Module 8 Section A: Quality

Seven new tools of Quality (N7)

In the mid-1970s, a consortium of Japanese engineers and scientists discussed the need for additional quality tools that could enable them to express important production-related information, support innovation, and facilitate the planning of major projects. A set of quality improvement tools developed by the Union of Japanese Scientists and Engineers (JUSE). The _____: 1. Affinity Diagram 2. Tree Diagram 3. Matrix Diagram 4. Process Decision Program Chart 5. Relationship Diagram 6. Matrix Data Analysis Chart 7. Activity Network Diagram

Total Quality Control Quality Management

Juran's trilogy of quality planning, quality control, and quality improvements mirrors the plan-do-check-action (PDCA) methodology, which ensures that feedback is incorporated and that the end of one cycle becomes the beginning of the next. It can also be expressed as ______: the process of creating and producing the total composite good and service characteristics (by marketing, engineering, manufacturing, purchasing, etc.) through which the good and service will meet the expectations of customers. The benefits of taking a comprehensive approach to _____ include Strengthened competitive position Elimination of defects and waste Higher productivity Adaptability to change Improved customer focus and satisfaction Improved employee morale Improved and innovative processes.

Breakthrough x3 Continuous Improvement x3

Management must be able to champion various types of change: Change can occur in an organization at any time. Major improvements or changes are often called ____, and these are usually the result of a specific initiative or improvement project with its own budget and timeline. ______ are expensive and disruptive to existing work processes. They frequently involve changes in products/services or process technologies. An example of a ____ improvement would be an organization switching to a different manufacturing environment or reexamining its core products, business, or the services it offers. _____ is the other category of change. ______ is less disruptive to ongoing operations and involves small, incremental steps to make a process more efficient or effective. An example of ______would be reducing the number of steps for setup of a machine to decrease the changeover time.

Total Quality Management

____ is a management approach to long-term success through customer satisfaction. It is a philosophy of managing a set of business practices that emphasizes continuous improvement in all phases of operations. It aims at instilling enthusiasm and commitment to doing things right from the top to the bottom of the organization. Management's job is to kindle an organization-wide search for ways to improve, a search that involves all company personnel exercising initiative and using their ingenuity to participate in continuous improvement.

Pareto Charting

____ distinguishes between the vital few categories that contribute most of the issues and the trivial many categories of infrequent occurrence, to support more-focused quality improvement activities.

Quality

____ is Conformance to requirements or fitness for use. _____ can be defined through five principal approaches: (1) Transcendent ___ is an ideal; a condition of excellence. (2) Product-based ____: is based on a product attribute. (3) User-based ____ is fitness for use. (4) Manufacturing-based ____ is conformance to requirements. (5) Value-based ____ is the degree of excellence at an acceptable price. also, _____ has two major components: (1) ____ of conformance—____ is defined by the absence of defects, and (2) _____ of design—____ is measured by the degree of customer satisfaction with a product's characteristics and features.

Tree Diagram

A ____ delineates tasks and activities in increasingly finer detail in order to meet a specific goal. The goal is on the left-hand side and the main branches "bloom" off of that. Each branch helps to clarify another aspect of the issue. The _____ can be used in conjunction with the affinity diagram and the relationship diagram.

Control Charts

A _____ is based on a series of samples taken through time and assumes that all samples are taken from the same process—that is, that the setup, materials, and other conditions are normal. Ideally, only common causes of variation should be present in a process because these represent a stable, predictable process. The ____ for a process should have nearly all of its data points within the statistical control limits, and, if not, there are quality issues that need to be addressed.

Gemba

A management approach in which managers observe the actual work being carried out in order to understand it better, coach, guide, and follow up on corrective actions with the line manager.

Correlation Positive Correlation Negative Correlation

A scatter chart or diagram plots data points against two variables that form the chart's x and y axes. Each axis is scaled. The pattern formed by the plotted data describes the correlation between the two variables: The tightness of the clustering indicates the probable strength of the _____. A line rising from the lower left quadrant to the upper right quadrant indicates a _____ (As x increases, y increases.) A line falling from the upper left quadrant to the lower right quadrant indicates a _____. (As x increases, y decreases.)

