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85問 • 2年前
  • Samantha Ford
    • 通報

    問題一覧

  • 1

    ability of a product or service to consistently meet and exceed the customer requirements or expectations.

    quality

  • 2

    the degree to which a set of characteristics fulfils the requirements.

    ISO 9001-2008

  • 3

    standard for ensuring quality assurance system

    ISO 9000

  • 4

    give the 5 aspect of quality in a business

    producing, checking, quality control, quality management, quality assurance

  • 5

    process and procedures that monitor the process/facility to detect, correct and ensure that the quality is being met.process and procedures that monitor the process/facility to detect, correct and ensure that the quality is being met.

    quality assurance

  • 6

    methods used to control process variables when manuf. a product.

    process control

  • 7

    3 reasons why manufacturers control production process

    reduce variability, increased efficiency, ensure safety

  • 8

    systematic execution of maintenance by all employees through small group activities.

    total productive maintenance

  • 9

    all encompassing maintenance.

    total

  • 10

    production of goods and services.

    productive

  • 11

    keeping equipment and plants in as good as the original condition.

    maintenance

  • 12

    set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives.

    total quality management

  • 13

    satisfies customers at the right time and price.

    total quality management

  • 14

    systematic control by management of the variables in the manufacturing process that affect the goodness of the product.

    quality control

  • 15

    8 elements of quality control process

    ethics, integrity, trust, training, teamwork, leadership, communication, recognition

  • 16

    basic principles of TQM

    focus on customer (internal or external), involvement of the organization, team effort, empowering employees, process improvement, benchmark for process improvement, partnering with suppliers and customers, re-engineering the organization

  • 17

    respected teacher, spiritual leader, good person

    guru

  • 18

    made great contribution and innovation

    guru

  • 19

    father of statistical quality control

    walter shewhart

  • 20

    he developed control charts

    walter shewhart

  • 21

    Compiled a famous 14 points and believed were the prescriptions needed to achieve quality in organization.

    w. edward deming

  • 22

    His message was, the cause of inefficiency and poor quality is the system, not the employees

    w. edward deming

  • 23

    Viewed quality as fitness-for-use.

    joseph m. juran

  • 24

    He believed that 80% of quality defects are m management controllable.

    joseph m. juran

  • 25

    He describes QM in trilogy, quality planning, quality control, and quality improvement

    joseph m. juran

  • 26

    One of the first to measure the cost of quality

    joseph m. juran

  • 27

    Cost of Nonconformance” - According to him “customer who defines quality”

    armand feigenbaum

  • 28

    Developed the concept of zero defects. - “Do it right the first time”.

    philip b. crosby

  • 29

    Father of Japanese Quality Control. - Established concept of company wide quality control (CWQC).

    kaoru ishikawa

  • 30

    Cause-and-Effect Diagram (Fishbone Diagram) 1943

    kaoru ishikawa

  • 31

    Known for Taguchi loss function.

    genichi taguchi

  • 32

    Developed the philosophy and methods of Kaizen.

    taiichi ohno and shigeo shingo

  • 33

    continuous improvement ( in Japanese this means “good change”).

    kaizen

  • 34

    break apart to change

    kai

  • 35

    study makes it better

    zen

  • 36

    rapid improvement.

    kaizen event

  • 37

    organizes and displays the relationship between different causes for the effect that is being examined.

    cause and effect diagram (fishbone diagram)

  • 38

    form used to record data and it is the simplest method for collecting data and determining trends.

    check sheet

  • 39

    systematically breaking down the organizational process into a step by step picture of each component.

    flow diagram (process maps)

  • 40

    Used to display categories of problems graphically so they can be properly prioritized.

    pareto analysis (bilvredo analysis)

  • 41

    used for illustrating the frequency and the extent in the context of two variables.

    histogram

  • 42

    display the variation in process over time.

    run chart

  • 43

    Displays an average line taken from the data.

    run chart

  • 44

    display the limits that statistical variability can explain as normal.

    control chart

  • 45

    what are the 3 c’s

    culture, communication, commitment

  • 46

    four p’s

    planning, performance, process, people

  • 47

    deployment of policies and strategies.

    planning

  • 48

    a balanced scorecard for the organization.

    performance

  • 49

    design and re-designed

    process

  • 50

    managing human resources

    people

  • 51

    International standard. - Published in 1987 by the International Organization for Standardization.

