Qdc1 Test Flash Cards

Front 1

A diagram that arranges catergories from highest to lowest frequency of occurance.

Back 1

Pareto Chart

Front 2

A graph that shows the degree and direction of the relationship between two variables.

Back 2

Scatter Diagram

Front 3

What do the blue areas represent in the graph (a/2)

Back 3

Type 1 Error

Front 4

A chart that describes the steps in the process.

Back 4

Flowchart

Front 5

A organized method of recording data

Back 5

Check Sheet

Front 6

Identifies process elements (cause) that might effect an outcome.
Ex. Cause: Materials, Methods, Manpower, Machinery= Effect

Back 6

Cause and Effect

Front 7

Tool for generating Ideas

Back 7

Check Sheet
Scatter diagram
Cause and Effect diagram

Front 8

Tools to organize the data

Back 8

Pareto Charts
Flowcharts

Front 9

Tools to help Identify Problems

Back 9

Histogram
Statistical Process Control Chart (SPC Chart)

Front 10

Shows the frequency of occurance of a variable; lets you see if distribution is symmetrical.

Back 10

Histogram

Front 11

Statistical Process Chart (SPC Chart)

Back 11

Uses statistics and control charts to tell when to take corrective action; drives process improvement; 4 key steps: 1) Measure process 2) When change indicated find the assignable cause 3) Eliminate or incorporate the cause 4) Restart the revised process

Front 12

Identifies trends or other patterns that may occur over time; time sequenced

Back 12

Run Chart

Front 13

Can be used to monitor a process to see if the process output is random. Control charts also can indicate when a problem occured and give insight into what caused the problem

Back 13

Control Chart

Front 14

A philosopy that involves everyone in an organization in a continual effort to improve quality ad achieve customer satisfaction

Back 14

Total Quality Management

Front 15

A business process for improving quality reducing costs and increasing customer satisfaction. No more than 3.4 defects per million; Program designed to reduce defects; Requires the use of certain tools and techniques

Back 15

Six Sigma

Front 16

Reviews and approves the team charter and implements plan

Back 16

Team Champion

Front 17

Shares teams progress with coworkers

Back 17

Team member

Front 18

Provides suggestions in tools as the team proceeds with its problem. Expert of daily operations, providing advice

Back 18

Team Coach

Front 19

Represents team to management

Back 19

Team Leader

Front 20

a 5 step process that helps keep process improvement teams focusted and moving in a productive direction

Back 20

DMAIC: 1) D: Define the problem
2) M: Measure the defects
3) A: Analyze data
4) I: Improve the process
5) C: Control the process

Front 21

1st list evidence opposing your business decision
2nd Explain both sides to collegue and get their imput

OPPOSING OBJECTIVES

Back 21

Devil's Advocacy Technique

Front 22

Is the supply chain responsible for moving materials from supplier to manufacturing plant.

Back 22

Inbound Logistics

Front 23

Purchasing works with customer data to support quality requirements and Distribution channel members supply information to purchasing

Back 23

The key relationship involved in the inbound logistics process

Front 24

A comprehensive supply chain strategic plan addresses

Back 24

Quality
Employee involvement
Global Markets
Customer Satisfaction

Front 25

Benefits of understanding intergrated supply chain mgmt.

Back 25

Enables efficient mgmt of day to day activities
Enables appropriate stratgic planning
Supports increasing levels of customer satisfaction

Front 26

The system responsible for distibution of finished goods.

Back 26

Outbound Logistics

Front 27

The principle players in outbound logistics are:

Back 27

Manufacturer
Wholesaler
Retailer

Front 28

Directly contributes to lowering costs and increasing profit. AVOID COSTLY DELAYS

Back 28

Purchasing

Front 29

Primary purchasing objectivies or activities

Back 29

1) Obtain high quality production materials
2) Participate in the product testing
3) Maintain reliable and competitive supplies

Front 30

Purchasing management roles need to balance

Back 30

- Prices
- Qualities
- Quantities
- and lead time

Front 31

Effective Supplier Selection Process

Back 31

1) Develop set criteria
2) Analyze business health
3) Create a short list of finalists
4) Solicit bids
5) Define performance objectives

Front 32

Rate according to EASE of implementation
Rate according to EFFECT of implementation
Rate and prioritize solutions
(ex. +1 ease, -3 effect, prioritize, P1 confidence rating)

Back 32

Ease and Effect Matrix

Front 33

1) Annoymously voting on initial favored solution
2) Recording the votes in round robin fashion
3) Clarifying any confusing ideas
4) Evaluating the final solutions

Back 33

Nominal Group Technique

Front 34

Limits input (reduces bias)
Relies on annoymous voting
No selling ideas
Do not reject any initial ideas
Secret ballot evaluation

Back 34

Nominal Group Technique

Front 35

1) Establishing revenue projections
2) Specifying anticipated expenditures
3) Calculating the resulting net cash flow

Back 35

Return on Investment

Front 36

Time frame
Subjectivity
Your Thinking
Your Results

Back 36

Step #1 in Return on Investment
"Establishing revenue projections"

