Term
| the service strategy, support systems, employees |
|
Definition
| aspects of the service triangle |
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Term
|
Definition
| responsible for service systems (procedures, equipment, and facilities) and for managing the work of the service workforce |
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Term
|
Definition
| defined as a bundle of goods and services that is provided in some environment |
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Term
| supporting facility, facilitating goods, information, explicit services, implicit services |
|
Definition
| five features of service package bundle |
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Term
|
Definition
| the physical resources that must be in place before a service can be offered |
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Term
|
Definition
| the material purchased or consumed by the buyer or the items provided by the customer |
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Term
|
Definition
| operations data or information that is provided by the customer to enable efficient and customized services |
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Term
|
Definition
| the benefits that are readily observable by the senses and that consist of the essential or intrinsic features of the service |
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Term
|
Definition
| psychological benefits that the customer may sense only vaguely or the extrinsic features of the service |
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Term
|
Definition
| refers tot he physical presence of the customer in they system |
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Term
|
Definition
| refers to the work process involved in providing the service itself |
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Term
|
Definition
| the percentage of time the customer must be in they system relative to the total time needed to perform the customer service |
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|
Term
| high degree of customer contact |
|
Definition
| makes service systems more difficult to control |
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|
Term
process and the product must be developed simultaneously
service operation lacks legal protection
service package constitutes the major output of the development process
training
change service offerings virtually overnight |
|
Definition
| several factors distinguishing service design and development from typical manufactured product development |
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Term
|
Definition
| physically separated from the customer |
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Term
|
Definition
| penetrable by the customer via phone or face to face contact |
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Term
|
Definition
| both penetrable and reactive to the customer's requirements |
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Term
| higher sales opportunity, low production efficiency, high degree of customer/service contact |
|
Definition
|
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Term
|
Definition
| refers to those situations where there is little variation in the service process (neither customer nor server has much discretion in creating the service) |
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Term
|
Definition
| refer to situations where the service process is generally understood but there are options in how it will be performed or in the physical goods that are part of it |
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Term
|
Definition
| what type of skills for face to face tight specs |
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Term
|
Definition
| what type of skills for face to face loose specs |
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Term
|
Definition
| what type of skills for face to face total customization |
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Term
| production system's utilization of company resources |
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Definition
| service system design matrix was developed from what perspective |
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Term
| pure virtual customer contact |
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Definition
| where companies enable customers to interact with one another in an open environment |
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Term
| mixed virtual and actual customer contact |
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Definition
| where customers interact with one another in a server moderated environment such as product discussion gropus |
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Term
|
Definition
| standard tool for service process design |
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Term
|
Definition
| aka flowchart; emphasizes the importance of process design |
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Term
|
Definition
| procedures that block the inevitable mistake from becoming a service defect |
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Term
| task, treatment accorded to the customer, tangible features |
|
Definition
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Term
| production line, self service, personal attention |
|
Definition
| approaches to delivering on site service |
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Term
| arrival, request, capability, effort, subjective preference |
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Definition
| five basic types of variability |
