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Quality Systems
Test 2 Quality and performance excellence by James Evans
| Question | Answer |
|---|---|
| 1. Limitations with the functional structure of organizations | Designed primarily for the administrative convenience..isolates them from customer expectation. promotes complex wasteful processes .inhibits improvements. separates quality function from rest of organization, providing excuses worrying about quality. |
| 2. Motorola process management | a. Identify the product or service b. Identify the customer c. Identify the supplier d. Identify the process e. Mistake-proof the process f. Develop measurements and controls, and improvements goals. |
| 3. Process Improvement | 1. Identify Process 2. Identify Customers 3. Identify Customer Needs 4. Identify Supplier 5. Identify Supplier Requirements 6. Determine steps within process |
| 4. Process of planning to improve quality | a.Review inputs b.Develop/review objectives c.Relate to processes and products d.Select processes and product If not, re-evaluate e.Allocate Resources |
| 5. The most basic practices for dealing with customers are: | a. collecting information constantly on customer expectations b. to disseminate this information widely within the organization c. to use this information to design, produce, and deliver the organizations products and services |
| 6. Model of customer requirements: | a.Dis-satisfiers – Needs expected in a product or service such as radio/heater. b. Satisfiers – Needs customer say they want, such as air conditioning or a compact disc player. c.Delighter/Exciters – innovative features that customer don't expect. |
| 7. A process is the lowest form in a ??? | system |
| 9. A System is? | a collection of process that come together to complete a larger process/task. |
| 10. Improvement model – 3 major parts: | a. Charter b. Current Knowledge c. Plan Do Study Act – which is compromised of a circle of four equal parts. |
| 11. Two types of customers | a. Internal b. External |
| 12. Reactive / Proactive model | a. Reactive – One square stimulus arrow points to another square labeled response. b. Proactive – Freedom to choose square in between stimulus and response square. |
| 13. Keys Idea of Integrative Bargaining | a. Separate the people from the problem b. Focus on interests, not positions c. Invest in options for mutual gain d. Insist on using objective criteria |
| 14. Effective Ways to Break Down Barriers Between Departments | a. Focus on processes b. Recognize internal customers c. Create a team-based organization d. Reduce hierarchy e. Use steering committees f. Design an agile organization g. Redesign the work systems |
| 15. More Limitations with the functional structure of organizations | a. Functional structure separates employees from customers. b. Functional structure inhibits process improvement. c. Functional organizations often have a separate function for quality, called quality control or quality assurance. |
| 4. Process of planning to improve quality -- Continued | f. Write charters i. Are the resources available to accomplish charters? 1. If not, can more resources be allocated? No, re-evaluate selected processed and products in step 4. Yes, re-allocate resources (step 5). 2. Yes, form teams. |
| All change is perceived as a threat to ones ??? | Security |
Created by:
Alivallo
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