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TQM PRELIMS 1-6
EXAM COVERAGE
| Question | Answer |
|---|---|
| Contemporary Influences on Quality (7) | Globalization Social responsibility New dimensions of quality Aging population Health care Environmental concerns 21st century technology |
| is any planned and systematic activity directed toward providing customers with goods and services of appropriate quality, along with the confidence that products meet consumers’ requirements. | Quality Assurance |
| excellence | Transcendent definition |
| quantities of product attributes | Product-based definition |
| fitness for intended use Value-based definition | User-based definition |
| conformance to specifications | Manufacturing-based definition |
| Customers can be... (3) | Consumers External customers Internal customers |
| Principles of Total Quality (3) | Customer and stakeholder focus Employee engagement and teamwork Process focus supported by continuous improvement and learning |
| is a sequence of activities that is intended to achieve some result | process |
| Understanding why changes are successful through feedback between practices and results, which leads to new goals and approaches | Learning |
| Learning cycle (4) | Planning Execution of plans Assessment of progress Revision of plans based on assessment findings |
| Three Levels of Quality | Organizational level Process level Performer/job level |
| meeting internal customer requirements | Performer/job level |
| linking external and internal customer requirements | Process level |
| meeting external customer requirements | Organizational level |
| is a set of functions or activities within an organization that work together for the aim of the organization | system |
| acknowledges the importance of the interactions of subsystems, not the actions of them individually. | systems perspective |
| Manufacturing Systems (10) | Marketing and sales Product design and engineering Purchasing and receiving Production planning and scheduling Manufacturing and assembly ............ |
| are responsible for determining the needs and expectations of consumers. | Quality in Marketing and sales |
| functions develop technical specifications for products and production processes to meet the requirements determined by the marketing function. | Quality in Product Design |
| should not simply be responsible for low-cost procurement, but should maintain a clear focus on the quality of purchased goods and materials. | Quality in Purchasing |
| Manufacturing processes must be capable of producing output that meets specifications consistently. | Quality in Process Design |
| Quality in Business Support Functions for Manufacturing (3) | Finance and accounting Quality assurance Legal services |
| focuses on continual improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management. | Deming philosophy |
| portion of plant capacity wasted due to poor quality | hidden factory |
| 3 steps to quality is by?? | A V Feigenbaum |
| Quality Trilogy is by?? | Joseph Juran |
| System of Profound Knowledge is by?? | Edward Deming |
| Absolutes of Quality Management is by?? | Philip Crosby |
| Basic of Quality Improvement is by?? | Philip Crosby |
| 3 steps to quality | Quality Leadership Modern Quality Technology Organizational Commitment |
| Quality Trilogy | Quality planning quality control quality improvement |
| Criteria for Performance Excellence (7) | Leadership Strategic Planning Customer Focus Measurement, Analysis, and Knowledge Management Workforce Focus Process Management Business Results |
| described as a business improvement approach that seeks to find and eliminate causes of defects and errors in manufacturing and service processes by focusing on outputs that are critical to customers and a clear financial return for the organization. | Six Sigma |
| is a pattern or plan that integrates an organization’s major goals, policies, and action sequences into a cohesive whole. | strategy |
| is the process of envisioning the organization’s future and developing the necessary goals, objectives, and action plans to achieve that future. | Strategic planning |
| a person’s ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization, and its competitive advantage to the organization in this way.” | Strategic leadership |
| Addresses the basic characteristics of the organization, organizational relationships, the competitive environment, the advantages an organization has and the challenges that it faces, and its approach to performance improvement | Baldrige Organizational Profile |
| of a firm defines its reason for existence; it answers the question “Why are we in business?” | mission |
| describes where the organization is headed and what it intends to be; it is a statement of the future that would not happen by itself. | vision |
| refers to those pressures that exert a decisive influence on an organization’s likelihood of future success. | strategic challenges |
| how leadership is exercised formal or informal, throughout org. | leadership systems |
| capturing what manager learns synthesizing those into visin of the direction that the business should pursue | strategy development |
| defining business in terms of key process that deliver valu to customers, identifying what portion of these conribute the most to strategic objectives, and encouraging employees to cmplete process changes and improvements that will achieve objective | strategy deployment |
| "piontng direction "---policy deployment | hoshin kanri |
| refers to customers’ investment in or commitment to a brand and product offerings. | Customer engagement |
| is the outcome of the production process and what is delivered to the customer | actual quality |
| true cutomers needs and expectations | expected quality |
| Key Dimensions of Manufacturing Quality DAVID GARVIN (7) | Performance Features Reliability – probability of operating for specific time Conformance – degree to which characteristics match standards Durability - amount of use before deterioration Serviceability – speed,competence of repair Aesthetics |
| Key Dimensions of Service Quality 5 | Reliability – Assurance – Tangibles – Empathy – Responsiveness – |
| Kano Model of Customer Needs 3 | Dissatisfiers: expected requirements that cause dissatisfaction if not present Satisfiers: expressed requirements Exciters/delighters: unexpected features |
| gathering customer info approaches | Comment cards and formal surveys Focus groups Direct customer contact Field intelligence Complaint analysis Internet monitoring |
| Any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation. | Employee Involvement |
| refers to extent of wrkforce commitment emotional,intelletual, to accomplishing ork, mission visn of organiation | workforce enagagement |
| refers to how employees are organized in formal or informal units such as departmen or teams | work design |
| resonsibilities and task given to individuals | job design |
| refers to work approaches used to systematically pursue ever-higher levels of overall organizational and human performance. | High-performance work |
| – expanding workers’ jobs | Job enlargement |
| – having workers learn several tasks and rotate among them | Job rotation |
| – granting more authority, responsibility, and autonomy | Job enrichment |
| Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risks and learn from mistakes, and to promote change | Empowerment |
| Types of Teams 7 | Management teams Natural work teams Self managed teams Virtual teams Quality circles Problem solving teams Project teams |
| Six Sigma Project Teams 5 | Champions Master Black Belts – Black Belts – Green Belts – Team Members – |
| senior managers who promote Six Sigma | Champions |
| Employees who support specific projects | Team Members |
| functional employees trained in introductory Six Sigma tools | Green Belts – |
| highly trained experts responsible for strategy, training, mentoring, deployment, and results. | Master Black Belts |
| Experts who perform technical analyses | Black Belts |
| Life Cycle of Teams 5 | Forming Storming Norming Performing Adjourning |
| takes place when the team is introduced, meets together, and explores issues of their new assignment. | Forming |
| occurs when team members disagree on team roles and challenge the way that the team will function. | Storming |
| takes place when the issues of the previous stage have been worked out, and team members agree on roles, ground rules, and acceptable behavior when doing the work of the team | Norming |
| characterizes the productive phase of the life cycle when team members cooperate to solve problems and complete the goals of their assigned work. | Performing |
| is the phase in which the team wraps up the project, satisfactorily completes its goals, and prepares to disband or move on to another project | Adjourning |
| refer to all aspects of pay and reward, including promotions, bonuses, and recognition, either monetary and nonmonetary or individual and group. | Compensation and recognition |
| refers to an organization’s ability to accomplish its work processes through the knowledge, skills, abilities, and competencies of its people. | Workforce capability |
| refers to an organization’s ability to ensure sufficient staffing levels to accomplish its work processes and successfully deliver products and services to customers, including the ability to meet seasonal or varying demand levels. | Workforce capacity |
Created by:
maveric