TQM MIDTERM EXAM REVIEWER

total quality management 1. Total quality control, total quality leadership, continuous quality
improvement, quality management science, industrial quality management.

TQM 2. It provides both a management process for improvement of quality in all aspects of work.

Quality 3. Is defined as conformance to the requirements of users or customers and the satisfaction of
their needs and expectation

universal principles 4. Customer focus, management commitment, training, process capability and
control, measurement using quality- improvement tools.

quality improvement 5. Occurs when problems are eliminated permanently.

industrial experience 6. Shown that 85% of all problems are process problems, whereas the
remaining 15% are problems requiring the action and performance improvement of individual
employees.

TQM 7. Views the organization as a support structure rather than a command structure.

Essential of Quality System 8. Documents and records, organization, personnel, equipment,

purchasing and inventory, process control, information management, occurrence management,
assessment: external and internal, process improvement, customer service.

total quality management 9. Emphasizes the establishment of quality laboratory processes (QLPs),
quality control, quality assessment, quality improvement, quality planning.

Quality Controls 10. QC emphasizes statistical control procedures, but also includes non-statistical
check procedures, such as linearity checks, reagent and standard checks, and temperature monitors.

Quality Assessment 11. Currently applied, monitors of laboratory performance, such as: turnaround
time, specimen identification, patient identification, test utility.

quality improvement 12. Occurs when problems are eliminated permanently.

industrial experience 13. Industrial experience has shown that 85 percent of all problems, 15 percent
are problems requiring the action and performance improvement of individual employees.

Quality Problems 14. Primarily management problems because only management has the power to
change work processes.

Quality Planning 15. Necessary to standardize the remedy, establish measures for performance
monitoring, ensure that the performance achieved satisfies quality requirements, document the new QLP

Quality Management 16. A way of doing business

Total quality 17. A comprehensive and fundamental rule or belief for leading and operating an
organization, aimed at continually improving performance over the long term by focusing on customers
while addressing the needs of all stakeholders

Principles of TQM 18. Customer-Driven Organization; - Leadership; - Involvement of People; - Process

Approach; - Systems Approach to Management; - Continuous Improvement; - Factual Approach to
Decision Making; - Mutually Beneficial Supplier Relationships

Main Principles of TQM 19. Prevention; - Zero defects; - Getting things right the first time
Main Principle, Prevention 20. In the long run, it is cheaper to stop product defects than trying to find
them

21. Better not to produce at all than produce something defective 22. 100% customer satisfaction; Zero
defects

Quality Chains 23. Can be broken at any point by one person or one piece of equipment not meeting
the requirements of the customer

Quality Management System 24. Management system to direct and control an organization with
regard to quality

25. Quality Planning; - Quality Assurance; - Quality Control

Quality Planning (Criteria Driven) 26. It identifies the standard and determines how to satisfy those
Standards; - It lays out the roles and responsibilities, resources, procedures and processes to be utilized
for quality control and quality assurance

Quality Assurance (Prevention Driven) 27. It is the review to ensure aligning with the quality
standards - Planned and systematic quality activities provide the confidence that the standards will be
met

Quality Control (Inspection Driven) 28. It addresses the assessment conducted during Quality
Assurance for corrective actions; - Measure specific results to determine that they match the standards;
- Use of Statistical \ Process Control

Statistical Process Control 29. A methodology for monitoring a process to identify special causes of
variation and signal the need to take corrective action when appropriate

Statistical Process Control 30. A methodology for monitoring a process to identify special causes of
variation and signal the need to take corrective action when appropriate

DO 31. Map out and implement a trial run (PDCA)

CHECK 32. Analyze results; Draw conclusions (PDCA)

Act 33. Adopt, Adapt or Abandon the Intervention; Monitor; Hold the Gains (PDCA)

Guiding Principles of TQM 34. Customer focus; Continual improvement; Total participation and
teamwork

Stages of QM 35. Quality Inspection; Quality Control; Quality Assurance

Quality Gurus 36. Shewart; - Deming; - Juran; - Crosby; - Feigenbaum, Ishikawa (cause-and-effect
diagram)

Quality Awards 37. Baldrige Award (USA): created by law in 1987; Deming Prize (Japan); created in
1957

38. Headquartered in Geneva, officially established in 1947 39. Published in 1987; - a guideline for
developing an organizational system for documenting quality management-related processes and
procedures; - certification of suppliers, not products

Manufacturing Quality Focus 40. Tangible product features like: - Conformance, performance,
reliability, features

Service quality 41. Perception factors like courtesy, friendliness, promptness, waiting time, consistency
Categories of Cost of Quality 42. Prevention costs; Appraisal costs; Internal failure costs; External
failure costs

Prevention Costs 43. Costs of preparing an implementing a quality plan.

Appraisal Cost 44. Costs of testing, evaluating, and inspecting quality

Internal Failure Costs 45. Costs of scrap, rework, and material losses

External Failure Costs 46. Costs of failure at customer site, including returns, repairs and recalls.

Total Quality Management 47. Customer focus; -Continuous improvement; -Employee

empowerment; -Use of quality tools; -Product design; -Process management; -Managing supplier quality

Quality Awards and Standards 48. Malcolm Baldrige National Quality Award (MBNQA) The Deming
Prize ISO 9000 Certification ISO 14000 Standards

Malcolm Baldrige National Quality Award 49. Intended to reward and stimulate quality initiatives.
Given to no more than two companies in each of three categories; manufacturing, service, and small
business

Reasons why TQM Efforts Fail 50. Lack of a genuine quality culture; • Lack of top management
support and commitment; • Over- and under-reliance on SPC methods

ANSWERS:

1. C 11. C 21. C 31. A 41. D

2. A 12. D 22. C 32. B 42. D
3. D 13. D 23. D 33. B 43. A
4. A 14. C 24. B 34. A 44. A
5. B 15. B 25. A 35. C 45. C
6. D 16. A 26. C 36. D 46. B
7. C 17. A 27. B 37. A 47. B
8. A 18. A 28. D 38. D 48. A
9. A 19. B 29. C 39. B 49. B
10. B 20. B 30. D 40. C 50. D