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Quality Mgmt
Exam 1
| Term | Definition |
|---|---|
| Quality Assurance | Any action directed toward providing customers with goods and services of appropriate quality |
| Definitions of Quality | -transcendent definition: excellence -product-based def: quantities of product attributes -user-based def: fitness for intended use\ -value-based def: quality vs. price\ -manufacturing-based: conformance to specifications |
| Key Dimensions of Product Quality | performance features reliability durability conformance serviceability aesthetics perceived quality |
| Service | a social act which takes place in direct contact between the customer and representatives of the service company |
| Key Dimensions of Service Quality | understanding the customer responsiveness access communication competence credibility reliability courtesy security tangibles |
| Deming Chain Rxn | improve quality costs decrease (less rework & mistakes) productivity improves capture market w/better quality & lower price stay in business & provide more jobs |
| Deming System of Profound Knowledge | appreciation for a system understanding variation theory of knowledge psychology |
| Deming 14 Points (1-6) | 1. create & publish a mission statement and commit to its goal 2. learn the new philosophy of win-win 3. understand the purpose of inspection 4. end business practices driven by price alone 5. constantly improve systems 6. institute training |
| Deming 14 Points (7-14) | 7. Teach & institute leadership 8. drive out fear, create trust 9. optimize team & ind. efforts 10. eliminate exhortations 11. eliminate numerical quotas 12. remove barriers that rob pride 13. encourage education & self improvement 14. take action |
| Importance of Customer Satisfaction | -satisfy customers -achieve higher customer satisfaction than competitors -retain customers in long run -gain market share |
| Generic Practices of Successful Companies | -understand the "voice of the customer" -understand linkages between VOC & design, production, and delivery -have effective customer relationship mgmt processes -measure customer satisfaction |
| Identifying Customers | suppliers-->inputs-->your processes-->outputs-->your customers Suppliers-->Your Processes (requirements & feedback go into both) Your Processes-->Your Customers (requirements & feedback go into both) |
| Kanos Model of Customer Needs | Dissatisfiers: expected req -customers are dissatisfied when expected req not met Satisfiers: expressed req. -customers verbalize their req.;would be satisfied when reqs are met Exciters/Delighters: unexpected features -surprised for unexpected feat. |
| Customer Listening Posts | -comment cards -formal surveys -focus groups -direct customer contact -field intelligence -study complaints -monitor the internet |
| Leading Practices - Ldrship | -create vision & quality value -create & sustain ldrshp system -set high expectations -bring out motivations -personal commitment & involvement in quality -integrate quality values into daily ldrshp & mgmt -integrate societal resp. & community |
| Leadership Theories | -trait approach -behavioral approach -contingency (situational) approach -role approach -emerging theories |
| Trait Approach | discovering how to become a leader by examining characteristics & methods of recognized leaders ex: -hard working -respectful -motivating |
| Behavioral Approach | Attempts to determine the types of behaviors for effective ldrshp -relationship-centered -production-centered |
| Contingency/Situational Approach | effective ldrshp behavior depends on situational factors, may change over time -the leader -the led -the situation |
| HR Paradigms Old Thinking | -people are part of the process -process requires external control -managers have to control what people do |
| HR Paradigms New Thinking | -people design & improve processes -workers who run the process control it -managers must obtain commitment of workers |
| Hackman/Oldham Model | Core Job Characteristics --> Critical Psychological States --> Outcomes |
| Core Job Characteristics | Skill variety task identity task significance autonomy feedback from Job |
| Critical Psychological States | Experienced meaningfulness of work Experienced responsibility Knowledge of actual results |
| Outcomes | high motivation high satisfaction high work effectiveness |
| Recognition & Rewards | Monetary/non monetary formal/informal individual/group |
| Theories of Motivation | Maslows hierarchy of needs Herzberg maintenance/motivational factors porter & lawlers expectancy model |
| Maslows hierarchy of needs | physiology safety social ego self-actualization |
| Herzbergs Maintenance Factors | Dissatisfiers: -company policies -supervision -working conditions -interpersonal relations -status -job security -salary |
| Herzbergs Motivational Factors | Job Satisfiers: -achievement -recognition -advancement -work itself -responsibility -personal growth |
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