    ISO 9001

  • 52

    Applies to any organization, regardless of size or industry.

    ISO 9001:2015

  • 53

    who are the people in the organization

    senior managers, middle managers, supervisors, other employees

  • 54

    see TQM as an opportunity.

    senior managers

  • 55

    see TQM as another burden without benefits.

    middle managers

  • 56

    see TQM as flavour of the period.

    supervisors

  • 57

    who may not care, as long as they get paid.

    other employees

  • 58

    what are the jablonski 5 phase guideline

    preparation, planning, assessment, implementation, diversification

  • 59

    decide whether or not topursue a TQM program.

    preparation

  • 60

    detailed plan of implementation.

    planning

  • 61

    emphasizes a thorough self-assessment.

    assessment

  • 62

    organization can already begin to determine its ROI.

    implementation

  • 63

    utilize their TQM experiences and successes.

    diversification

  • 64

    obstacle to implementing TQM

    lack of companywide definition of quality, lack of strategic plan for change, lack of customer focus, poor intra-organizational communication, lack of employee empowerment, view of quality as a quick fix, emphasis on short-term financial results, inordinate presence of internal politics and turf issues, lack of strong motivation, lack of time to devote to quality initiatives, lack of leadership

  • 65

    referred to as Shewhart Cycle or Deming Wheel.

    plan do study act cycle

  • 66

    4 basic steps in the cycle

    plan, do, study, act

  • 67

    begin by studying the current process.

    plan

  • 68

    implement the plan

    do

  • 69

    evaluate the data collection.

    study

  • 70

    if the results are successful, standardize the new method.

    act

  • 71

    The Philosophy behind Kaizen is often credited to

    w. edward deming

  • 72

    He was invited by Japanese leaders and engineers to rebuild Japan after WW2.

    w. edward deming

  • 73

    5 elements of kaizen

    teamwork, personal discipline, improved morale, quality circles, suggestions for improvement

  • 74

    benefits of kaizen

    making job easier and safer, making job more productive, removing donkeywork from the job, removing irritation from the job, improving product quality and saving time and cost

  • 75

    is an inventory strategy that strives to improve business.

    just in time

  • 76

    structured program to systematically achieve total organization and more.

    5s process

  • 77

    what are the 5s process

    sort, set in order, shine, standardize, sustain

  • 78

    act of throwing away all unwanted and unnecessary.

    seiri

  • 79

    is all about efficiency.

    seiton

  • 80

    everyone is janitor

    seiso

  • 81

    standarized cleanup

    seiketsu

  • 82

    discipline

    shitsuke

  • 83

    supports the concepts of continuous improvement/long term approach.

    lean management

  • 84

    principle of lean management

    identifying value, value stream mapping, creating a continuous workflow, developing a pull system, facilitating continuous improvement.

  • 85

    3 Basic Principles of Sustained Improvement

    focusing on the customer, understanding the process, all employees committed to quality

