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GMS401
Chapter 6: Management of Quality
| Term | Definition |
|---|---|
| Quality | The ability of a product or service to consistently meet or exceed customer expectations |
| Quality Control | Monitoring, testing, and correcting quality problems after they occur |
| Quality assurance | Providing confidence in a product's quality by preventing defects before they occur |
| Evolution of Quality Management | [Craftsmanship: each craftsman responsible for quality] [Division of labour: quality control shifts to full time inspectors] [quality assurance] [quality management systems] [TQM, continuous improvement] [Six Sigma, statistical tools] |
| Dimensions of Quality | Performance, Aesthetics, Special Features, Conformance, Reliability, Durability, Serviceability |
| Service Quality | Tangibles, Convenience, Reliability/Consistency, Responsiveness, Time, Assurance, Courtesy |
| Determinants of Quality | Product Design, Process Design, Production |
| Product Design | Intention of designers to include or exclude features that customers require |
| Process disjoin | Translating product characteristics into process specifications and tolerances |
| Production | The degree to which goods or services conform to design specifications |
| Benefits of good quality | Improved quality of product design, better reputation, premium prices and increased market share, higher profitability, lower manufacturing and warranty expenses, improved conformance to design specifications |
| Failure costs | Costs incurred by defective parts/products |
| Internal failure costs | fixing problems during production |
| external failure costs | fixing problems after delivery to customer |
| appraisal costs | inspection and testing |
| Prevention costs | quality training, planning, customer assessment, creating SOPs |
| W. Edwards Deming | Quality guru that created 14 steps to quality. Sated that management must fix system, there must be reduction of variation, SPC, PDSA |
| Joseph M. Juran | Quality Guru that developed fitness-as-use, trilogy:planning, control & improvement, continuous improvement and cost of quality |
| Armand Feigenbaum | Quality guru that developed total field and quality at the source |
| Philip B. Crosby | Quality guru that developed zero defects , quality is free and the concept of "do it right the first time" |
| ISO 9001 | Set of international standards on quality management and quality assurance, critical to international business |
| ISO 14000 | A family of standards related to environmental management |
| Hazard Analysis Critical Control Point (HACCP) | A quality control system, similar to ISO 9001, designed for food processors |
| TQM Total Quality Management | A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction |
| PDSA | Plan, Do, Study, Act |
| Six Sigma | A business process for improving quality, reducing costs, and increasing customer satisfaction. (Having no more than 3.4 defects per million) |
| Six Sigma process | Define, Measure, Analyze, improve, control |
| Brainstorming | Technique for generating a free flow of ideas in a group of people |
| Quality Circles | Groups of workers who meet do discuss ways of improving products or processes |
| Interviewing | Technique for identifying problems and collecting information |
| Benchmarking | Process of measuring performance against the best in the same or another industry |
| The 5W2H Approach | A method of asking questions about a process/problem that include what, why, where, who, how and how much |
Created by:
13rallie
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