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86 Cards in this Set
- Front
- Back
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Dimensions of quality |
- Performance - Features - Reliability - Conformance - Durability - Serviceability - Aesthetics - Perceived Quality |
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Performance |
Efficiency with which a product achieves its intended prupose |
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Features |
Attributes that supplement the product's basic performance |
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Reliability |
Product's propensity to perform consistently over the product's useful life |
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Conformance |
Adherence to quantifiable specifications |
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Durability |
Ability to tolerate stress or trauma without failing |
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Serviceability |
The ease and low cost of repair for a product |
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Aesthetics |
Degree to which product attributes are matched to consumer preferences |
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Perceived Quality |
Quality as the customer perceives it |
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Service Quality Dimensions |
- Tangibles - Service Reliability - Responsiveness - Assurance - Empathy |
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Tangibles
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Physical appearance of the facility, equipment, personnel, and communications materials |
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Service Reliability |
The ability of the service provider to perform the promised service dependably and accurately |
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Responsiveness |
The willingness of the provider to be helpful and prompt in providing service |
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Assurance |
The knowledge and courtesy of the employees and their ability to inspire trust and confidence |
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Empathy |
Caring, individualized attention from the service firm |
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Supply Chain Management Perspective on Quality |
- Upstream Activities - Core Processes - Downstream Activities |
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Engineering perspective on Quality
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Applying mathematical problem-solving skills and modelling techniques to product and process design |
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Operations Management Perspective on Quality |
Statistical Process Control |
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Strategic Management Perspective on Quality |
- Firms establish a planned course of action to achieve quality objectives - Course of action must be cohesive and coherent in terms of goals, policies, plans, and sequencing to achieve quality improvement |
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Marketing Perspective on Quality |
- Focuses on perceived quality of goods and services - The primary marketing tools for influencing customers perception of quality are price and advertising - The customer is the focus of marketing-related quality improvement |
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Financial Perspective on Quality |
- Relies on quantified, measurable, results-oriented thinking - Identify and measure costs of quality by conducting trade-off and break-even analysis - The pursuit of quality does not safeguard a company against bad management |
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Human Resources Perspective on Quality
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- Employee Empowerment
- Organizational Design - Job Analysis |
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3 Spheres of Quality |
-Quality Management - Quality Assurance - Quality Control |
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Systems View |
A management viewpoint that focuses on the interaction between the various components that combine to design, produce and market a product or service. The systems view focuses management on the system as the cause of quality problems. |
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Total Quality Management |
A systems approach to quality-manage the whole system |
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Quality Theory |
A coherent group of general propositions used as principles of explanation for a class of phenomena |
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Induction |
When a theory is generated through observation and description (Observer biased) |
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Deduction |
A theoretical model based on prior research and an experiment designed to test the model
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4 Elements of a Theory |
- What - How - Why - Who/Where/When |
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What (Theoretical Element) |
Involves which variables or factors are included in the model |
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How (Theoretical Element) |
The nature, direction, and extent of the model |
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Why (Theoretical Element) |
The theoretical glue that holds the model together |
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Who/Where/When (Theoretical Element) |
Places contextual bounds on the model |
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Competing Philosophies |
There is no unified theory of quality |
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Traditional View of Quality |
Quality control measures were designed as a defense mechanism to prevent failure or eliminate defects |
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Shewhart/Deming Wheel (PDCA Cycle) |
- Plan - Do - Check - Act |
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Deming Chain Reaction |
As quality improves, costs will decrease and productivity will increase, resulting in more jobs, greater market share, and long-term survival |
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Deming's Approach to Quality |
Worker focused apprio |
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Quality Theory |