    • uself

    uself

    Samantha Ford · 77問 · 2年前

    uself

    uself

    77問 • 2年前
    Samantha Ford

    uself quiz 2

    uself quiz 2

    Samantha Ford · 59問 · 2年前

    uself quiz 2

    uself quiz 2

    59問 • 2年前
    Samantha Ford

    purcom

    purcom

    Samantha Ford · 100問 · 2年前

    purcom

    purcom

    100問 • 2年前
    Samantha Ford

    econ

    econ

    Samantha Ford · 70問 · 2年前

    econ

    econ

    70問 • 2年前
    Samantha Ford

    konkom

    konkom

    Samantha Ford · 48問 · 1年前

    konkom

    konkom

    48問 • 1年前
    Samantha Ford

    econdev

    econdev

    Samantha Ford · 37問 · 1年前

    econdev

    econdev

    37問 • 1年前
    Samantha Ford

    eco

    eco

    Samantha Ford · 52問 · 1年前

    eco

    eco

    52問 • 1年前
    Samantha Ford

    acctg

    acctg

    Samantha Ford · 25問 · 1年前

    acctg

    acctg

    25問 • 1年前
    Samantha Ford

    konkom

    konkom

    Samantha Ford · 44問 · 1年前

    konkom

    konkom

    44問 • 1年前
    Samantha Ford

    dalfil

    dalfil

    Samantha Ford · 32問 · 1年前

    dalfil

    dalfil

    32問 • 1年前
    Samantha Ford

    ethicsdgddh

    ethicsdgddh

    Samantha Ford · 27問 · 1年前

    ethicsdgddh

    ethicsdgddh

    27問 • 1年前
    Samantha Ford

    DALFIL QUIZ 2

    DALFIL QUIZ 2

    Samantha Ford · 38問 · 1年前

    DALFIL QUIZ 2

    DALFIL QUIZ 2

    38問 • 1年前
    Samantha Ford

    COST ACCT QUIZ 3

    COST ACCT QUIZ 3

    Samantha Ford · 14問 · 1年前

    COST ACCT QUIZ 3

    COST ACCT QUIZ 3

    14問 • 1年前
    Samantha Ford

    AIS

    AIS

    Samantha Ford · 44問 · 12ヶ月前

    AIS

    AIS

    44問 • 12ヶ月前
    Samantha Ford

    AIS MIDTERM EXAM

    AIS MIDTERM EXAM

    Samantha Ford · 54問 · 11ヶ月前

    AIS MIDTERM EXAM

    AIS MIDTERM EXAM

    54問 • 11ヶ月前
    Samantha Ford

    問題一覧

  • 1

    ability of a product or service to consistently meet and exceed the customer requirements or expectations.

    quality

  • 2

    the degree to which a set of characteristics fulfils the requirements.

    ISO 9001-2008

  • 3

    standard for ensuring quality assurance system

    ISO 9000

  • 4

    give the 5 aspect of quality in a business

    producing, checking, quality control, quality management, quality assurance

  • 5

    process and procedures that monitor the process/facility to detect, correct and ensure that the quality is being met.process and procedures that monitor the process/facility to detect, correct and ensure that the quality is being met.

    quality assurance

  • 6

    methods used to control process variables when manuf. a product.

    process control

  • 7

    3 reasons why manufacturers control production process

    reduce variability, increased efficiency, ensure safety

  • 8

    systematic execution of maintenance by all employees through small group activities.

    total productive maintenance

  • 9

    all encompassing maintenance.

    total

  • 10

    production of goods and services.

    productive

  • 11

    keeping equipment and plants in as good as the original condition.

    maintenance

  • 12

    set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives.

    total quality management

  • 13

    satisfies customers at the right time and price.

    total quality management

  • 14

    systematic control by management of the variables in the manufacturing process that affect the goodness of the product.

    quality control

  • 15

    8 elements of quality control process

    ethics, integrity, trust, training, teamwork, leadership, communication, recognition

  • 16

    basic principles of TQM

    focus on customer (internal or external), involvement of the organization, team effort, empowering employees, process improvement, benchmark for process improvement, partnering with suppliers and customers, re-engineering the organization

  • 17

    respected teacher, spiritual leader, good person

    guru

  • 18

    made great contribution and innovation

    guru

  • 19

    father of statistical quality control

    walter shewhart

  • 20

    he developed control charts

    walter shewhart

  • 21

    Compiled a famous 14 points and believed were the prescriptions needed to achieve quality in organization.

    w. edward deming

  • 22

    His message was, the cause of inefficiency and poor quality is the system, not the employees

    w. edward deming

  • 23

    Viewed quality as fitness-for-use.

    joseph m. juran

  • 24

    He believed that 80% of quality defects are m management controllable.

    joseph m. juran

  • 25

    He describes QM in trilogy, quality planning, quality control, and quality improvement

    joseph m. juran

  • 26

    One of the first to measure the cost of quality

    joseph m. juran

  • 27

    Cost of Nonconformance” - According to him “customer who defines quality”

    armand feigenbaum

  • 28

    Developed the concept of zero defects. - “Do it right the first time”.

    philip b. crosby

  • 29

    Father of Japanese Quality Control. - Established concept of company wide quality control (CWQC).

    kaoru ishikawa

  • 30

    Cause-and-Effect Diagram (Fishbone Diagram) 1943

    kaoru ishikawa

  • 31

    Known for Taguchi loss function.

    genichi taguchi

  • 32

    Developed the philosophy and methods of Kaizen.