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Term
| classic accommodation, low cost accommodation, classic reduction, uncompromised reduction |
|
Definition
| four basic accommodation strategies |
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Term
|
Definition
| uses low cost labor, outsourcing, and self service to cut the cost of accommodation |
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Term
| flow of time, flow of the service experience, judging encounter performance |
|
Definition
| three aspects of the encounter with customers |
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Term
|
Definition
| marketing tool designed to provide peace of mind for customers unsure about trying their service |
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Term
| unconditional, meaningful, easy to understand and communicate, painless to invoke |
|
Definition
| elements of a good service guarantee |
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Term
|
Definition
| available to help better understand the relationships between the factors that drive a service system |
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Term
|
Definition
| a bundle of goods and services that is provided in some environment |
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|
Term
| high and low degree of customer contact |
|
Definition
| the physical presence of the customer in the system and the percentage of time the customer must be in the system relative to the total time it takes to perform the service |
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|
Term
|
Definition
| the flowchart of a service process, emphasizing what is visible and what is not visible to the customer |
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Term
|
Definition
| procedures that prevent mistakes from becoming defects. they are commonly found in manufacturing but also can be used in service processes |
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Term
|
Definition
| a promise of service satisfaction backed up by a set of actions that must be taken to fulfill the promise |
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Term
|
Definition
| highly disciplined process that helps us focus on developing and delivering near perfect products and services |
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Term
| no more than 3.4 defects per million opportunities |
|
Definition
|
|
Term
|
Definition
| managing the entire organization so that it excels on all dimensions of products and services that are important to the customer |
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|
Term
| careful design of the product or service; ensuring that the organization's systems can consistently produce the design |
|
Definition
| two fundamental operational goals of total quality management |
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|
Term
| Malcolm baldrige national quality award |
|
Definition
| helps companies review and structure their quality programs |
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|
Term
| quality specifications and quality costs |
|
Definition
| some fundamental concepts that underlie any quality effort |
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Term
|
Definition
| the inherent value of the product in the marketplace and is thus a strategic decision for the firm |
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|
Term
| performance, features, reliability/durability, serviceability, aesthetics, perceived quality |
|
Definition
|
|
Term
|
Definition
| refers to the degree to which the product or service design specifications are met |
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|
Term
|
Definition
| means that the person who does the work takes responsibility for making sure that his or her output meets specifications |
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|
Term
|
Definition
| all of the costs attributable to the production of quality that is not 100 percent perfection; those costs that are the difference between what can be expected from excellent performance and the current costs that exist |
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|
Term
| failures are caused, prevention is cheaper, and performance can be measured |
|
Definition
| three basic assumptions justify an analysis of the costs of quality |
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|
Term
| appraisal, preventative , internal failure, external failure |
|
Definition
| costs of quality four types |
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|
Term
|
Definition
| costs of the inspection, testing, and other tasks to ensure that the product or process is acceptable |
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|
Term
|
Definition
| the sum of all the costs to prevent defects such as the costs to identify the cause of the defect, to implement corrective action to eliminate the cause, to train personnel, to redesign the product or system, and to purchase new equipment or make modifications |
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|
Term
|
Definition
| costs for defects incurred within the system (scrap, rework, repair) |
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|
Term
|
Definition
| costs for defects that pass through the system (customer warranty replacements, loss of customers or goodwill, handling complaints, and product repair) |
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|
Term
| acceptance sampling and process control |
|
Definition
|
|
Term
|
Definition
| the philosophy and methods companies use to eliminate defects in their products and processes |