1. Create a constancy of purpose toward continuous improvement of product and service 2. Adopt a new philosophy 3. Cease dependence on mass inspections to improve quality 4. End the practice of awarding business on the basis of price tag alone 5. Improve constantly and forever 6. Institute training on the job 7. Improve Leadership 8. Drive out fear 9. Break down the barriers between departments 10. Eliminate slogans 11. Eliminate work standards on the factory floor 12. remove barriers that rob workers of the right to pride in the quality of their work 13. institute a vigorous program of education and self improvement 14. put everybody in the company to work to accomplish the transformation |
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Deming's 7 Deadly Diseases |
1. Lack of constancy of purpose 2. Emphasis on short-term profits 3. Evaluation of performance, merit rating, or annual review 4. Mobility of management 5. Running a company on visible figures alone 6. Excessive medical costs for employee health care 7. Excessive costs of warranties |
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The Juran Trilogy |
- Planning - Control - Improvement |
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Planning (Juran Trilogy) |
Provide the operating forces with the means of producing products that meet the customer's needs |
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Control (Juran Trilogy) |
Collecting data about the process to ensure that the process is consistent |
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Improvement (Juran Trilogy) |
Trained 6Sigma blackbelts identify improvement projects and lead each project into implementationq
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Breakthrough |
A large non-random improvement to the process |
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Pareto's Law |
The majority of problems (80%) are the result of relatively few causes (20%) |
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Quality is free |
The idea that not only does it save money to have higher quality, but it makes extra money |
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Crosby's 14 steps |
1. Make it clear that management is committed to quality 2. Form quality improvement teams with representatives from each department 3. Determine how to measure where current and potential quality problems lie 4. Evaluate the cost of quality and explain its use as a management tool 5. Raise the quality awareness and personal concern of all employees 6. Take formal actions to correct problems identified in the previous steps 7. Establish a committee for the zero defects program 8. Train all employees to actively carry out their part of the quality improvement program 9. Hold a zero defect day to let all the employees know that there has been a change 10. Encourage individuals to establish improvement goals for themselves and their groups 11. Encourage employees to communicate to management the obstacles they face in attaining their improvement goals 12. Recognize and appreciate those who participate 13. Establish quality councils to communicate on a regular basis 14. Do it all over again |
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7 Basic Tools of Quality
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- Flowcharts - Checksheets - Pareto Diagrams - Cause and Effect (Fishbone) Diagrams - Histograms - Scatter Diagrams - Statistical Process Control |
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Ishikawa's 11 Points |
1. Quality begins with education and ends with education 2. The first step in quality is to know the requirements of the customer 3. The ideal state of quality control is when inspection is no longer necessary 4. Remove the root causes, not the symptoms 5. Quality control is the responsibility of all workers in all divisions 6. Do not confuse the means with the objectives 7. Put quality first and set your sights on long term objectives 8. Marketing is the entrance and exit of quality 9. Top management must not show anger when facts are presented to subordinates 10. 95% of the problems in a company can be solved by the 7 tools of quality control 11. Data without dispersion information are false data |
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Taguchi Loss Function |
Simply because a part is within tolerance, does not mean it does not cause loss to society. Loss to society increases with the square of the distance from the tolerance |
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Tolerance Stack Up |
Failures occur largely because components, within tolerance but not precisely on specification, don't fit perfectly and cause excessive wear |
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Orthogonal Arrays |
There are too many combinations of components to test all combinations. The arrays allow identification of the most significant pairs. The arrays ensure independence between iterations of an experiment |
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Fiegenbaum's 19 Steps |
1. Total quality control is defined as a system of improvement 2. Company-wide commitment to quality is more important than improvement on the production lines 3. Control is a management tool with four steps 4. Quality control requires integration of uncoordinated activities 5. Quality increases profits 6. Quality is expected, not desired 7. Humans affect quality 8. TQC applies to all products and services 9. Quality is a total life-cycle consideration 10. Control the process 11. A total quality system involves the entire company-wide operating work structure 12. There are many operational and financial benefits of quality 13. The costs of quality are a means of measuring quality control activities 14. Organize for quality control 15. Managers are quality facilitators, not quality cops 16. Strive for continuous commitment 17. Use statistical tools 18. Automation is not a panacea 19. Control quality at the source |
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Poka-Yoke (Failsafing) |
Rather than relying entirely on statistical control techniques, create a method that will not permit a part to be made that is not within tolerance |
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Covey's 8 Habits of Effective People
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1. Be Proactive
2. Begin with the end in mind 3. Put first things first 4. Think win-win 5. Seek first to understand, then be understood 6. Synergize 7. Sharpen the saw - Learn from experience 8. Find your voice and inspire others to find theirs |