Management Actions to Demonstrate Leadership

A strong management commitment to leadership is important, but even more important is the evidence of leadership in quality by upper management. The objective is to gain strong employee support for quality. _____ consist of: 1. Create a Quality Vision 2. Build a Quality Culture 3. Champion various types of change 4. Model leadership 5. Recruit the right people 6. Promote worker self-control 7. Serve as change agents 8. Enlist middle management

Fishbone Analysis Environment People Materials Measurement Methods Machine

A technique to organize the elements of a problem or situation to aid in the determination of the causes of the problem or situation. The analysis relates the effect of the environment to the several possible sources of the problem. The 6 main causes are:

Middle Management x2

Although executive or management buy-in may dictate whether or not a quality management program exists at all, ____ attitudes toward quality strongly impact the success of those programs. ______ needs to visibly demonstrate their commitment on the shop floor. They should be modeling quality principles. They should be providing employees with good feedback that includes: 1. Being able to review the feedback while in motion—at a glance 2. Dealing only with the important defects 3. Dealing only with defects they can control 4. Providing prompt information regarding symptoms and causes 5. Providing enough information to guide corrective action. Two management approaches that work well and keep the manager on the shop floor are Gemba and Management by Walking Around

Affinity Diagram

An ____ is a tool for employees striving to solve a particular issue to help them in organizing a large number of brainstormed ideas. Participants in the brainstorming session provide anonymous ideas and suggestions, and, based on the number of them that relate to each topic, the group can get a sense of the seriousness of the issue. It begins with a discussion leader presenting the topic or problem, which the employees then brainstorm about, recording each idea on a slip of paper or index card. The ideas are then posted in one place and the group determines how to group them by category or theme. This tool tends to provide new and more comprehensive insights into an issue that can become an official continuous improvement project. Then other tools can be used to further investigate each category.

Total Quality Cost

Based on this model developed by Juran, organizations should continue investing in prevention and appraisal until the failure cost level is insignificant. Often, this level of perfection is not possible, and, in this case, the ____ (total of prevention plus appraisal plus failure costs) will fall to a certain point and then begin to rise (not shown on the graphic). The optimal point in that case will be the lowest _______ on the curve.

Hoshin Planning

Breakthrough planning. A Japanese strategic planning process in which a company develops up to four vision statements that indicate where the company should be in the next five years. Company goals and work plans are developed based on the vision statements. Periodic audits are then conducted to monitor progress.

Customer Satisfaction

Concerning product consumption, _____ through value to the customer is the ultimate objective of quality management. _____ is related to a product's fitness for use and is a validation of the first three stages of the cycle.

Company culture x 3 Quality Culture

Establishing a company-wide understanding of the importance of quality and making it a cornerstone of the _____ is a critical step in aligning the organization to a shared vision of the future. Changing a ____ is challenging and usually unsuccessful unless a comprehensive approach is taken to build support for and sustain the change. Management's role is to work to build a _____ where quality and prevention are the norms, systems thinking is encouraged, and employees are empowered to look for better ways to do their jobs. Management ensures that people and teams get the resources they need to make changes and evaluate their impact over time. There are several critical success factors to creating a _____: 1. Transparency and listening 2. Empowerment and teamwork 3. Clear identification and sharing of the organization's goals 4. Ensuring that there are effective, consistent processes in place

Matrix Diagram

The ____ is a useful tool for showing the relationships between two or more groups of information, the strengths of those relationships, and how the variables interact and respond to each other. ____ can be in a variety of shapes: L, T, Y, C, X, and roof-shaped. The most commonly used is the L-shaped _____, which illustrates how two groups of items relate to each other or one group to itself.

Promote Employee Self Control / Empowerment Empowerment x all

Management should encourage and reinforce employee _____, also referred to as worker self-control. Think of ____ as something to build into a job description, such as, "Takes initiative to correct minor quality issues without needing to be told to do so. The organization has the responsibility to create a work environment that helps foster the ability and desire of employees to act in _____ ways. A concerted effort will be needed to change a culture that is more of the command-and-control variety and in which people wait to be told what to do. The workers need to feel that if they act in the authorized areas on their own authority, they will not be penalized for doing so.

Change Agents

Managers can serve as _____, empowering the workforce toward improved performance using the following tactics: 1. Lead from the front. Leaders should exhibit visible participation in the quality effort. 2. Establish and communicate a clear vision for quality. Leaders should establish a clear, concise vision and communicate it across all levels of the organization. 3. Set goals to meet the vision. Leaders should break down the vision into strategic goals and projects that will drive the vision forward. They monitor progress toward these goals and correct course as needed. 4. Provide resources and training to achieve the vision. Leaders look for creative ways to provide resources to support beneficial change, such as employee empowerment, employee cross-training, and temporary staffing. 5. Create effective structures for change. Leaders should establish deployment structures for their vision that permeate all levels of the organization.