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|
Term
|
Definition
| any component that does not fall within the customer's specification limits |
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|
Term
| defects per million opportunities (DPMO) |
|
Definition
| metric used to describe the performance of a process in terms of its variability and to compare different processes |
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Term
|
Definition
| caused by factors that can be clearly identified and possibly managed |
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|
Term
|
Definition
| variation that is inherent in the production process |
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|
Term
| the upper and lower specification limits |
|
Definition
| acceptable limits for variation |
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|
Term
| Taguchi’s View of Variation |
|
Definition
| costs as increasing as variability increases, so seek to achieve zero defects and that will truly minimize quality costs |
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Term
|
Definition
| argues that tolerance is not a yes/no decision, but a continuous function |
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Term
|
Definition
| shows how well parts being produced fit into design limit specifications |
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|
Term
| Measurement by attributes me |
|
Definition
| ans taking samples and using a single decision |
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|
Term
| Measurement by attributes means taking samples and using a single decision – the item is good or it is bad ie. a yes/no decision – |
|
Definition
| what are p charts used for |
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|
Term
|
Definition
| Measurement by attributes means taking samples and using a single decision – the item is good or it is bad ie. a yes/no decision -what type of chart application? |
|
|
Term
|
Definition
| Attributes when the product or service can have more than one defect. Example: knot holes in lumber |
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|
Term
Variable (Continuous)
Usually measure the actual weight, volume, number of inches or other “variable” measurements. |
|
Definition
| X-bar and R chart applications |
|
|
Term
|
Definition
| what applications are used for variable/continous process control procedures? |
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|
Term
|
Definition
| Use simple statistics to create the control limits |
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|
Term
|
Definition
| Created for good/bad attribute |
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|
Term
|
Definition
|
|
Term
|
Definition
| Number of standard deviations which is usually = 3 sigma for 99% confidence |
|
|
Term
|
Definition
| each item can have multiple defects |
|
|
Term
|
Definition
| average number of defects per unit |
|
|
Term
|
Definition
| measure actual values rather than sampling attributes |
|
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Term
|
Definition
| for Process Control with Variable Measurements, use what charts? |
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|
Term
| define, measure, analyze, improve, control (relative to quality improvement processes) |
|
Definition
|
|
Term
|
Definition
| attributes most important to the customer |
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Term
|
Definition
| failing to deliver what customer wants |
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|
Term
|
Definition
| what your process can deliver |
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Term
|
Definition
| what customer sees and feels |
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|
Term
|
Definition
| ensuring consistent, predictable processes to improve what the customer sees and feels |
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|
Term
|
Definition
| designing to meet customer needs and process capability |
|
|
Term
|
Definition
| : managing the entire organization so that it excels on all dimensions of products and services that are important to the customer |
|
|
Term
| Two fundamental operational goals of TQM |
|
Definition
Careful design of the product or service
Ensuring that the organization’s systems can consistently produce the design |
|
|
Term
|
Definition
| : inherent value of the product in the marketplace |
|
|
Term
|
Definition
| degree to which the product or service design specifications are met |
|
|
Term
|
Definition
| the person who does the work takes responsibility for making sure it meets specifications |
|
|
Term
|
Definition
| primary product or service characteristics |
|
|
Term
|
Definition
| added touches, bells and whistles, secondary characteristics |
|
|
Term
|
Definition
| consistency of performance over time |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| past performance and reputation |
|
|
Term
| serviceability, reliability/dependability, features, performance, aesthetics, perceived quality |
|
Definition
| The Dimensions of Design Quality |
|
|
Term
Failures are caused
Prevention is cheaper
Performance can be measured |
|
Definition
|
|
Term
Appraisal cost
Prevention cost
Internal failure cost
External failure cost |
|
Definition
|
|
Term
|
Definition
| philosophy and methods used to eliminate defects |
|
|
Term
Used in a systematic project-oriented fashion through define, measure, analyze, improve, and control (DMAIC) cycle
More detailed version of Deming PDCA cycle
Continuous improvement: seeks continual improvement in all aspects of operations
