Terms in This Set

10/12/21, 8:39 PM MQC Flashcards | Quizlet
MQC
Terms in this set (142)
Process that ensures customers receive products free from defects and
QUALITY CONTROL
meet their needs
Monitors and controls quality by tracking production metrics. It helps

STATISTICAL PROCESS CONTROL (SPC) quality managers identify and solve problems before product leave the
facility
Uses five key principles to ensure products meet customers' needs and
SIX SIGMA
have zero defects
Customer Loyalty
Repeat Business
Customer Referrals
BENEFITS OF QUALITY CONTROL
Improved Security
Improved market position
Reduced Liability risk
OPERATORS Monitor the manufacturing process and ensure that there is little variation
Routinely monitor the product design for issues. When a problem is found,
ENGINEERS
it is immediately fixed.
In manufacturing, quality assurance approaches, like_______, Help manage

and improve many processes, including:
∙ acquiring raw materials
ISO 9001 ∙ purchasing third-party components and sub-assemblies
∙ designing and using inspection procedures
∙ complying with production processes
∙ responding to defects
improves product quality by eliminating downtime, defects, and accidents
TPM
accomplishes this through comprehensive maintenance programs and
operator training.
Japanese term for continuous improvement
KAIZEN
helps eliminate problems at their source by empowering workers to find
and solve problems on a daily basis
sort, set in order, shine, standardize, sustain
5S helps organize and standardize the workplace. Take control with the __
system best practice guide, by graphic products. Improve procedures and
MQC eliminate errors in your facility.
https://quizlet.com/623598475/flash-cards/ 1/12
Step 1: Create and document the approach to quality control

STEPS IN QC CONTROL IN
Step 3: Use a method like 5-why to identify the root cause of the defect,
MANUFACTURING IMPLEMENTATION
make any needed changes, and ensure your products are defect free
TOTAL made up of the whole
QUALITY degree of excellence a product or service provides
MANAGEMENT act, art, or manner of handling, controlling, directing, etc
Defined as both a philosophy and a set of guiding principles that

represent the foundation of a continuously improving organization.
it is the application of quantitative methods and human resources to

TOTAL QUALITY MANAGEMENT (TQM) improve all the processes within an organization and exceed customer
needs now and in the future
integrates fundamental management techniques, existing improvement

efforts, and technical tools under a disciplined approach
A committed and involved management to provide long-term top-to-

bottom organizational support.
An unwavering focus on the customer, both internally and externally.
BASIC CONCEPTS OF TQM

Effective involvement and utilization of the entire work force.
Continuous improvement of the business and production process.
Treating suppliers as partners.
He developed control chart theory with control limits

WALTER A. SHEWHAR
He also developed the PDSA cycle for learning and improvement
He created a solid foundation of statistical methods, such as design of

RONALD FISHER
experiments (DOE) and analysis of variance (ANOVA) in the 1930s
The juran trilogy for managing quality is carried out by the three
JOSEPH M. JURAN
interrelated processes of planning, control, and improvement
KAORU ISHIKAWA Is best known for the development of the cause-and-effect diagram
He argued that "doing it right the first time" is less expensive than the costs
PHILLIP B. CROSBY
of detecting and correcting nonconformities
GENICHI TAGUCHI TAGUCHI'S PHILOSOPHY
The cornerstone of _____ is the robust design of parameters and tolerances.

