THC 102 | 暗記メーカー

暗記メーカー

THC 102

35問 • 1年前

Leah Jean Better

問題一覧

1

Service if not used in time is lost forever. Service cannot be stored.

perishability

2

Changes in demand can be seasonal or by weeks, days or even hours. Most of the services have peak demand in peak hours, normal demand and low demand on off- period time.

Fluctuating demand

3

Unlike product, service cannot be touched or sensed, tested or felt before they are availed. A service is an abstract phenomenon

intangibility

4

Personal service cannot be separated from the individual and some personalised services are created and consumed simultaneously.

inseparability

5

The features of service by a provider cannot be uniform or standardised. A Doctor can charge a much higher fee to a rich client and take much lower from a poor patient

heterogeneity

6

are influenced by perishability, fluctuation in demand and inseparability. Quality of a service cannot be carefully standardised.

pricing of services

7

ensures that an organization, product or service is consistent. (Rose, 2005)

quality management

8

method developed in Japan beginning in 1966 to help transform the voice of the customer into engineering characteristics for a product. (Akao, Yoji 1994)

Quality Function Deployment (QFD

9

Is a study, a science of collecting, organizing, exploring, interpreting, and presenting data and uncovering patterns and trends.

statistical analysis

10

Who developed the concept of TQM?

Edwards Deming

11

Act, art, or manner of handling, controlling, directing, etc.

management

12

Degree of excellence a product or service provides.

quality

13

Made up of a whole

total

14

The first feature of TQM is the organization’s focus on its customers. Quality is defined as meeting or exceeding customer expectations. The goal is to first identify and then meet customer needs

customer focus

15

Is at the heart of TQM. Once it is recognized that customer satisfaction can only be obtained by providing a high quality product, continuous improvement of the quality of the product is seen as the only way to maintain a high level of.customer satisfaction. Japanese call kaizen a continuous improvement, which requires that the company continually strives to be better through learning and problem solving. Elimination of waste is a major component of the continuous improvement approach.

continuous improvement

16

2 approaches for continulus improvement: cycle also known as the Shewhart Cycle or the Deming Cycle, is a popular model for continuous improvement.

Plan -Do- Check – Act (PDCA)

17

systematic comparison of organizational processes and performance to create new standards or to improve processes. It involves looking outside an organization, industry, region etc. to examine how others achieve their performance levels and to understand the processes they use.

benchmarking

18

is defined as the international standard that specifies requirements for a quality management system (QMS). Organizations use the standard to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements.

ISO 9001

19

defined as a set of management practices to improve efficiency and effectiveness by eliminating waste. The core principle of lean is to reduce and eliminate non-value adding activities and waste.

Malcolm Baldrige National Quality Award (MBNQA)

20

defined as a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives.

Quality management system (QMS)

21

method that provides organizations tools to improve the capability of their business processes. This increase in performance and decrease in process variation helps lead to defect reduction and improvement in profits, employee morale, and quality of products or services.

six sigma

22

defined as the use of statistical techniques to control a process or production method. It can help you monitor process behaviour, discover issues in internal systems, and find solutions for production issues

Statistical process control (SPC)

23

takes key business processes and/or organizational units and uses the tools of TQM to foster improvements.Examples of this approach include quality circles, statistical process control, Taguchi methods, and quality function deployment.

The TQM Element Approach

24

uses the teachings and writings of one or more of the leading quality thinkers as a guide against which to determine where the organization has deficiencies. The organization makes appropriate changes to remedy those deficiencies. For example, managers might study Deming’s 14 points or attend the Crosby College. Afterward, they would work on implementing the approach learned.

The Guru Approach

25

individuals or teams visit organizations that have taken a leadership role in TQM and determine their processes and reasons for success. They then integrate these ideas with their own ideas to develop an organizational model adapted for their specific organization.

The Organization Model Approach

26

examine the detailed implementation techniques and strategies employed by Deming Prize-winning companies and use this experience to develop a long-range master plan for in-house use

the Japanese total quality approach

27

When using this model, an organization uses the criteria of a quality award (e.g., the Deming Prize, the European quality Award, or the Malcolm Baldrige National Quality Award), to identify areas for improvement. Under this approach, TQM implementation focuses on meeting specific award criteria.

The award criteria approach

28

landscape within which service is experienced, is used to describe the physical aspects of the setting that contribute to the guest’s overall physical feel of the experience. (Ford, 2012)

servicescape

29

The guestology originated from

Bruce Laval of The Walt Disney

30

Includes the human components (employees) and the physical production processes (kitchen facilities) plus the organizational and information systems and techniques that help deliver the service to the customer.The services produced are intangible memories of experiences that exist only in guests’ minds.

the service delivery system

31

major tool in the guestologist’s kit for identifying how hospitality organizations can best respond to the needs, wants, and expectations of their targeted guest markets.

The Probabilistic Statistics

32

“any episode in which the customer or member comes into contact with any aspect of the organization and gets an impression of the quality of service.”

moment of truth

33

person-to-person interaction or series of interactions between the customer and the person delivering the service. Although both parties are usually people, the many situations or interactions between organization and guest which are now automated—the automatic teller machine, check in kiosks,

Service Encounters and Moment of truth

34

unique bundle of associations within the minds of target customer

Brand image

35

general plan to achieve one or more long-term or overall goals under conditions of uncertainty

strategy

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問題一覧

1

Service if not used in time is lost forever. Service cannot be stored.

perishability

2

Changes in demand can be seasonal or by weeks, days or even hours. Most of the services have peak demand in peak hours, normal demand and low demand on off- period time.

