Total Quality Management
Identify the five steps of DMAIC.
(1) Define the project's purpose, scope, and outputs and then identify the required process information, keeping in mind the customer's definition of quality; (2) Measure the process and collect data; (3) Analyze the data, ensuring repeatability (the results can be duplicated), and reproducibility (others get the same result); (4) Improve, by modifying or redesigning, existing processes and procedures; and (5) Control the new process to make sure performance levels are maintained.
Define (DMAIC Cycle)
(1) ____ the project's purpose, scope, and outputs and then identifies the required process information, keeping inmind the customer's definition of quality
W. Edwards Deming seven points
(1) continuous improvement (2) Six Sigma (3) employee empowerment (4) benchmarking (5) just-in-time (JIT) (6) Taguchi concepts (7) knowledge of TQM tools.
Measure (DMAIC Cycle)
(2)______ the process and collects data
Analyze (DMAIC Cycle)
(3) _________ the data, ensuring repeatability (the results can be duplicated) and reproducibility (others get the same result)
Improve (DMAIC Cycle)
(4) _______, by modifying or redesigning, existing processes and procedures
Control (DMAIC Cycle)
(5) ________the new process to make sure performance levels are maintained.
Techniques for building employee empowerment include
1) building communication networks that include employees (2) developing open, supportive supervisors (3) moving responsibility from both managers and staff to production employees (4) building high- morale organizations (5) creating such formal organization structures as teams and quality circles.
Tools for Identifying Problems
1. Histogram 2. Statistical Process Control Chart
Just in time is related to quality in three ways:
1. cuts the costs of quality 2. improves quality 3. Better quality means less inventory and a better, easier-to-employ JIT system
Steps for Benchmarking
1. determine what to benchmark 2. form a benchmark team 3. identify benchmarking partners 4. collect and analyze benchmarking info 5. take action to match or exceed the benchmark
8020 rule
80% of the outcomes results from the 20% of all causes
A Six Sigma program has how many defects per million? A) 3.4 B) 34 C) 1000 D) 6 times the standard deviation E) 2700
A
A hospital benchmarked against a Ferrari racing team in an effort to: A) improve patient handoff quality. B) increase surgery prep time. C) lengthen surgery duration. D) reduce the number of doctors. E) all of the above
A
Costs of dissatisfaction, repair costs, and decreased future demand are elements of cost in the: A) quality loss function. B) Pareto chart. C) ISO 9000 quality cost calculator. D) process chart. E) Ishikawa diagram.
A
If 1 million passengers pass through the St. Louis Airport with checked baggage each month, a successful Six Sigma program for baggage handling would result in how many passengers with misplaced luggage? A) 3.4 B) 6.0 C) 34 D) 2700 E) 6 times the monthly standard deviation of passengers
A
PDCA, developed by Shewhart, stands for which of the following? A) Plan-Do-Check-Act B) Plan-Develop-Check-Accept C) Problem-Develop Solution-Check-Act D) Problem-Do-Continue-Act E) Prepare-Develop-Create-Assess
A
What shape does the quality loss function exhibit? A) quadratic B) linear C) S-shaped D) concave E) bell-curve
A
Which of the following statements regarding "Six Sigma" is TRUE? A) The term has two distinct meanings-one is statistical; the other is a comprehensive quality system. B) Six Sigma means that about 94 percent of a firm's output is free of defects. C) The Six Sigma program was developed by Toyota in the 1970s. D) The Six Sigma program is for manufacturing firms and is not applicable to services. E) Six Sigma certification is granted by the International Standards Organization (ISO).
A
Quality Loss Function
A mathematical function that identifies all costs connected with poor quality and shows how these costs increase as output moves away from the target value.
target oriented quality
A philosophy of continuous improvement to bring a product exactly on target.
One of Britain's largest children's hospitals working with a Ferrari racing team is an example of: A) internal benchmarking. B) external benchmarking. C) Taguchi concepts. D) employee empowerment. E) corporate responsibility.
B
Total quality management emphasizes: A) the responsibility of the quality control staff to identify and solve all quality-related problems. B) a commitment to quality that goes beyond internal company issues to suppliers and customers. C) a system where strong managers are the only decision makers. D) a process where mostly statisticians get involved. E) ISO 14000 certification.
B
________ selects a demonstrated standard of performance that represents the very best performance for a process or an activity.
Benchmarking
Building high-morale organizations and building communication networks that include employees are both elements of: A) ISO 9000 certification. B) Six Sigma certification. C) employee empowerment. D) Taguchi methods. E) the tools of TQM.
C
PDCA is most often applied with regard to which aspect of TQM? A) Six Sigma B) employee empowerment C) continuous improvement D) benchmarking E) JIT
C
The process of identifying other organizations that are best at some facet of your operations and then modeling your organization after them is known as: A) continuous improvement. B) employee empowerment. C) benchmarking. D) copycatting. E) patent infringement.
C
A Three Sigma program has how many defects per million? A) 34 B) 3 C) 3 times the standard deviation D) 2700 E) 1500
D
A manager tells her production employees, "It's no longer good enough that your work falls anywhere within the specification limits. I need your work to be as close to the target value as possible." Her thinking is reflective of: A) internal benchmarking. B) Six Sigma. C) ISO 9000. D) Taguchi concepts. E) process control charts.