Front 37

Do not include sunk costs
Do include Promo costs, admin costs, dev costs

Back 37

Step #2 in Return on Investment
"Specify anticipated expenditures"

Front 38

Total estimated after tax revenue over forcast
Then substract anticipated "cash outlays" Keep in mind no sunk costs included
Final returns: Net Cash Flow/Expenditures =

Back 38

Step #3 in Return on Investment
"Calculating the resulting net cash flow"

Front 39

Document quality goals and a means for achieving them
(Plan)

Back 39

PDCA first step

Front 40

Provide training so that employees perform quality activities as intended
(Do)

Back 40

PDCA second step

Front 41

Monitor and evaluate the degree to which quality activities have achieved the stated quality goals
(Check)

Back 41

PDCA third step

Front 42

Make modifications to procedures and skills to better achieve the organization's quality goal
(Act)

Back 42

PDCA fourth step

Front 43

Drafting and publishing the organization policy

Back 43

PLAN

Front 44

Training mgrs on quality procedures

Back 44

DO

Front 45

Conduct random unannounced on-site evaluations

Back 45

CHECK

Front 46

Implementing improvements based upon internal and customer input

Back 46

ACT

Front 47

1) customer focus, 2) Leadership, 3) Involvement of ppl
4) Process approach, 5) System approach to mgmt,
6) Continual Improvement, 7) factual approach to decision making, 8) benefical supplier relationships

Back 47

The 8 principles of QM

Front 48

QM fundemental and vocabulary

Back 48

ISO 9000-2000

Front 49

QM requirements

Back 49

ISO 9000-2000

Front 50

QM guidlelines for performance improvement

Back 50

ISO 9004-2000

Front 51

Environmental

Back 51

ISO 19011

Front 52

It's mission is to provide guidance on QM systems, including the processes for continual improvement.

Back 52

ISO 9000-2000

Front 53

1) Mgmt Resposibility: Involves commitment implementing a quality policy, plus planning, admin and reviewing the QM system

Back 53

1st primary clause for ISO 9001 and 9004

Front 54

2) Resource Mgmt: Includes HR facility and equip resources, and the work environment required to achieve quality standards

Back 54

2nd primary clause for ISO 9001 and 9004

Front 55

Product Realization: Planning cust related processes, design and dev, purchasing, production and svc operations, plus monitoring control.

Back 55

3rd primary clause for ISO 9001 and 9004

Front 56

Measurement, Analysis, and Improvement: Planning, measurements and monitoring, control and nonconformity, analysis of data, and improvement

Back 56

4th primary clause for ISO 9001 and 9004

Front 57

addresses QM guidelines, mgmt responsibilities, resource mgmt, measurement, analysis, and improvement

Back 57

ISO 9004

Front 58

1) The improved ability to FULFILL cust requirements
2) The improved ability to OFFER quality products & svcs
3) The improved ability to RETAIN & attract new cust

Back 58

The benefits of reducing variations

Front 59

considered a defect in Six Sigma

Back 59

Variation

Front 60

3 key characteristics of _____________ are that its sources are often hidden, the sources can occur in different places

Back 60

Variation

Front 61

Materials
Methods
Measures
Mother Nature
People

Back 61

Are all sources (problems) of variations

Note: consistant process reduces variation

Front 62

Results from sources that are NOT inherent to the process, such as an operator who falls asleep at the switchboard

Back 62

Special Cause Variation

Front 63

Is the result of naturally occuring sources that ARE inherent to the process such as the normal wear and tear of a part

Back 63

Common Cause Variation

Front 64

Chooses only solutions that are truly sensible

Back 64

The Analytical Style

Front 65

Relies on instints when choosing a solution

Back 65

The Reflexive Style

Front 66

Manage levels of product at various points

Back 66

Inventory Mgmt System

Front 67

Move products from production to customer

Back 67

Physical Distribution

Front 68

Move products from the factory floor to the customer's hands

Back 68

Outbound Logistics

Front 69

Manager levels of product at various points

Back 69

Marketing Channel

Front 70

Works with engineering to determine input quality

Back 70

Purchasing

Front 71

Works with suppliers to obtain high quality materials

Back 71

Purchasing

Front 72

Works with customer data to support quality requirements

Back 72

Purchasing

Front 73

Partners provide information for inventory mgmt

Back 73

Distribution Channel

Front 74

Members supply information to purchasing

Back 74

Distribution Channel

Front 75

Involve startegic suppliers in the product design process

Back 75

Effective Supplier Mgmt Strategy

Front 76

Involve partners in the strategi planning process

Back 76

Effective Supplier Mgmt Strategy

Front 77

Work with suppliers to improve their production process

Back 77

Effective Supplier Mgmt Strategy

Front 78

Supports effective strategic planning
Enables comprehensive supply chain mgmt
Ensures support of cust satisfaction goals
Provides support for appropriate cust svc levels
Supports maintenance of desired levels of quality

Back 78

Benefits of effectively implemented channel mgmt