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Core Variables of Quality |
- Leadership - Information Analysis - Strategic Planning - Employee Improvement - Quality Assurance - Customer Role in Quality - Quality Department - Environment - Philosophy Driven - Quality Breakthrough - Project/Team-based Improvement |
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The Malcolm Baldridge National Quality Award |
The most prestigious quality award in America. Administered by NIST |
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Baldridge Quality Award Categories |
1. Leadership 2. Strategic Planning 3. Customer and Market Focus 4. Measurement, Analysis, and Knowledge 5. Human Resource Focus 6. Process Management 7. Business Results |
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Full-Baldridge Approach |
The full requirements are used but the scores required to win an award are lower |
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Baldridge-Lite |
Use the Baldridge criteria but with a simplified process and/or application |
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Multilevel Approach |
The top level requires the full Baldridge criteria. In lower levels, recognition is given to putting forth significant effort toward organizational improvement |
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Deming Prize Categories |
- Policy - Organization and Operations - Collecting Useful Information - Analysis - Planning for the Future - Education and Training - Quality Assurance - Quality Effects - Standardization - Control |
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Lean Philosophy |
Anything that does not add value for the customer should be eliminated |
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Shingo's 7 Wastes |
1. Waste of overproduction 2. Waste of waiting 3. Waste of transportation 4. Waste of processing itself 5. Waste of stocks 6. Waste of motion 7. Waste of making defective products |
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The 5 S's |
1. Seiri 2. Seiton 3. Seiso 4. Seiketsu 5. Shetsuke |
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Seiri |
Organizing by getting rid of the unnecessary |
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Seiton |
Neatness that is achieved by straightening offices and work areas |
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Seiso |
Cleaning plant and equipment |
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Seiketsu |
Standardized locations for tools and equipment |
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Shetsuke |
Discipline in maintaining the four prior S's |
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ISO9000 |
A generic set of standards for quality in any and all industries |
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5 Clauses (ISO9000) |
1. Quality Management Systems 2. Management System 3. Resource Management 4. Product Realization 5. Measurement Analysis and Improvement |
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8 Principles (ISO9000) |
1. Customer Focus 2. Leadership 3. Involvement of People 4. The Process Approach 5. A Systems Approach to Management 6. Continual Improvement 7. Factual Approach to Decision Making 8. Mutually Beneficial Supplier Relationship |
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Quality Policy
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The supplier's management shall define and document the policy and objectives for, and commitment to, quality |
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Management Review |
The quality system adopted to satisfy the requirements of the standard shall be reviewed at appropriate intervals by the supplier's management to ensure its continuing suitability and effectiveness |
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Internal Quality Audits |
The supplier shall carry out a comprehensive system of planned and documented internal quality audits to verify whether quality activities comply with planned arrangements and to determine the effectiveness of the quality system |
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Corrective Action |
The supplier shall establish, document, and maintain procedures for: - Investigating the cause of nonconforming product and the corrective action needed to prevent recurrence - Analyzing all processes, work operations, concessions, quality records, service reports, and customer complaints to detect and eliminate potential causes of nonconforming product - Initializing preventative actions to deal with problems to a level corresponding to the risks encountered - Applying controls to ensure that corrective actions are taken and that they are effective - Implementing and recording changes in procedures resulting from corrective action |
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Design
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Sets a planned approach for meeting product or service specifications |
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Process Control |
Provides concise instructions for manufacturing or service functions |
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Purchasing |
Details methods for approaching suppliers and placing orders |
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Service |
Details instructions for carrying out after-sale service |
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Inspection and Testing |
Compels workers and managers to verify all production steps |
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Training |
Specifies methods to identify training needs and keeping records |
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Benefits of ISO9000 Certification |
1. Greater customer loyalty 2. Improvements in market share 3. Higher stock prices 4. Reduced service calls 5. Higher prices 6. Greater productivity and cost reduction |
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Objectives of ISO9000 |
1. Achieve, maintain, and seek to continuously improve product quality 2. Improve the quality of operations to continually meet customer and stakeholder needs 3. Provide confidence to internal management and other employees that quality requirements are being fulfilled and that improvement is taking place 4. Provide confidence to customers and other stakeholders that quality requirements are being achieved in the delivered product 5. Provide confidence that quality system requirements are fulfilled |
