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Quality Systems

Test 2 Quality and performance excellence by James Evans

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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