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;
22 Cards in this Set
- Front
- Back
|
breakthrough |
Juran the accomplishment of any improvement that takes an organization to unprecedented levels of performance |
|
|
DMAIC |
Define, Measure, Analyze, Improve, and Control. six sigma methodology |
|
|
six sigma |
performance improvement approach that focuses on quality, productivity, cost , and profitability a statistical measure that equates to 3.4 or fewer errors or defects per million opportunities. |
|
|
Deming |
Helped the Japanese rebuild after WWII; focused on educating upper management on quality Japanese quality eventually surpassed US PDSA (plan, do it, study, act) |
|
|
Ishikawa |
Seven tools of Quality cause and effect diagram (fish bone) |
|
|
ISO 9000 |
1987 series of written quality standards focus on developing, documenting, and implementing procedures to ensure consistency with the aim of continual improvement |
|
|
Quality as a business performance metric |
conformance to specifications (measurable) fitness for intended use value |
|
|
Quality Principles |
-Customer focus -Leadership -involvement of people -process approach -System Approach to Management -continual improvement -Factual Approach to Decision Making -Mutually Beneficial Supplier Relationships |
|
|
All Six Sigma projects have three key characteristics: |
1. A problem to be solved 2. A process in which the problem exists 3. One or more measures that quantify the gap to be closed and can be used to monitor progress |
|
|
Applying Six Sigma to services typically revolves around one of four key measures of performance: |
Accuracy Cycle time cost customer satisfaction |
|
|
cost of quality |
costs associated with avoiding poor quality or those incurred as a result of poor quality 1950s |
|
|
quality cost classifications |
prevention costs appraisal costs internal failure costs external failure costs |
|
|
pareto |
-Juran -data from the largest frequency to the smallest -used to analyze data collected in check sheets -cumulative frequency curve (a visual aid showing the relative magnitude of defects;used to ID opportunities for improvement) -The most costly or significant problems stand out |
|
|
8 Dimensions of Quality |
performance features reliability conformance durability serviceability aesthetics perceived quality |
|
|
5 Service Dimensions of Quality |
Reliability assurance tangibles empathy responsiveness |
|
|
Noriaki Kano's 3 Classifications of Customer Needs |
1. Dissatisfiers (must haves) 2. Satisfiers (wants) 3. Exciters/ Delighters (never thought of) |
|
|
lowhanging-fruit |
projects that are low risk/ easy to accomplish, or even projects that can be completed by a single individual—in order to show early successes. |
|
|
productivity |
the measure of efficiency defined as the amount of output achieved per unit of input |
|
|
prevention costs |
investments made to keep nonconforming products from occurring and reaching the customer quality planning , process control , information systems , training and general management |
|
|
appraisal costs |
associated with efforts to ensure conformance to requirements, generally through measurement and analysis of data to detect non-conformances. test and inspection, instrument maintenance, process measurement and control |
|
|
internal failure costs |
incurred as a result of unsatisfactory quality found before the delivery of a product to the customer scrap and rework, corrective action, downgrading, and process failures |
|
|
external failure costs |
occur after poor-quality products reach the customer customer complaints/returns, recall/warranty claims, and product liability |