TAGUCHI'S PHILOSOPHY
It is built on the simplification and use of traditional design of experiments.
MQC
Performance
Features
Conformance
Reliability
DIMENSIONS OF QUALITY Durability
Service
Response
Aesthetic
Reputation
Performance Primary product characteristics, such as the brightness of the picture
Features Secondary characteristics, added features, such as remote control
Conformance Meeting expectations or industry standards, workmanship
Reliability Consistency of performance over time, average time for the unit to fail
Durability Useful life, include repair
Service Resolution of problems and complaints, ease of repair
Response Human to human interface, such as the courtesy of the dealer
Aesthetics Sensory characteristics, such as exterior finish
Reputation Past performance and other intangibles, such as being ranked first
Improved quality
Employee participation
Teamwork, working relationships
Customer satisfaction
Benefit of TQM Employee satisfaction
Productivity
Communication
Profitability
Market share
-Lack of management commitment

- Inability to change organizational culture
- Lack of continuous training
-Incompatible organizational structure and isolated individuals and
OBSTACLES IN TQM IMPLEMENTATION departments
-Ineffective measurement techniques and lack to access data and results
-Paying inadequate attention to internal and external customers
-Inadequate use of empowerment and teamwork
-Failure to continually improve
MQC
A business philosophy that places the customer at the center of all

business development and management decisions. It is a marketing
Customer focus approach also, that involves products and services to be developed
around consumer's preferences.
External Customer traditional customers
Internal Customer are the people in our own organization who are dependent on us for
Performance
Features
Service
CUSTOMER PERCEPTION OF QUALITY
Warranty
Price
Reputation
Performance 2 fitness for use
Features 2 secondary characteristics of the product
Service 2 Intangible characteristics but contribute greatly to customer satisfaction
public promise of a quality product backed up by guarantee of customer

Warranty 2
satisfaction
Price value
Reputation entire customer experience
Complex buying behavior

Dissonance-reducing buying behavior
CONSUMER BUYING BEHAVIOR
Habitual buying behavior
Variety seeking behavior
Complex buying behavior buying an expensive product
Dissonance-reducing buying behavior low availability of choices
Habitual buying behavior just go for it and no brand loyalty
Variety seeking behavior often brand switching
The responsibility of leaders consists of creating and maintaining the

leaders in quality movement
internal environment.
MQC
Be Proactive
Begin with the End in Mind
Put First things First
7 HABITS OF HIGHLY EFFECTIVE PEOPLE Think Win-Win
Seek First to Understand, Than to be Understood
Synergy
Sharpen the Saw
Be Proactive means taking responsibility for your life
long-term commitment between two or more organizations for the

purpose of achieving specific business goals and objectives by
maximizing the effectiveness of each participant's resources
PARTNERING
1. Long Term Commitment
2. Trust
3. Shared Vision
Sole
SOURCING
Multiple Single
forced to use only one supplier due to patents, technical specifications,

Sole
raw material location, etc.
Multiple use of two or more suppliers
planned decision to select one supplier as a result od large contracts and

Single
partnering relationships
an environment in which people have the ability, the confidence, and the
commitment to take the responsibility and ownership to improve the
EMPOWERMENT process and initiate the necessary steps to satisfy customer requirements
within well-designed boundaries in order to achieve organizational values
and goals
designed as a group of people working together to achieve common

TEAMS
objectives or goals
the cumulative actions of the team during which each member of the
Teamwork team subordinates his individual interests and opinions to fulfill the
objectives or goals of the group
MQC
1. Insufficient Training
2. Incompatible rewards and
compensation
3. First line supervisor's resistance
4. Lack of planning
5. Lack of management support
BARRIERS TO TEAM PROGRESS 6. Access to information systems
7. Project scope is too large
8. Project objectives are not significant
9. No clear measures of success
10.No time to do improvement work
11.Team is too large
12.Trapped in groupthink
an active method by which teams continuously improve processes,

CIP (continuous improvement process)
especially in the area of production.
refers to a general procedure by which the ideas of employees from the

Idea management
entire company are collected, evaluated and rewarded.
Principle 1. Improvements are based on small changes, not only

on major paradigm shifts or new
inventions
Principle 2. Employee ideas are valuable
PRINCIPLES OF CONTINUOUS
Principle 3. Incremental improvements are typically inexpensive
IMPROVEMENT
to implement
Principle 4. Employees take ownership and are involved in
improvement
Principle 5. Improvement is reflective
A place where employees love to come to work and customers love

