developing meaningful groups of ideas from the responses.
|
An affinity diagram
|
|
|
comprise a number of workers who get together periodically to discuss ways of improving products and processes
|
quality circles
|
|
|
technique a firm can use to identify problems or collect informa- tion about a problem
|
interviewing
|
|
|
a method of asking questions about a process that includes what, why, where, when, who, how and how much
|
5W2H Approach
|
|
|
what does DMAIC represent
|
process is to define, measure, analyze, improve, and control
|