D
A successful TQM program incorporates all EXCEPT which of the following? A) continuous improvement B) employee involvement C) benchmarking D) centralized decision-making authority E) JIT
D
Based on his 14 Points, Deming is a strong proponent of: A) inspection at the end of the production process. B) an increase in numerical quotas to boost productivity. C) looking for the cheapest supplier. D) training and knowledge. E) all of the above.
D
Suppose that a firm has historically been achieving "Three Sigma" quality. If the firm later changes its quality management practices such that it begins to achieve "Six Sigma" quality, which of the following phenomena will result? A) The average number of defects will be cut in half. B) The specification limits will be moved twice as far from the mean. C) The average number of defects will be cut by 99.9997%. D) The average number of defects will be cut by 99.87%. E) The average number of defects will be cut by 99.73%.
D
DMAIC
Define, Measure, Analyze, Improve, Control
Kaizen is a Japanese term meaning: A) a foolproof mechanism. B) just-in-time (JIT). C) a fishbone diagram. D) setting standards. E) continuous improvement.
E
Members of quality circles are: A) paid according to their contribution to quality. B) external consultants designed to provide training in the use of quality tools. C) always machine operators. D) all trained to be facilitators. E) None of the above; all of the statements are false.
E
Techniques for building employee empowerment include: A) building communication networks that include employees. B) developing open, supportive supervisors. C) moving responsibility from both managers and staff to production employees. D) building high-morale organizations. E) All of the above are techniques for employee empowerment.
E
The philosophy of zero defects is: A) the result of Deming's research. B) unrealistic. C) prohibitively costly. D) an ultimate goal; in practice, 1 to 2% defects is acceptable. E) consistent with the commitment to continuous improvement.
E
Enlarging employee jobs so that the added responsibility and authority is moved to the lowest level possible in the organization is called ________.
Employee Empowerment
Benchmarking requires the comparison of your firm to other organizations; it is not appropriate to benchmark by comparing one of your divisions to another of your divisions.
False
Quality is mostly the business of the quality control staff, not ordinary employees.
False
The quality loss function indicates that costs related to poor quality are low as long as the product is within acceptable specification limits.
False
Genichi Taguchi
He helped develop Japan's telephone system post-World War II. He designed experiments to extract more data from each test. He argues for "robust design", designs that guarantee high quality despite variations, such as employee errors, that may occur during the processes that produce the product; quality must, therefore, be built into the product.
Explain how just-in-time processes relate to the quality of an organization's outputs.
JIT reduces costs of quality by lowering waste and scrap. JIT improves quality by shortening the time between error detection and error correction. Meanwhile, better quality means less inventory and a better JIT system.
kaizen
Japanese term for continuous improvement
________ is the Japanese word for the ongoing process of unending improvement.
Kaizen
Total Quality Management (TQM)
Management of an entire organization so that it excels in all aspects of products and services that are important to the customer.
Six Sigma was made by
Motorola
Tools for organizing data
Pareto chart and flowchart.
PDCA
Plan, Do, Check, Act
Quality Robust
Products that are consistently built to meet customer needs despite adverse conditions in the production process.
A group of employees that meet on a regular basis with a facilitator to solve work-related problems in their work area is a(n) ________.
Quality Circle
Identify the seven major concepts of TQM.
The major concepts of total quality management are (1) continuous improvement, (2) Six Sigma, (3) employee empowerment, (4) benchmarking, (5) just-in-time (JIT), (6) Taguchi concepts, and (7) knowledge of TQM tools.
What is the quality loss function (QLF)?
The quality loss function identifies all costs connected with poor quality and shows how these costs increase as the product quality moves away from being exactly what the customer wants.
What steps can be taken to develop benchmarks?
The steps are: (1) determine what to benchmark, (2) form a benchmarking team, (3) identify benchmarking partners, (4) collect and analyze benchmarking information, and (5) take action to match or exceed the benchmark.
Continuous improvement is based on the philosophy that any aspect of an operation can be improved.
True
Kaizen is similar to TQM in that both are focused on continuous improvement.
True
Line employees need the knowledge of TQM tools.
True
One of the ways that just-in-time (or JIT) influences quality is that by reducing inventory, bad quality is exposed.
True
Quality circles empower employees to improve productivity by finding solutions to work-related problems in their work area.
True
TQM is important because each of the ten decisions made by operations managers deals with some aspect of identifying and meeting customer expectations.
True
The phrase Six Sigma has two meanings. One is statistical, referring to an extremely high process, product, or service capability; the other is a comprehensive system for achieving and sustaining business success.
True
What is the difference between conformance-oriented quality and target-oriented quality?
With conformance-oriented quality, any unit that meets specifications is acceptable, whether it is on the edges or center of the specification range. Target-oriented quality treats output as better the closer it is to exactly what the customer wants.
Benchmarking
a process by which a company compares its performance with that of high-performing organizations
Six Sigma
a rigorous statistical analysis process that reduces defects in manufacturing and service-related processes
Quality Circle
a team of employees who meet on company time to solve problems of product quality
Tools for generating ideas
check sheet scatter diagram cause and effect diagram
Continuous Improvement
every aspect of an operation can be improved. The end goal is perfection, which is never achieved but always sought.
Six Sigma Statistically
it describes a process, product, or service with an extremely high capability
Six Sigma is a strategy because
it focuses on total customer satisfaction
Six Sigma is a discipline because...
it follows the formal Six Sigma Improvement Model known as DMAIC.
PDCA cycle
it is also called the Deming or Shewhart circle
Employee Empowerment
means involving employees in every step of the production process.