Fluctuating demand

3

Unlike product, service cannot be touched or sensed, tested or felt before they are availed. A service is an abstract phenomenon

intangibility

4

Personal service cannot be separated from the individual and some personalised services are created and consumed simultaneously.

inseparability

5

The features of service by a provider cannot be uniform or standardised. A Doctor can charge a much higher fee to a rich client and take much lower from a poor patient

heterogeneity

6

are influenced by perishability, fluctuation in demand and inseparability. Quality of a service cannot be carefully standardised.

pricing of services

7

ensures that an organization, product or service is consistent. (Rose, 2005)

quality management

8

method developed in Japan beginning in 1966 to help transform the voice of the customer into engineering characteristics for a product. (Akao, Yoji 1994)

Quality Function Deployment (QFD

9

Is a study, a science of collecting, organizing, exploring, interpreting, and presenting data and uncovering patterns and trends.

statistical analysis

10

Who developed the concept of TQM?

Edwards Deming

11

Act, art, or manner of handling, controlling, directing, etc.

management

12

Degree of excellence a product or service provides.

quality

13

Made up of a whole

total

14

The first feature of TQM is the organization’s focus on its customers. Quality is defined as meeting or exceeding customer expectations. The goal is to first identify and then meet customer needs

customer focus

15

Is at the heart of TQM. Once it is recognized that customer satisfaction can only be obtained by providing a high quality product, continuous improvement of the quality of the product is seen as the only way to maintain a high level of.customer satisfaction. Japanese call kaizen a continuous improvement, which requires that the company continually strives to be better through learning and problem solving. Elimination of waste is a major component of the continuous improvement approach.

continuous improvement

16

2 approaches for continulus improvement: cycle also known as the Shewhart Cycle or the Deming Cycle, is a popular model for continuous improvement.

Plan -Do- Check – Act (PDCA)

17

systematic comparison of organizational processes and performance to create new standards or to improve processes. It involves looking outside an organization, industry, region etc. to examine how others achieve their performance levels and to understand the processes they use.

benchmarking

18

is defined as the international standard that specifies requirements for a quality management system (QMS). Organizations use the standard to demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements.

ISO 9001

19

defined as a set of management practices to improve efficiency and effectiveness by eliminating waste. The core principle of lean is to reduce and eliminate non-value adding activities and waste.

Malcolm Baldrige National Quality Award (MBNQA)

20

defined as a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives.

Quality management system (QMS)

21

method that provides organizations tools to improve the capability of their business processes. This increase in performance and decrease in process variation helps lead to defect reduction and improvement in profits, employee morale, and quality of products or services.

six sigma

22

defined as the use of statistical techniques to control a process or production method. It can help you monitor process behaviour, discover issues in internal systems, and find solutions for production issues

Statistical process control (SPC)

23

takes key business processes and/or organizational units and uses the tools of TQM to foster improvements.Examples of this approach include quality circles, statistical process control, Taguchi methods, and quality function deployment.

The TQM Element Approach

24

uses the teachings and writings of one or more of the leading quality thinkers as a guide against which to determine where the organization has deficiencies. The organization makes appropriate changes to remedy those deficiencies. For example, managers might study Deming’s 14 points or attend the Crosby College. Afterward, they would work on implementing the approach learned.

The Guru Approach

25

individuals or teams visit organizations that have taken a leadership role in TQM and determine their processes and reasons for success. They then integrate these ideas with their own ideas to develop an organizational model adapted for their specific organization.

The Organization Model Approach

26

examine the detailed implementation techniques and strategies employed by Deming Prize-winning companies and use this experience to develop a long-range master plan for in-house use

the Japanese total quality approach

27

When using this model, an organization uses the criteria of a quality award (e.g., the Deming Prize, the European quality Award, or the Malcolm Baldrige National Quality Award), to identify areas for improvement. Under this approach, TQM implementation focuses on meeting specific award criteria.

The award criteria approach

28

landscape within which service is experienced, is used to describe the physical aspects of the setting that contribute to the guest’s overall physical feel of the experience. (Ford, 2012)

servicescape

29

The guestology originated from

Bruce Laval of The Walt Disney

30

Includes the human components (employees) and the physical production processes (kitchen facilities) plus the organizational and information systems and techniques that help deliver the service to the customer.The services produced are intangible memories of experiences that exist only in guests’ minds.

the service delivery system

31

major tool in the guestologist’s kit for identifying how hospitality organizations can best respond to the needs, wants, and expectations of their targeted guest markets.

The Probabilistic Statistics

32

“any episode in which the customer or member comes into contact with any aspect of the organization and gets an impression of the quality of service.”

moment of truth

33

person-to-person interaction or series of interactions between the customer and the person delivering the service. Although both parties are usually people, the many situations or interactions between organization and guest which are now automated—the automatic teller machine, check in kiosks,

Service Encounters and Moment of truth

34

unique bundle of associations within the minds of target customer

Brand image

35

general plan to achieve one or more long-term or overall goals under conditions of uncertainty

strategy