Intangible Costs

Many organizations use the Juran trterm-5ilogy as a framework upon which to build their quality initiatives. It is an improvement cycle that reduces _____ by planning quality into the process/product as opposed to it being an afterthought. _____ are those costs that are difficult to quantify, such as the cost of poor quality or of high employee turnover.

Change Agents

Model Leadership: Even when management has the best of intentions, there may be gaps between what they say (e.g., have high quality) and what they do (e.g., get it done fast). If so, employees get mixed messages about whether quality is truly important. Therefore, it is important for management to consciously model quality and serve as ______ who promote the quality efforts up and down the organization structure.

recruiting employees

One of the keys to achieving success in a quality program is _____ who share your vision. It is easier to implement a quality program if you have the right people on the team

Pareto's Law 80/20 20 80

Pareto charting and analysis are based on _____: A concept that states that a small percentage of a group accounts for the largest fraction of its impact or value. This tool applies the Pareto principle in the form of a bar graph. Categories of data are ranked, usually from left to right along the x axis, from most significant to least. The y axis shows reference ranges (e.g., number or percentage of occurrences). A cumulative percentage line plots the category contributions to the whole, making it easier to identify the ____ cut—the idea is that ___ percent of factors that are creating ___ percent of the problems.

Inventory Costs Production Efficiency Customer Service

Planning quality concurrently with production planning optimizes the three objectives of manufacturing: 1. Minimizing ______ 2. Maximizing ______ 3. Achieving ______ goals.

Product Manufacturing

Quality during ______ requires the manufacturer's capability to make products to the specifications of the product design. The product must be within the tolerances prescribed in the design stage, and packaging must meet specifications and logistics needs.

Quality of Conformance Quality of Design

Quality has two major components: (1) ______ : is defined by the absence of defects (2) _______: is measured by the degree of customer satisfaction with a product's characteristics and features.

Quality Planning Quality Control Quality Improvement

Senior leadership is most heavily involved in ____ Middle management is most involved in _____ activities. Team leaders and employees are most involved in _____

Basic 7 Tools of Quality

Seven problem-solving tools were developed in Japan and North America in the last century. The ______ are the tools that help organizations understand their processes in order to improve them. The tools are: 1. The cause-and-effect diagram (also known as the fishbone diagram or the Ishikawa diagram) 2. Check sheet 3. Flowchart 4. Histogram 5. Pareto chart 6. Control chart 7. Scatter diagram. These tools help organizations understand processes in order to improve them. They are called basic because they are relatively simple and easy for people to use or understand (people who aren't statisticians). They also are examples of visual communication.

Juran's Quality Trilogy

Successful implementation of quality initiatives requires the application of _____. _______ is a three-pronged approach to managing quality proposed by Joseph Juran. The three legs are quality planning (developing the products and processes required to meet customer needs), quality control (meeting product and process goals), and quality improvement (achieving unprecedented levels of performance).

Poor Quality

The Internal and External failure costs are costs associated with ______. _____ can include both sporadic and chronic quality problems. A sporadic problem is a sudden, adverse change that requires remedy through restoring the status quo, such as unclogging a chemical supply tube in production equipment. Sporadic problems are dramatic and must receive immediate attention. A chronic problem is a longstanding adverse situation that may have a difficult-to-detect root cause but is creating too much variability in a process. Chronic problems require remedy through changing the status quo. Chronic problems are not necessarily dramatic—they have been occurring for a long time, are often difficult to solve, and are at risk of being accepted as inevitable.

Five Whys

The ____ approach can be used in combination with the cause-and-effect diagram in order to expand each cause. This approach is defined as follows in the Dictionary: The common practice in total quality management is to ask "why" five times when confronted with a problem. By the time the answer to the fifth "why" is found, the ultimate cause of the problem is identified.

