Tqm Quiz 1

Front 1

Modified PDCA cycle of Shewhart to PDSA cycle

Back 1

Dr. W . Edward Deming

Front 2

Advocated extensive of statistics and control charts and focused on product improvement and service comformance by reducing variations in the process

Back 2

Dr. W . Edward Deming

Front 3

Deming's System of Profound Knowledge

Back 3

Theory of Optimization

Theory of Variation

Theory of Knowledge

Theory of Psychology

Front 4

The objective of an organization is the optimization of the total system and not the optomization of the individual subsystems

Back 4

Theory of Optimization

Front 5

The product and service uncertainty and variability in design and manufacturing process.Deming believed that _____\ is a major cause of poor quality

Back 5

Theory of Variation

Front 6

Shows a cause and effect relationship that can be used for prediction

Back 6

Theory of Knowledge

Front 7

Helps to understand people, interactions between people and circumstances, interactions between leaders and employees, and any system of management

Back 7

Theory of Psychology

Front 8

This approach is a cyclic process for planning and testing improvement activities prior to full scale implementation and/or to formalizing the improvement

Back 8

The Deming Cycle

Front 9

Defines quality as fitness for use in terms of design,conformance,availability,safety and field use

Back 9

Dr.Joseph Duran

Front 10

Purpose is to provide operators with the ability to produce goods and service that can meet customers' needs

Back 10

Quality Planning

Front 11

Is the inspection part of Quality Trilogy where operators compare actual performance with plans and resolve the differences

Back 11

Quality Control

Front 12

Encompasses improvement of fitness for use and error reduction,seekd a new level of performance that is superior to any previous level, and is attained by applying breakthrough thinking

Back 12

Quality Improvement

Front 13

Can be used by individuals and teams throughout the world as a checklist for understanding customer requirements , establishing measurements based on customer needs, optimizing product design, and developing a process that is capable of meeting customer requirements

Back 13

Juran's Quality Planning Road Map

Front 14

States that "zero defects" is not something that originates from the assembly line, but is more of an ethos that management should adopt and promote,setting an atmosphere and tone for employees to follow

Back 14

Philip Crosby

Front 15

Develop and promote the principle of doing it right the first time (DIRFT)

Back 15

Philip Crosby

Front 16

Juran's Quality Trilogy

Back 16

Quality Planning

Quality Control

Quality Improvement

Front 17

Crosby's Four Absolutes of Quality

Back 17

1. Quality is conformance to requirements

2. The management system is prevention

3. The performance standard is zero defects

4. The measurement system is the cost of quality

Front 18

-One of the leaders in the philosophy of total quality management

-Pioneered quality control activities in Japan

Back 18

Kaoru Ishikawa

Front 19

Known for developing the cause and effect diagram

Back 19

Kaoru Ishikawa

Front 20

Emphasized the theory of probability as the tool of the statistician

Back 20

Dr. Walter A. Shewhart

Front 21

According to him, quality must encompass all the phase in the manufacturing of a product

Back 21

Armand V. Feigenbaum

Front 22

Feigenbaum's contributions to the quality body of knowledge include:

Back 22

1. Total quality control

2. The concept of a "hidden" plant

3. Accountability for quality

4. The concept of quality costs

Front 23

Feigenbaum's Three Steps to Quality

Back 23

1. Quality Leadership

2. Quality Technology

3. Organizational Commitment

Front 24

An effective system for integrating the quality development, quality maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow full customer satisfaction

Back 24

Total Quality Control

Front 25

The idea that so much extra work is performed in correcting mistakes that there is effectively a hidden plant within any factory

Back 25

The concept of "hidden" plant

Front 26

The idea that quality must be effectively managed and have visibility at the highest levels of management

Back 26

Accountability for Quality

Front 27

Motivating force for quality improvement

Back 27

Quality Leadership

Front 28

Statistics and machinery used to improve technology

Back 28

Quality Technology

Front 29

Includes everyone in the quality struggle

Back 29

Organizational Commitment

Front 30

Refers to the quest of quality in an organization

Back 30

Total Quality Management

Front 31

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

Back 31

Total Quality Management

Front 32

Made up of a whole

Back 32

Total

Front 33

Degree of excellence a product or service provides

Back 33

Quality

Front 34

Act , art or manner of planning, controlling , directing .......

Back 34

Management

Front 35

Is the art of managing the whole to achieve excellence

Back 35

TQM

Front 36

Goal of TQM?

Back 36

"Do the right things right the first time, every time".

Front 37

TQM two main objectives

Back 37

1. Total client satisfaction

2. Continuous improvement

Front 38

Three Aspects of TQM

Back 38

1. Counting

2. Customers

3. Culture

Front 39

Tools, techniques, and training in their use of analyzing, understanding, and solving quality problems

Back 39

Counting

Front 40

Quality for the customer as a driving force and central concern

Back 40

Customers

Front 41

Shared values and beliefs, expressed by leaders, that define and support quality

Back 41

Culture

Front 42

The TQM System

Back 42

1. Objective

2. Principles

3. Elements

Front 43

Elements of TQM (Stevenson)

Back 43

1. continuous improvement

2. competitive benchmarking

3. employee empowerment

4. team approach

5. knowledge of tools

6. supplier quality

7. champion

8. quality at the source

9. suppliers are part in the process

10. decisions based on facts rather than on opinions

Front 44

In Japan, TQM comprises Four Process Steps, namely

Back 44

1. Kaizen

2. Atarimae Hinshitsu

3. Kansei

4. Miryokuteki Hinshitsu

Front 45

Focuses on " continuous process improvement" to make processes visible, repeatable and measurable

Back 45

Kaizen

Front 46

The idea that "things will work as they are supposed to" ( for example ,a pen will write )

Back 46

Atarimae Hinshitsu

Front 47

Examining the way the user applies the product leads to improvement in the product itself

Back 47

Kansei

Front 48

The idea that " things should have ab aesthetic quality " ( for example, a pen will write in a way that ie pleasing to the writer)

Back 48

Miryokuteki Hinshitsu

Front 49

Is the formulation of strategies to achieve TQM in the organization

Back 49

Strategic Quality Planning