1It is meeting and exceeding customer expectations at a price that he is willing to pay to possess the product or service.
Quality
2What are the approaches to quality
Transcendent, Product-based, User-based, Manufacturing-based, Value-based
3superior in quality or exceeding the limits of expectation
Transcendent
4observed as a quantifiable or measurable characteristic or attribute.
Product-based
5is an individual issue and products that best please their preferences (perceived quality) are those with the highest quality.
User-based
6focused mainly with engineering and manufacturing practices and use the universal definition of “conformance requirements”.
Manufacturing based
7It is defined using costs and prices as well as the number of attributes.
Value-based
8what are the Cost of Quality
Prevention Costs, Appraisal Costs, Internal failure Costs, External failure Costs
9These are incurred to prevent or avoid failure problems.
Prevention Costs
10These costs are associated with meas,uring and monitoring activities related to quality standards and performance requirements.
Appraisal Costs
11costs happen when the results of work fail to attain design quality standards and are noticed before they are transferred to the customer.
Internal failure Costs
12These are costs obtained to treat defects exposed by customers.
External failure Costs
13What are the Components of Cost of Quality:
Cost of Conformance , Cost of Non-Conformance
14is the cost of making available products or services based on required standards.
Cost of Conformance
15means failure costs linked with a process not functioning based on required standards.
Cost of Non-Conformance
16Constant pursuit of quality that involves everyone in the organization
Total Quality Management
17What are the Core Concept of TQM
Customer satisfaction
Internal customer satisfaction
All work is process
Measurement
Synergy in teamwork
People make quality
Continuous improvement cycle
Prevention
18work not up to specification
Defect
19work requiring correction
Rework
21work done again
Lost Item
22work behind schedule
Backlogs
23work after agreed time
Late deliveries
24work not required
Surplus Item
25 What are the Strategic Dimensions of Quality
Performance, Features, Reliability, Conformance, Durability, Serviceability, Aesthetics, Perceived Quality
26consists of primary operating characteristics of the product.
Performance
27are added characteristics that boost the attraction of the product or service to the user.
Features
28is the likelihood that a product will not fail within a particular time period.
Reliability
29depicts to that extent a product’s design and operating characteristics meet established standards.
Conformance
30is a measure of how much use a person gets from a product before it breaks down to such a point that replacement makes more sense than continual repair.
Durability
31What are the Types of Durability
Vibration Testing, Shock Tests, Climatic Testing
32the vibration environment to which products will be exposed to in real use is reproduced.
Vibration Testing
33used to test a sample or representative model of volume production.
Vibration Experiment
34All production products are tested to eliminate faulty units and approved good units.
Vibration Stress Screening
35replicates events to determine if structures can withstand sudden applied forces.
Shock Tests
36makes use of an environmental test chamber that artificially replicates the conditions under which machinery, materials, devices, or components might be exposed
Climatic Testing
37involves the consumers’ ease of obtaining repair service like access to service centers and/ or ease of self-service; the responsiveness of service personnel like the ease of getting an appointment and willingness of repair personnel to listen to the customer; and the reliability of service like whether the service is performed right the first time.
Serviceability
38means how a product looks, feels, sounds, tastes, or smells.
Aesthetics
39is the individuals’ subjective appraisal of products or a service’s attributes.
Perceived Quality
40A Japanese word meaning continuous improvement.
Kaizen
43Two types of Kaizen
Gemba, Teian
44is an action-oriented approach and refers to improvement activities that are carried out in the actual workplace
Gemba
45 theory based approach and refers to strategic improvements that are prejudiced by the top management
Teian
46What are the 5S?
Sort, Set in order, Shine, Standardize, Sustain
47(Golden cycle for improving processes)
PDCA(Plan-Do-Check-Act) Cycles
48What are the PDCA(Plan-Do-Check-Act) Cycles
Planning Phase, Doing Phase, Checking phase, Acting Phase
49problems are defined and need to be addressed
Planning Phase
50developing a solution for the problems
Doing Phase
51there’s comparison analysis of before and after data to confirm the effectiveness of the processes and measure the results.
Checking Phase
52documenting the results and preparation to address the other problems
Acting Phase
53(Invoked when failure occurs)
SDCA (Standardized-Do-Check-Action) Cycles
54What are the SDCA (Standardized-Do-Check-Action) Cycles
Standard, Do, Check, Action
55are created with the employees.
Standard
56carrying out the standard
Do
57compared standard with current situation to verify intended use.
