OPMAN QUIZ 05-19-2025

QUALITY

ability of a product or service

to consistently meet or exceed

customer expectations

ARMAND FEIGENBAUM

Zero defects

Quality is Free, 1979

KAORU ISHIKAWA

cause and effect diagram
Recognized the internal customer

GENICHI TAGUCHI

Taguchi loss function

TAIICHI OHNO AND SHIEGO SHINGO

Developed philosophy and methods of kaizen

WALTER SHEWART

Father of statistical quality control

W. EDWARDS DEMING

Special vs. common cause variation

JOSEPH JURAN

Quality Control Handbook, 1951
Viewed Quality as fitness for use

PERFORMANCE

Main Characteristics of the product

AESTHETICS

Appearance, feel, smell, taste

SPECIAL FEATURE

Extra Characteristics

CONFORMANCE

how well the product conforms to design specification

RELIABILITY

Consistency of performance

DURABILITY

The useful life of the product

PERCEIVED QUALITY

Indirect evaluation of quality

SERVICEABILITY

Handling of complaints or repairs

CONSISTENCY

Quality doesn’t vary

CONVENIENCE

The availability and accessibility of

the service

RELIABILITY

Ability to perform a service

dependably, consistently, and

accurately

RESPONSIVENESS

Willingness to help customers in

unusual situations and to deal with

problems

TIME

The speed with which the service is delivered

ASSURANCE

Knowledge exhibited bye personnel and their ability to convey and trust confidence

COURTESY

The availability and accessibility of the service

TANGIBLES

The physical appearance of facilities, equipment, personnel, and communication materials

CONSISTENCY

The ability to provide the same level of good quality repeatedly

EXPECTANCY

Meet(or exceed) customer expectations

QUALITY OF DESIGNS

Intention of designers to include or exclude features in product or service

QUALITY OF CONFORMANCE

The degree to which goods or services conform to the intent of the designers

EASE OF USE AND USER INSTRUCTION

Increase the likelihood that a product will be used for its intended purpose and in such a way that it will continue to function properly and safely

AFTER-THE-SALE SERVICE

Taking care of issues and

problems that arise after the sale

PREVENTION COSTS

quality improvement

costs to prevent defects from

occurring

FAILURE COST

Incurred by defective parts/products or faulty services

INTERNAL FAILURE COST

Incurred to fix the problems that are detected before the product/service is delivered

EXTERNAL FAILURE COST

Incurred to fix the problems that are detected after the product/service is delivered

APPRAISAL COSTS

Costs of activities designed to

ensure quality or uncover defects

Principle 5

System approach to

management

Principle 6

Continual improvement

Principle 7

Factual approach to decision making

Principle 8

Mutually beneficial supplier relationships

QUALITY CERTIFICATION

International organization for standardization

ISO 900

international standards on quality management and quality assurance

ISO 14000

international standard for assessing a company’s environmental performance

ISO 24700

the quality and performance of office equipment

Principle 1

Customer focus

Principle 2

Leadership

Principle 3

Involvement of people

Principle 4

Process approach

TQM APPROACH

Find out what the customer wants,

Design a product or service that

meets or exceeds customer wants

Kaizen

Japanese word for improvement

PDCA CYCLE

Plan-Do-Check-Act cycle

PLAN

Begin by studying and documenting the current process

Do

Implement the plan

CHECK

Evaluate the data collection

ACT

If the result are successful, standardize the new method

PROBLEM SOLVING

Program designed to reduce

defects

PROCESS IMPROVEMENT

A systematic approach to

improving a process

MAP THE PROCESS

Collect information about the process and identify each step in the process

ANALYZE THE PROCESS

Ask critical questions about the process

SIX SIGMA

business process for improving

quality, reducing costs, and

increasing customer satisfaction

STATISTICALLY

Having no more than 3.4 defects

per million

CONCEPTUALLY

Program designed to reduce

defects

FLOWCHART

A diagram of the steps in a

process

CHECK SHEET

A tool for organizing and collecting

data

BENCHMARKING PROCESS

Identify a critical process that

needs improvement

HISTOGRAM

A chart that shows an empirical

frequency distribution

PARETO CHART

arranges categories

from highest to lowest frequency of

occurrence

SCATTER DIAGRAM

graph that shows the degree and

direction of relationship between

two variables

CONTROL CHART

A statistical chart of time-ordered

values of a sample statistic

CAUSE AND EFFECT DIAGRAM

Diagram used to organize a search for cause(s) of a problem, known as a Fishbone Diagram

QUALITY CIRCLES

Groups of workers who meet to

discuss ways of improving

products or processes

QUALITY CONTROL

process that evaluates output

relative to a standard and takes

corrective action when output

doesn’t meet standards

ACCEPTANCE SAMPLING

Inspection of lots before/after

production

PROCESS CONTROL

Inspection and corrective action

during production

CONTINUOUS IMPROVEMENT

Quality built into the process

INSPECTION

An appraisal activity that compares good or services to a standard

QUALITY CONTROL

A tool used to help this process is SPC

STATISTICAL PROCESS CONTROL

(SPC)

Statistical evaluation of the output

of a process

RANDOM (COMMON CAUSE) VARIATION

Natural Variation in the output of process

ASSIGNABLE (SPECIAL CAUSE) VARIATION

A variation who’s caused can be identified

CONTROL CHART

time ordered plot of representative sample statistics obtained from an ongoing process

CONTROL LIMITS

dividing lines between random and non random deviations from the mean of distribution

ERRORS

Concluding a process is not

in control when it actually

is.

Type II error

Concluding a process is in

control when it is not.