Matrix Data Analysis Chart

The ____ is another tool that can be used to show the relationship between groups of information. This tool can be useful when trying to differentiate marketing messages and compare seemingly similar products. This is a good visual tool to show the relationship between groups of information Ex: The two variables (or features) against which the product lines are being measured are opacity and insulating properties. The closer the product line point is to the positive end of each variable, the stronger the feature is for that line, and vice versa. For instance, the wood louvers of this manufacturer have significantly higher ratings on opacity and insulating capabilities compared to product lines C and D in the lower left quadrant.

Relationship Diagram

The _____ illustrates cause-and-effect relationships and is particularly useful for evaluating the links between different aspects of a complicated issue. The ideas that a team generates are placed in their own respective circles and clustered according to how they may relate to each other. Solid-line arrows are then drawn from each idea to other ideas that it strongly influences. A dashed arrow implies that there is some influence but it is not strong. The ______ illustrates cause-and-effect relationships and is particularly useful for evaluating the links between different aspects of a complicated issue.

Cause and Effect Diagram

The _____ supports analysis of how to solve a problem or capture an opportunity and focus on ways to improve processes. The six Ms are the main branches on the diagram that are used to brainstorm ideas about the main causes of the problem. They include materials, machines, manpower (people), methods, measurement, and milieu (environment).

Process Decision Program Chart

The ______ visually captures things that might go wrong in a plan being developed. The chart can identify measures that should be taken in order to avoid undesirable consequences. ex: The decision to increase shelf space is mapped out to determine all the related points that could influence a sequence of decisions as to how to reach the goal of achieving a good allotment of space. This tool can be used in two different manners: 1. To identify measures that should be taken in order to avoid undesirable, intermediate consequences as progress is made toward the final desired result 2. To design a plan to predict future foreseeable problems that can be resolved and ultimately result in achievement of the goal.

Activity Network Diagram

The _______: also sometimes referred to as an arrow diagram or critical path method chart, is particularly helpful when an improvement team wants to identify the required order of tasks in a manufacturing process or project. Its primary benefit is to convey dependencies and simultaneous activities via a simple visual. a useful project management tool that can help map out activities that are dependent upon the completion of other activities or activities that can be done simultaneously.

Nonevident Failure

The approach to solving sporadic problems differs from that for solving chronic problems. Sporadic problems are attacked by control processes. Chronic problems require root cause identification and continuous improvement processes. These costs may be impacted by a _____: a failure occurring in either a product or a production process that is not immediately evident. This may be indicative of a faulty design.

Quality Costs

The cost of poor quality plus the cost of quality planning, control, and improvement activities is the _____. The _____: the overall costs associated with prevention activities and the improvement of quality throughout the firm before, during, and after production of a product. These costs fall into four recognized categories: internal failure costs, external failure costs, appraisal costs, and prevention costs.

Major Cause Interrelated Cause

The goal of the relationship diagram is to identify the following: The ____ cause, that is, the one that has the greatest number of arrows emanating from it The most ____ cause, that is, the one with the most arrows in and out

Quality Planning x3

The key planning considerations that need to be addressed by all levels of the organization in the ____ cycle are: Product Definition Product Design Product Manufacturing Product Consumption (use) The key to _____ is the adoption of its principles by all levels of the organization, up and down, who then use it to identify and investigate quality problems in their process. During _____, it is important for all involved to understand the nature of quality problems.

Management by Walking Around (MBWA)

The management technique of managers touring a facility on a regular basis to talk with workers and staff about problems, trends, and potential solutions.

Quality Control

The process of measuring quality conformance by comparing the actual with a standard for the characteristic and taking corrective actions on the difference.

Leadership

The role of _____ in quality management forms the backbone of a quality system. _____ provides a unity of purpose and establishes the direction of the organization. ____ sets and maintains the tone for quality in the internal environment. In an environment that values quality, employees are able to become completely involved in achieving the organization's quality goals. Good ____ is essential in order to improve quality across the organization.

Process flow

The sequence of activities that when followed results in a product or service deliverable.

Quality Improvement

There are different strategies for ______ that could be applied during this phase: Repair: Reactive; fix what's broken. Refinement: Proactive; continually improve a process that isn't broken (like the continual pursuit of perfection in lean) in small, incremental steps. Renovation: Improvement through innovation or technological advancement. Reinvention/reengineering: Start over with a new beginning or make large breakthrough process improvements to achieve enterprise quality leadership (the most demanding approach).