Also uses scientific method |
|
Definition
| describe Six-Sigma Methodology |
|
|
Term
Identify customers and their priorities
Identify a project
Identify critical-to-quality characteristics |
|
Definition
| steps in the define process |
|
|
Term
Determine how to measure the process
Identify key internal processes |
|
Definition
| steps in the measure process |
|
|
Term
Determine most likely causes of defects
Understand why key defects are generated |
|
Definition
| steps in the analyze process |
|
|
Term
Identify means to remove causes of defects
Confirm the key variables
Identify the maximum acceptance ranges
Modify process to stay within acceptable range |
|
Definition
| steps in the improve process |
|
|
Term
Determine how to maintain improvements
Put tools in place to track key variables |
|
Definition
| steps in the control process of DMAIC |
|
|
Term
| Failure mode and effect analysis (DMEA): |
|
Definition
| a structured approach to identify, estimate, prioritize, and evaluate risk of possible failures at each stage in the process |
|
|
Term
| Design of experiments (DOE) |
|
Definition
| a statistical test to determine cause-and-effect relationships between process variables and output |
|
|
Term
Executive leaders must champion the process of improvement
Corporation-wide training in Six Sigma concepts and tools
Setting stretch objectives for improvement
Continuous reinforcement and rewards |
|
Definition
| Six Sigma Roles and Responsibilities |
|
|
Term
|
Definition
responsible for service systems
Also responsible for managing the work of the service workforce |
|
|
Term
| service strategy, support systems, employees |
|
Definition
| service triangle main aspects, all centered around customer |
|
|
Term
| supporting facility, facilitated goods, information, implicit services, explicit services |
|
Definition
|
|
Term
|
Definition
| The physical resources that must be in place before a service can be offered |
|
|
Term
|
Definition
| The material purchased by the buyer or the items provided to the customer |
|
|
Term
|
Definition
| Data provided by the customer |
|
|
Term
|
Definition
| Benefits that are observable by the senses |
|
|
Term
|
Definition
| Psychological benefits the customer may sense only vaguely |
|
|
Term
|
Definition
| the physical presence of the customer in the system |
|
|
Term
|
Definition
| the percentage of time the customer must be in the system relative to service time |
|
|
Term
|
Definition
| the work process involved in providing the service itself |
|
|
Term
| Pure virtual customer contact: |
|
Definition
| customers interact in an open environment |
|
|
Term
| Mixed virtual and actual customer contact: |
|
Definition
| customers interact with one another in a server-moderated environment |
|
|
Term
|
Definition
| procedures that block a mistake from becoming a service defect |
|
|
Term
|
Definition
| Customers arrive at times when there are not enough service providers |
|
|
Term
|
Definition
| Travelers requesting a room with a view |
|
|
Term
|
Definition
| A patient being unable to explain symptoms to doctor |
|
|
Term
|
Definition
| Shoppers not putting up carts |
|
|
Term
| Subjective preference variability |
|
Definition
| Interpreting service action differently |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
| SIPOC: supplier, input, process, output, customer |
|
Definition
| a formalized input output model, used in the define stage of a project |
|
|
Term
|
Definition
| depict trends in data over time, and help to understand the magnitude of a problem at the define stage |
|
|
Term
|
Definition
| plot the median of a process |
|
|
Term
|
Definition
| help to break down a problem into the relative contributions of its components |
|
|
Term
|
Definition
| based on the common empirical finding that a large percentage of problems are due to a small percentage of causes |
|
|
Term
|
Definition
| basic sheets that help standardize data collection; used to create histograms |
|
|
Term
| cause and effect diagrams |
|
Definition
| aka fishbone diagrams; show hypothesized relationships between potential causes and the problem under study |
|
|
Term
|
Definition
| used to separate value added from non value added steps in a process |
|
|
Term
|
Definition
| time sequenced charts shwoing plotted values of a statistic, including a centerline average and one or more control imits |
|
|
Term
|
Definition
| used to assure that changes introduced are in statistical control |
|
|
Term
|
Definition
| failure mode and effect analysis (FMEA) and design of experiments (DOE) tools are used in what |
|
|
Term
| failure mode and effect analysis |
|
Definition
| structured approach to identify, estimate, prioritize, and evaluate risk of possible failures at each stage of a process |
|
|
Term
|
Definition
| calculated for each failure mode; an index used to measure the rank importance of the items listed in the FMEA chart |
|
|
Term
| DOE design of experiments |
|
Definition
| aka multivariate testing; a statistical methodology used for determining the cause and effect relationship between process variables (X) and the output variable (Y) |
|
|
Term
| standard statistical tests |
|
Definition
| require changing each individual variable to determine the most influential one |
|
|
Term
|
Definition
| permits experimentation with many variables simultaneously through carefully selecting a subset of them |
|
|
Term
|
Definition
| combines the implementation and quality control tools of six sigma with materials management concepts of lean manufacturing |
|
|
Term
|
Definition
| achieves high volume production and minimal waste though the use of just in time inventory methods |