Check
58modify the standard based upon the results from checking the standard
Action
59Three Dimensions of Kaizen
Quality
Cost
Delivery
60What are the KAIZEN SYSTEMS
Total Quality Control (TQC)
JIT (Just in Time) Production
Total Productive Maintenance (TPM)
Policy Development
Suggestion system
Small Group Activities
61It is a management tool for improving total performance. It also means organized Kaizen activities involving everyone in a company.
Total Quality Control (TQC)
62is a revolutionary way to trim down cost while at the same time meeting the customer’s delivery needs.
JIT (Just in Time) Production
63It is a system of maintaining and improving the integrity of production and quality systems through the machines, equipment, processes, and employees that add business value to an organization.
Total Productive Maintenance (TPM)
64What are the Types of Maintenance
Breakdown Maintenance & Preventive Maintenance & Corrective Maintenance
65means that people waits until equipment fails and repair.
Breakdown Maintenance
66Daily maintenance (cleaning, inspection, oiling, re-tightening) design to retain the healthy condition of equipment and prevent failure.
Preventive Maintenance
67consist of periodically inspecting, servicing and cleaning equipment and replacing parts to prevent sudden failure and process problems.
Periodic Maintenance
68in which the service life of important part is predicted based on inspection or diagnosis, in order to use the parts to the limit of their service life.
Prediction Maintenance
69improves equipment and its components so that preventive maintenance can be carried out reliably.
Corrective Maintenance
70People follow policies, good or bad.
Policy Development
71Policy should be direct and concise and should clearly define. It needs to state the level of defects or errors that is acceptable.Should be explained to employees.
Policy Development
72It encourages all workers to talk about their suggestions orally with supervisors and put them into action right away, even before submitting suggestion forms
Suggestion system
73These are informal and voluntary groups organized to carry out specific task in a workshop environment.
Small Group Activities
74are designed to address not only quality issues but also such issues as cost, safety, and productivity.
Quality Circles
75is a method for problem solving in teams by structurally searching for the root cause and eliminating them.
Small Group Activity (SGA)
76What are the Quality Certification and Award
ISO (International Organization for Standardization), ISO develops International Standards, ISO is derived from the Greek “isos”, meaning equal.
77is the world’s largest developer of voluntary International Standards
ISO (International Organization for Standardization)
78It was founded in 1947, and since then has published more than 19,000 International Standards covering almost all aspects of technology and business.
ISO develops International Standards.
79Whatever the country, whatever the language, the short form of our name is always ISO.
ISO is derived from the Greek “isos”, meaning equal.
80ISO is an independent, non-governmental organization made up of members from the national standards bodies of 164 countries. They have a Central Secretariat in Geneva, Switzerland, that coordinates the system.
Structure and Governance
81Quality management
ISO 9000
82Environmental management
ISO 14000
83Food safety management
ISO 22000
84Social responsibility
ISO 26000
85is presented annually by the President of the United States to organizations that demonstrate quality and performance excellence.
Malcolm Baldrige National Quality Award (MBNQA)
86Three awards may be given annually in each of six categories:
• Manufacturing
• Service company
• Small business
• Education
• Healthcare
• Nonprofit
87Baldrige Criteria for Performance Excellence:
Leadership
Strategic planning
Customer and market focus
Measurement, analysis, and knowledge management
Human resource focus
Process management
Business/organizational performance results
88Seven Quality Tools
Cause and Effect/ Fishbone Diagram, Pareto Chart,
Check Sheets, Histogram, Control Charts,
Scatter Diagrams & Flow Chart
89It is employed to identify the underlying symptoms of a problem or “effect” as a means of finding the root cause.
Major Factors:
4M’s (Method, Manpower, Material and Machinery)
4P’s (Policies, Procedures, people and Plant)
Cause and Effect/ Fishbone Diagram
90It organizes and displays information in order to demonstrate the relative importance of various problems or causes of problems.
Pareto Chart
91states that 80% of the problem is attributed to 20% of its causes or inputs
Pareto Principle
92It is also known as data collection sheets and tally sheets.It used to capture data in a manual, reliable, formalized way so that decisions can be made based on facts.
Check Sheets
93It is a form of bar chart.
Used to measure the frequency distribution of data that is normally grouped together in ranges or “bins.”
Histogram
94Most complicated of the basic tools of TQM, but are based on simple principle.
It focuses on monitoring performance over time by looking at the variation in data points and distinguishes between common cause and special cause variations.
Control Limits are values from mean and variances that sample measurements not expected to exceed unless some special cause changes the process.
Control Charts
95It is used to identify whether there is a relationship between to variables
Scatter Diagrams
96Sometimes called process map.
It is a visual representation of a process.
Used to piece together the actual process as it is carried out, which quite often varies from how the process imagines it is.
Flow Chart