Quality Control

____ tasks run parallel to manufacturing planning and control. ____ processes serve several purposes, including: 1. Meeting standards consistently 2. Maintaining the gains from improvement projects 3. Promoting analysis of process variation and the use of data to identify further improvement opportunities 4. Enabling quality improvement team members to clarify their responsibilities and achieve a state of self-control 5. Validating that process outputs such as products or services conform to quality requirements.

Features Warranty

____ the secondary characteristics that are important, such as the fuel efficiency of the engine ____: the manufacturer's binding promise to back up its products with a guarantee of customer satisfaction related to absence of product defects

Histogram

____: a graph of contiguous vertical bars representing a frequency distribution in which the groups or classes of items are marked on the x axis and the number of items in each class is indicated on the y axis. The pictorial nature of the _____ lets people see patterns that are difficult to see in a simple table of numbers. It shows the extent and type of variation in a set of data The ____ graphically depicts the sorting of data into groups arranged in the shape of a frequency distribution, showing a central tendency and dispersion. ____ are used to sort data and to support rapid comparison of categories of data. A team might use a ___, to analyze the frequency of dents occurring in a product.

Prevention Costs

____: are those caused by improvement activities that focus on reducing failure and appraisal costs. Typical costs include education, quality training, and supplier certification.

Quality Improvement

____: executed by team leaders and employees present and prove the need with a business case build a project infrastructure pinpoint the improvement projects select project teams ensure that the teams have the resources, training, and motivation to diagnose the causes, determine remedies determine the controls that will maintain the gains

Performance Conformance

____: the primary characteristic, such as the power of an engine; subcharacteristics include reliability, durability, and maintainability _____: the product's compliance with established standards or specifications, such as government regulations on engine emissions

Quality Planning

_____ begins at the top with the vision for the organization, along with policies, goals, and plans to attain that vision. All this must be built off of the organization's strategic plan. It is a concurrent exercise that involves all the affected parties related to the product and services so they can provide inputs and give early warning during the planning processes. It is a team effort that should involve executives, managers, and workers if they are to succeed. The lean term for this, which is a bit broader but includes it, is hoshin planning

Quality Assurance / Control Quality Control

_____ both look at performance and goals and take action on the difference, so the primary purposes of both are to establish and maintain quality. Hereafter known as Quality Control. _____ uses a feedback loop. Control can be managed through automated feedback loops or manual loops that rely on worker self-control.

Appraisal and Prevention

_____ costs are the costs of quality initiatives and related training. Organizations use _______ investments to reduce failure costs but need to do so in ways that maintain product profitability. Employees need to learn how to correctly use a variety of quality and lean tools to help them prioritize issues, select the right tools, identify root causes, find solutions, test, and then implement improvements. Improvements also need to be tracked over time to ensure that investments are paying off in improved processes and products. The goal is to more than offset the costs of investing in quality by dramatically reducing the costs of poor quality and therefore reducing the overall costs of making products and services.

Prevention Costs

_____ costs related to preventing defects from reaching customers: Quality engineering Quality training and circles Statistical process control Quality data gathering and analysis Quality improvement projects Supervision of prevention activities Technical support to suppliers Audits of quality system effectiveness

Appraisal Costs

_____ costs related to preventing defects from reaching customers: Testing/reinspection of incoming materials, in-process goods, and final products Supplies used in testing and inspection Depreciation/maintenance of testing equipment Plant utilities in the inspection area Field testing and appraisal at customer site

Internal Failure Costs

_____ to meet design specifications despite prevention efforts: Net cost of scrap and spoilage Rework labor and overhead Reinspection and retesting Downtime caused by quality problems Disposal of defective products Analysis of cause of defects Data reentry due to keying errors Debugging software errors Inventory shrinkage

Scatter Chart

_____: A graphical technique to analyze the relationship between two variables. Two sets of data are plotted on a graph, with the y axis used for the variable to be predicted and the x axis used for the variable to make the prediction. The graph will show possible relationships (although two variables might appear to be related, they might not be—those who know most about the variables must make that evaluation). ______ can be used to test possible causal relationships and narrow focus on subsequent tests. This type of diagram is most useful if the two variables relate to each other.

Cause and Effect Diagrams

_____: A tool for analyzing process dispersion. It is also referred to as the Ishikawa diagram (because Kaoru Ishikawa developed it) and the fishbone diagram (because the complete diagram resembles a fish skeleton). The diagram illustrates the main causes and subcauses leading to an effect (symptom). The causes: Environment People Materials Measruement Methods Machine

Product Definition

_____: Quality begins by determining the market for the product, its performance level, the tangible and intangible characteristics that customers will find to be of value, the price point, and an estimate of sales volume. Inputs from the voice of the customer are valuable to this process.