|
|
Term
|
Definition
| the focus on reducing cost by lowering raw material, work in process, and finished goods inventory to an absolute minimum |
|
|
Term
|
Definition
| key driver in successful lean six sigma programs |
|
|
Term
| executive leaders, corporate wide training, setting of stretch objectives for improvement, continuous reinforcement |
|
Definition
| personnel practices that are commonly employed in six sigma implementation |
|
|
Term
|
Definition
| coach or actually lead a six sigma improvement team |
|
|
Term
|
Definition
| receive in depth training on statistical tools and process improvement |
|
|
Term
|
Definition
| employees who have received enough six sigma training to participate in a team or work individually on small scale projects directly related to their own job |
|
|
Term
| how to accomplish drastic cuts in equipment setup times by single minute exchange of die procedures, use of source inspection and the poka yoke system to achieve zero defects |
|
Definition
| two important aspects of the shingo system |
|
|
Term
|
Definition
| what argues that sqc methods do not prevent defects |
|
|
Term
| successive check, self check, source inspection |
|
Definition
| three types of inspection |
|
|
Term
|
Definition
| performed by the next person int he process or by an objective evaluator such as a group leader |
|
|
Term
|
Definition
| done by the individual worker and is appropriate by itself on all ut items that require sensory judgment |
|
|
Term
|
Definition
| what kind of inspection do items that require sensory judgment require? |
|
|
Term
|
Definition
| performed by the individual worker, but instead of checking for defects, checks for the errors that will cause defects (prevents rework) |
|
|
Term
| fail safe procedures or poka yoke |
|
Definition
| all three types of inspection rely on: |
|
|
Term
| prevents the worker from making an error that leads to a defect before staring a process, or gives rapid feedback of abnormalities in the process to the worker in time to correct them |
|
Definition
| characteristics of poka yoke |
|
|
Term
|
Definition
| international standards for quality management and assurance |
|
|
Term
|
Definition
| designed to help companies document that they are maintaining an efficient quality system |
|
|
Term
|
Definition
| an international reference for quality management requirements in business to business dealing |
|
|
Term
|
Definition
| primary concerned with environmental management |
|
|
Term
| defects can be prevented through the planning and application of best practices at every stage of business |
|
Definition
| idea behind ISO standards |
|
|
Term
| customer focus, leadership involvement of people, process approach, system approach to mgmt, continual imporvemtn,f actual approach to decision making, mutually beneficial supplier relationshis |
|
Definition
| eight quality mgmt principles in iso 9000 |
|
|
Term
| total quality management (TQM) |
|
Definition
| managing the entire organization so that it excels on all dimensions of products and services that are important to the customer |
|
|
Term
| Malcolm baldrige national quality award |
|
Definition
| an award established by the us department of commerce and given annually to companies that excel in quality |
|
|
Term
|
Definition
| the inherent value of the product in the marketplace |
|
|
Term
|
Definition
| the degree to which the product or service design specifications are met |
|
|
Term
|
Definition
| the person who does the work is responsible for ensuring that specifications are met |
|
|
Term
|
Definition
| criteria by which quality is measured |
|
|
Term
|
Definition
| expenditures related to achieving product or service quality such as the costs of prevention, appraisal, internal failure, and external failure |
|
|
Term
|
Definition
| a statistical term to describe the quality goal of no more tan for defects out of every million units; also refers to quality improvement philosophy and program |
|
|
Term
| DPMO (defects per million opportunities) |
|
Definition
| a metric used to describe the variably of a process |
|
|
Term
|
Definition
| an acronym for the define, measure, analyze, improve, and control improvement methodology followed by companies engating in six sigma programs |
|
|
Term
|
Definition
| also called "Deming cycle or wheel"; refers to the plan do check act cycle of continuous improvement |
|
|
Term
|
Definition
| Japanese term for continuous improvement |
|
|
Term
|
Definition
| combines the implementation and quality control tools of six sigma with the materials management concept of lean manufacturing with a focus on reducing cost by lowering inventory to an absolute minimum |
|
|
Term
| blacfail safe or poka yoke procedures |
|
Definition
| simple practices that prevent errors or provide feedback in time for the worker to correct errors |
|
|
Term
|
Definition
| formal standard used for quality certification, developed by the international organization for standardization |
|
|
Term
|
Definition
| refers to the inherent value of the product in the marketplace and is a strategic decision for the firm |
|
|
Term
|
Definition
| relates to how well a product or services meets design specifications |
|
|
Term
|
Definition
| relates to how the customer views quality dimensions of a product or service |
|
|
Term
|
Definition
| what is the enemy of good quality? |
|
|
Term
|
Definition
| the standard quality improvement methodology developed by general electric |
|
|
Term
| Statistical process control |
|
Definition
|
|
Term
|
Definition
| a number of different techniques designed to evaluate quality from a conformance view |
|
|
Term
|
Definition
