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Beschreibung
Karteikarten von Miranda Anderson, aktualisiert more than 1 year ago
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Erstellt von Miranda Anderson
vor mehr als 8 Jahre
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| Frage | Antworten |
| Appraisal Cost | a quality control cost incurred for monitoring or inspection; compensates for mistakes not eliminated through prevention activities |
| Benchmarking | the process of investigating how other do something well so that the investigating company can imitate, and possibly improve upon, the benchmarked company's techniques |
| Control Chart | a graphical presentation of the results of a specified activity; indicates the upper and lower control limits and those results that are out of control |
| Cost of Compliance | the sum of prevention and appraisal costs |
| Cost of Noncompliance | the cost of production imperfections; equals the sum of internal and external failure costs |
| External Failure Cost | any expenditure for items such as warranty work, customer complaints, litigation, and defective product recalls incurred after a faulty unit of product has been shipped to the customer or an inadequate service has been performed for a customer |
| Grade | (of a product or service) the assessment of product characteristics as to that product's ability to satisfy certain identified customer needs, especially price |
| Internal Benchmarking | a comparative technique that focuses on how and why one organizational unit is performing better than another |
| Internal Failure Cost | an expenditure, such as scrap and rework, incurred on defective units before those units are shipped to the customer; an expenditure incurred for defective service before that service is accepted by the customer |
| ISO 9000 Series | a comprehensive series of international quality standards that define the various design, material procurement, production, quality control, and delivery requirements and procedures necessary to produce quality products and services; the series of three compliance standards (ISO 9001, 9002, and 9003) and two guidance standards (ISO 9000 and 9004) were integrated into ISO 9001:2000 |
| Pareto Analysis | is a statistical technique based on the Pareto principle that can be used to separate the "vital few" from the "trivial many." |
| Prevention Cost | A cost incurred to improve quality by preventing defects from occurring |
| Process Benchmarking | A comparative technique that focuses on practices and how the best-in-class companies achieved their results |
| Quality | The condition of having all the characteristics of a product or service to meet the stated or implied needs of the buyer; relates to both performance and value; the pride of workmanship; conformity to requirements. |
| Quality Audit | A review of product design activities (although not for individual product), manufacturing processes and controls, quality documentation and records, and management philosophy |
| Quality Control (QC) | The implementation of all practices and policies designed to eliminate poor quality and variability in the production or service process; places the primary responsibility for quality at the source of the product of service |
| Results Benchmarking | A comparative technique in which an end product or service is examined; the focus is on product/ service specifications and performance results |
| Reverse Engineering | An end product or software program is examined using a process called reverse engineering |
| Six Sigma | A high-performance, data-driven approach to analyzing and solving the root causes of business problems; allows no more than 3.4 defects per million "opportunities" |
| Statistical Process Control (SPC) | The use of control techniques that are based on the theory that a process has natural variations in it over time, but uncommon variations are typically the points at which the process produces "errors," which can be defective goods or poor services |
| Strategic Benchmarking | A comparative technique that is non-industry specific and focuses on how companies compete, seeking to identify the winning strategies that have enabled high-performing companies to be successful in their marketplaces. |
| Total Quality Management (TQM) | A structural system for creating organization-wide participation in planning and implementing a continuous improvement process that exceeds the expectations of the customer/client; the application of quality principles to all company endeavors; is also know as total quality control. |
| Value | The characteristic of meeting the highest number of customer needs at the lowest possible price. |
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