Flowcharts (Process Maps)

_____: a chart that shows the operations, transportation, storages, delays, inspections, and so on related to a process. _____ are drawn to better understand processes. ______ depict complex processes, identifying interdependencies that can cause potential bottlenecks or opportunities for efficiency (e.g., running tasks simultaneously rather than concurrently). ____ can be powerful tools to visualize processes and improve them, such as streamlining processes to reduce unnecessary steps. They can also be used to visualize causes of problems.

Check Sheet

_____: a simple data-recording device. The ____ is designed by the user to facilitate the user's interpretation of the results. A ____ is used to tally and summarize single occurrences. ____ are designed for a specific application, to capture data about the presence or absence of critical features. The _____ lists categories of quality issues; the observer makes a check against each category for each occurrence noted. The ____ summarizes and categorizes events in real time. The data from _____ are frequently used to generate further analysis through histograms or Pareto charts.

Fitness for Use

_____: a term used to indicate that a good or service fits the customer's defined purpose for that good or service. The product must meet customer expectations in terms of: Performance Features Conformance Warranty

Appraisal Costs

_____: are associated with the formal evaluation and audit of quality in the firm. Typical costs include inspection, quality audits, testing, calibration, and checking time.

Quality Control

_____: executed by middle management select the control subjects measure actual performance run a comparison of actual performance against targets and goals act on the differences measure and maintain performance continuously

Quality Planning

_____: executed by senior leadership determine goals customer identification determine customer needs build features that meet customer needs develop processes that enable production determine process controls and transition the plans to the operational team

Quality Control

_____: is looking for ways to improve the plans that are already in place and control the quality of results. Tools that can be used in this phase are Pareto analysis, flow diagrams, cause-and-effect diagrams, and control charts. 1. Determine what needs to be measured. 2. Set a performance goal. 3. Gather feedback by measuring actual performance. 4. Take action on the gap between your performance and your goal.

Internal Failure Costs

_____: relate to problems before the product reaches the customer. These usually include rework, scrap, downgrades, reinspection, retest, and process losses

External Failure Costs

_____: relate to problems found after the product reaches the customer. These usually include such costs as warranty and returns.

Prevention and Appraisal Internal and External Failure Prevention and Appraisal Defects

______ costs are inversely proportional to _____ costs. The higher the expenditures on _____, the lower the costs of ______, until a point of diminishing returns sets in.

Product Design x2 Robust Design

______ includes creating product specifications and performance requirements, materials, dimensions, and tolerances. This includes quality function deployment (QFD), a methodology for ensuring that all major requirements of the customer are identified and met or exceeded through the _____ process and the design and operation of the production management system. It compares the organization's products to those of competitors to identify design weaknesses. It also includes _____: a type of design for a product or service that plans for intended performance even in the face of a harsh environment

Quality Planning

______ should be completed with a multidisciplinary team, with all key stakeholders represented. Define your customers. Determine their needs (the voice of the customer). Define your product/process/service/system requirements and develop it.

External Failure Costs

______ to meet design specifications despite prevention efforts: Field servicing and complaint handling Warranty repairs and replacements Product recalls Liability for defective products Returns and allowances Lost sales due to poor quality reputation

Quality Assurance

______: is all the planned and systematic activities implemented within the quality system that can be demonstrated to provide confidence that a good or service will fulfill requirements for quality. ____ looks at the process itself to ensure that it is capable of providing quality

Create a Quality Vision

_______: Creating a compelling vision of what quality looks like for the organization is a difficult challenge for managers. Failing to anticipate future quality-level expectations could risk losing business to competitors who anticipate these needs and are able to fulfill them. Managers must consider both present and future quality expectations and then present a vision of what a successful quality strategy looks like. This can be in terms of problems avoided such as less rework or scrap as well as more satisfied and loyal customers. Managers then need to champion the implementation of these quality strategies.

Quality Control

is the operational techniques and activities used to fulfill requirements for quality. _____ checks the output to ensure that the process is being applied correctly.

Internal Customer

the recipient (person or department) of another person's or department's output (good, service, or information) within an organization.