| variation caused by factors that can be clearly identified and possible even managed |
|
|
Term
| common variation/random variation |
|
Definition
| variation that is inherent in the process |
|
|
Term
|
Definition
| relates to how good the process is at making parts when it is running properly |
|
|
Term
|
Definition
| used to continuously check that the process is running properly |
|
|
Term
|
Definition
| measures how well our process is capable of producing relative to the design tolerances |
|
|
Term
|
Definition
| shows how well the parts being produced fit into the range specified by the design limits |
|
|
Term
|
Definition
| the standard deviation either to the right or to the left of zero in a probability distributions |
|
|
Term
|
Definition
| concerned with monitoring quality while the product or service is being produced |
|
|
Term
| to provide timely information on whether currently produced items are meeting design specifications; detect shifts in the rpocess that signal that future producs may not meet specificaitonts |
|
Definition
| objectives of process control plans |
|
|
Term
| statistical process control |
|
Definition
| involves testing a random sample of output from a process to determine whether the process is producing items within a preselected range |
|
|
Term
|
Definition
| quality characteristics that are classified as either conforming or not conforming to specification |
|
|
Term
| process control with attribute measurements |
|
Definition
|
|
Term
| total number of defects from all samples divided by (number of samples x sample size) |
|
Definition
|
|
Term
| process control with attribute measurements |
|
Definition
|
|
Term
|
Definition
| what chart to use to monitor the number of defects per unit |
|
|
Term
|
Definition
| underlying distribution for the c chart |
|
|
Term
|
Definition
| based on the assumption that defects occur randomly on each unit |
|
|
Term
| process control with variable measurements |
|
Definition
| when to use x and r charts |
|
|
Term
|
Definition
| develop control charts to determine the acceptability or rejection of a process based on measurement |
|
|
Term
size of the samples
number of the samples
frequency of samples
control limits |
|
Definition
| four main issues to address in creating a control chart |
|
|
Term
|
Definition
| do we want large or small sample sizes for measurement of variables |
|
|
Term
| x bar charts with standard deviation rather than r range |
|
Definition
| what kind of x bar charts with samples sizes of > 15 |
|
|
Term
|
Definition
| a plot of the means of the sample s that were taken from a process |
|
|
Term
|
Definition
| a plot of the range within each sample |
|
|
Term
|
Definition
| the difference between the highest and the lowest numbers in that sample |
|
|
Term
|
Definition
| the average of the range of each sample |
|
|
Term
|
Definition
| deviation in the output of a process that can be clearly identified and manged |
|
|
Term
|
Definition
| deviation in the output of a process that is random and inherent in the process itself |
|
|
Term
| upper and lower specification or tolerance limits |
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Definition
| the range of values in a measure associated with a process that are allowable given the intended use of the product or service |
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| the ratio of the range of values produced by a process divided by the range of values allowed by the design specification |
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| statistical process control spc |
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| techniques for testing a random sample of output from a process to determine whether the process is producing items within a prescribed range |
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| quality characteristics that are classified as either conforming or not conforming to specification |
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| quality characteristics that are measured in actual weight, volume, inches, centimeters, or other measure |
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| variation that can be clearly identified and possibly manged |
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| variation inherent in the process itself |
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| quality characteristics that are classified as either conforming or not conforming to specification |
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| quality characteristics that are actually measured, such as the weight of an item |
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| a quality chart suitable for when an item is either good or bad |
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| a quality chart suitable for when a number of blemished are expected on each unit, such as a spool of yarn |
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1. The capability index allows for some drifting of the process mean. Discuss what this means in terms of product quality output.
When Cpk is larger then 1.33 or 1.5, this means that the mean of the process can drift (up to a limit) while still producing within specifications. This is what is implied by the phrase “a capable process." |
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| X-bar charts are used for charting population values for continuous measurement. X-bar charts operate effectively with smaller sample sizes than P-charts, but it is more involved to analyze the sample for an X-bar chart since a measurement must be taken. |
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