    taiichi ohno and shigeo shingo

  • 33

    continuous improvement ( in Japanese this means “good change”).

    kaizen

  • 34

    break apart to change

    kai

  • 35

    study makes it better

    zen

  • 36

    rapid improvement.

    kaizen event

  • 37

    organizes and displays the relationship between different causes for the effect that is being examined.

    cause and effect diagram (fishbone diagram)

  • 38

    form used to record data and it is the simplest method for collecting data and determining trends.

    check sheet

  • 39

    systematically breaking down the organizational process into a step by step picture of each component.

    flow diagram (process maps)

  • 40

    Used to display categories of problems graphically so they can be properly prioritized.

    pareto analysis (bilvredo analysis)

  • 41

    used for illustrating the frequency and the extent in the context of two variables.

    histogram

  • 42

    display the variation in process over time.

    run chart

  • 43

    Displays an average line taken from the data.

    run chart

  • 44

    display the limits that statistical variability can explain as normal.

    control chart

  • 45

    what are the 3 c’s

    culture, communication, commitment

  • 46

    four p’s

    planning, performance, process, people

  • 47

    deployment of policies and strategies.

    planning

  • 48

    a balanced scorecard for the organization.

    performance

  • 49

    design and re-designed

    process

  • 50

    managing human resources

    people

  • 51

    International standard. - Published in 1987 by the International Organization for Standardization.

    ISO 9001

  • 52

    Applies to any organization, regardless of size or industry.

    ISO 9001:2015

  • 53

    who are the people in the organization

    senior managers, middle managers, supervisors, other employees

  • 54

    see TQM as an opportunity.

    senior managers

  • 55

    see TQM as another burden without benefits.

    middle managers

  • 56

    see TQM as flavour of the period.

    supervisors

  • 57

    who may not care, as long as they get paid.

    other employees

  • 58

    what are the jablonski 5 phase guideline

    preparation, planning, assessment, implementation, diversification

  • 59

    decide whether or not topursue a TQM program.

    preparation

  • 60

    detailed plan of implementation.

    planning

  • 61

    emphasizes a thorough self-assessment.

    assessment

  • 62

    organization can already begin to determine its ROI.

    implementation

  • 63

    utilize their TQM experiences and successes.

    diversification

  • 64

    obstacle to implementing TQM

    lack of companywide definition of quality, lack of strategic plan for change, lack of customer focus, poor intra-organizational communication, lack of employee empowerment, view of quality as a quick fix, emphasis on short-term financial results, inordinate presence of internal politics and turf issues, lack of strong motivation, lack of time to devote to quality initiatives, lack of leadership

  • 65

    referred to as Shewhart Cycle or Deming Wheel.

    plan do study act cycle

  • 66

    4 basic steps in the cycle

    plan, do, study, act

  • 67

    begin by studying the current process.

    plan

  • 68

    implement the plan

    do

  • 69

    evaluate the data collection.

    study

  • 70

    if the results are successful, standardize the new method.

    act

  • 71

    The Philosophy behind Kaizen is often credited to

    w. edward deming

  • 72

    He was invited by Japanese leaders and engineers to rebuild Japan after WW2.

    w. edward deming

  • 73

    5 elements of kaizen

    teamwork, personal discipline, improved morale, quality circles, suggestions for improvement

  • 74

    benefits of kaizen

    making job easier and safer, making job more productive, removing donkeywork from the job, removing irritation from the job, improving product quality and saving time and cost

  • 75

    is an inventory strategy that strives to improve business.

    just in time

  • 76

    structured program to systematically achieve total organization and more.

    5s process

  • 77

    what are the 5s process

    sort, set in order, shine, standardize, sustain

  • 78

    act of throwing away all unwanted and unnecessary.

    seiri

  • 79

    is all about efficiency.

    seiton

  • 80

    everyone is janitor

    seiso

  • 81

    standarized cleanup

    seiketsu

  • 82

    discipline

    shitsuke

  • 83

    supports the concepts of continuous improvement/long term approach.

    lean management

  • 84

    principle of lean management

    identifying value, value stream mapping, creating a continuous workflow, developing a pull system, facilitating continuous improvement.

  • 85

    3 Basic Principles of Sustained Improvement

    focusing on the customer, understanding the process, all employees committed to quality