QUALITY SERVICE CULTURE
doing business with you.
defined as the shared beliefs, values, attitudes, and behavior patterns that
Organizational Culture
characterize the members of an organization.
Ingredient 1: A mentality of "we're all in this together" (the company,

suppliers, and customers)
Ingredient 2: Open, honest communication is vital
FIVE (5) MAIN INGREDIENTS FOR QUALITY
Ingredient 3: Information is accessible
CULTURE
Ingredient 4: Focused on processes
Ingredient 5: There are no successes or failures,
just learning experiences.
customer gap difference between customer's expectations and perception
difference between customer

listening gap expectation of services and
company understanding of those expectation
MQC
this gap reflects management's

incorrect translation of the
service design and standards gap service policy into rules and
guidelines for employees
service performance gap This gap exposes the weakness in employee performance
When over-promising in advertising does not match the actual service

communication gap
delivery
1) Reliability,
2) Responsiveness,
5 DIMENSIONS OF SERVICE QUALITY 3) Assurance,
4) Empathy,
5) Tangibles
refers to the organizations ability to perform the service accurately and

Reliability 3
dependably.
This characterization is based on the ability of the organization to be

RESPONSIVENESS 3 responsive to customer needs, with an emphasis on a willingness to
respond promptly.
relies on the employee's ability to establish trust, as well as their ability to

ASSURANCE 3
instill confidence, with the customer
An employee's ability to convey care and genuine concern for the

EMPATHY
customer
TANGIBLES This dimension refers to the company aesthetics.
service quality framework that was developed in 1977 by Zethaml,

SERVQUAL Parasuraman, and Berry. Since then, it is considered as the most holistic
framework for measuring service quality.
allow you to question your customers regarding your service quality. They
Follow-up Survey are better and more effective than post-service ratings and one-time
surveys when it comes to capturing valuable customer insights.
lets you ask questions to your website visitors while they are logged-on to
your website or using your app. This is one of the most direct ways to
In-app Survey collect customer data and doesn't rely on emails for collecting
responses. You can either keep the in-app survey crisp and short with one
or two questions or add a couple of questions in it.
Instead of focusing on "delighting" your customers, you must make it as

Customer Effort Score (CES)
easy as possible for them to get their problems resolved.
Social Media Monitoring has emerged as a powerful tool to be available to your customers 24X
MQC
the process that measures and determine where and how the resources of
Cost of Quality organizations are utilized for in maintenance of quality and prevention of
delivering poor outputs.
Prevention Costs
Appraisal Costs
COQ Components
Internal Failure Costs
External Failure Costs
incurred to prevent or avoid quality problems; Cost are associated with

Prevention costs the design, implementation, and maintenance of the quality management
system.
Establishment of specifications for incoming materials, processes, finished

Product or service requirements
products, and services
Creation of plans for quality, reliability, operations, production, and

Quality planning
inspection
Quality assurance Creation and maintenance of the quality system
Training Development, preparation, and maintenance of programs
Product or service requirements

Quality planning
Prevention costs includes
Quality assurance
Training
associated with measuring and monitoring activities related to quality.
Appraisal costs
These costs are associated with the suppliers' and customers' evaluation
of purchased
... ...
processes, products, and services to ensure that they conform to

materials
specifications.
Verification
Appraisal costs includes Quality audits
Supplier rating
Checking of incoming material, process setup, and products against

Verification
agreed specifications
Quality audits Confirmation that the quality system is functioning correctly
Supplier rating Assessment and approval of suppliers of products and services
MQC
incurred to remedy defects discovered before the product or

service is delivered to the customer
Internal failure costs These costs occur when the results of work fail to
reach design quality standards and are detected before they are
transferred to the
customer.
Waste
Scrap
Internal failure costs includes
Rework or rectification
Failure Analysis
Performance of unnecessary work or holding of stock as a result of

Waste
errors, poor organization, or communication
Scrap Defective product or material that cannot be repaired, used, or sold
Rework or rectification Correction of defective material or errors
Activity required to establish the causes of internal product or service

Failure analysis
failure
incurred to remedy defects discovered by customers
These costs
External failure costs
occur when products or services that fail to reach design quality
standards are not detected
until after transfer to the customer
Repairs and servicing

Warranty claims
External failure costs includes
Complaints
Returns
Repairs and servicing Of both returned products and those in the field
Failed products that are replaced or services that are re-performed under
Warranty claims
a guarantee
All work and costs associated with handling and servicing customers'
Complaints
complaints
Handling and investigation of rejected or recalled products, including

Returns
transport costs
Cost of Quality = PC+AC+IFC+EFC
Total Cost of Good Quality (CoGQ) = Raw Materials appraisal costs + quality checks and inspection
MQC
Total Cost of Poor Quality (CoPQ) = Repairs on Finished goods + Warranty costs and product returns
Total Cost of Quality (CoQ) = Total Costs of Good Quality + Total Cost of Poor Quality
Cost of quality as percentage of sales = Total Cost of Quality / Sales
-subset of the cost of quality

-business cost incurred when the defective products are identified before
and after shipping to customers
-the sum of internal and external failure costs
CoPQ
-consists of product return costs and warranty costs related to the
products
-arises after the end of the production process and on defective finished
goods
- determined as the CoGQ and CoPQ

-determined as the sum of the cost of good quality and poor quality
cost of quality 4 - takes into account prevention costs, appraisal costs, internal failure
costs, and external failure costs
-
1. Improve supplier relationships for both product and process

improvements
2. Focus product development on Prevention
Strategies For Cost Improvements
3. Make quality and compliance information and metrics visible across the
organization
4. Leverage technology
process
Continuous Quality Improvement (CQI) of collecting, analyzing & using data to improve the quality of services or
products on an ongoing basis
CQI help teams to "get better at getting better."
1. 5S WORKPLACE ORGANIZATION
2. A3 PROBLEM SOLVING
3. CATCHBALL
4. CONTROL CHARTS
5. DMAIC
12 VALUABLE CQI TOOLS 6. GEMBA WALKS
8. KANBAN
9. PDSA
10. STANDARD WORK
11. 5 WHY
12. VALUE STREAM MAPPING
MQC
•seiri (sort)
•seiton (set)
WORKPLACE ORGANIZATION •seiso (shine)
•seiketsu (standardize)
•shitsuke (sustain)
gets its name from the European size of paper each report was once
confined to
A3
It is a structured problem-solving approach first used at Toyota
collaboration technique that involves passing ideas from one person to

another for input, feedback, and action
CATCHBALL
It is ideally suited for eliminating the friction that can happen when
people operate in a strictly top-down management style.
graph used to monitor how a process behaves over time.
CONTROL CHARTS Data are plotted in time order in a chart with a central line for the average
(sometimes a median), an upper line for the upper control limit, and a
lower line for the lower control limit.
•define
•measure
DMAIC
•analyze
•improve
A leader visits the place where work is actually done to observe and
identify potential opportunities for improvement.
GEMBA WALKS
Gemba = Real Place
The goal is to maximize the flow of goods and work without unnecessary
inventory or transportation.
KANBAN
Cards are used to visualize work, limit
work-in-progress, and continuous flow of
value.
•Plan
•Do
PDSA
•Study
•Act
is the documentation of the best practices for any process or task at that
given moment
STANDARD WORK
It is typically created and updated by the people who do the work and it
forms the baseline for future improvement.
MQC
5 WHY a simple, yet powerful technique for finding the root cause of a problem
Six Sigma tool for documenting and analyzing the

steps of a process from the raw materials to delivery to the customer
VALUE STREAM MAPPING

Once the map of the current state is defined, team members can identify
unnecessary steps or opportunities to eliminate waste and begin an
improvement cycle
the process of discovering the root causes of problems in order to identify

appropriate solutions.
Root cause analysis (RCA)

assumes that it is much more effective to systematically prevent and solve
for underlying issues rather than just treating ad hoc symptoms and
putting out fires
first goal of root cause analysis to discover the root cause of a problem or event
to fully understand how to fix, compensate, or learn from any underlying

second goal of root cause analysis
issues within the root cause
to apply what we learn from this analysis to systematically prevent future

third goal of root cause analysis
issues or to repeat successes.
1. physical
Three basic types of cause 2. human
3. orgnizational
Tangible, material items failed in some way (for example, production

PHYSICAL
machine stopped working).
People did something wrong, or did not do

something that was needed. Human causes typically lead to physical
HUMAN
causes (for example, no one filled the brake fluid, which led to the brakes
failing).
A system, process, or policy that people use to make decisions or do their

work is faulty (for example, no one person was responsible for vehicle
ORGANIZATIONAL
maintenance,
and everyone assumed someone else had filled the brake fluid).
Define the problem

Collect Data
Identify possible causal factors
RCA PROCESS
Identify Root Causes
Recommend and Implement Solutions
∙ What can you do

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10/12/21, 8:39 PM MQC Flashcards | Quizlet

Monitors and controls quality by tracking production metrics. It helps

In manufacturing, quality assurance approaches, like_______, Help manage

improves product quality by eliminating downtime, defects, and accidents

Japanese term for continuous improvement

sort, set in order, shine, standardize, sustain

Step 1: Create and document the approach to quality control

TOTAL made up of the whole

QUALITY degree of excellence a product or service provides

MANAGEMENT act, art, or manner of handling, controlling, directing, etc

Defined as both a philosophy and a set of guiding principles that

it is the application of quantitative methods and human resources to

integrates fundamental management techniques, existing improvement

A committed and involved management to provide long-term top-to-

An unwavering focus on the customer, both internally and externally.

BASIC CONCEPTS OF TQM

Continuous improvement of the business and production process.

Treating suppliers as partners.

He developed control chart theory with control limits

He created a solid foundation of statistical methods, such as design of

GENICHI TAGUCHI TAGUCHI'S PHILOSOPHY

The cornerstone of _____ is the robust design of parameters and tolerances.

Performance Primary product characteristics, such as the brightness of the picture

Features Secondary characteristics, added features, such as remote control

Conformance Meeting expectations or industry standards, workmanship

Durability Useful life, include repair

Service Resolution of problems and complaints, ease of repair

Response Human to human interface, such as the courtesy of the dealer

Aesthetics Sensory characteristics, such as exterior finish

-Lack of management commitment

A business philosophy that places the customer at the center of all

External Customer traditional customers

Performance 2 fitness for use

Features 2 secondary characteristics of the product

Service 2 Intangible characteristics but contribute greatly to customer satisfaction

public promise of a quality product backed up by guarantee of customer

Reputation entire customer experience

Complex buying behavior

Complex buying behavior buying an expensive product

Dissonance-reducing buying behavior low availability of choices

Habitual buying behavior just go for it and no brand loyalty

Variety seeking behavior often brand switching

The responsibility of leaders consists of creating and maintaining the

Be Proactive means taking responsibility for your life

long-term commitment between two or more organizations for the

forced to use only one supplier due to patents, technical specifications,

Multiple use of two or more suppliers

planned decision to select one supplier as a result od large contracts and

designed as a group of people working together to achieve common

an active method by which teams continuously improve processes,

refers to a general procedure by which the ideas of employees from the

Principle 1. Improvements are based on small changes, not only

A place where employees love to come to work and customers love

Ingredient 1: A mentality of "we're all in this together" (the company,

customer gap difference between customer's expectations and perception

difference between customer

this gap reflects management's

When over-promising in advertising does not match the actual service

refers to the organizations ability to perform the service accurately and

This characterization is based on the ability of the organization to be

relies on the employee's ability to establish trust, as well as their ability to

An employee's ability to convey care and genuine concern for the