encyclopedia of business excellence

5/26/2018 Encyclopedia of Business Excellence

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Concise Encyclopedia of Business Excellence

Competitive EdgeManagement Consultants

A complete reference tool ofleading edge business concepts,

practices, tools& techniques.


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A B C D E F G H I J K L M N O

P Q R S T U V W X Z

Main Menu

Navigation: Click on the first letter of the word you want to know about

For example, if you want to know about A passion for business excellence - click on A.

Concise Encyclopedia of Business Excellence

Note:Before starting the slide show Click on slide show, sub option set up show, then loop until esc


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FICCI - Competitive Edge

A

Affinity diagram

A Passion for business excellence

Activity chart

Accuracy

Action plan for excellence

Alignment

Analysis of variance

Appraisal cost

Arrow diagram

Assessment of excellence

Assignable cause

Audit of QMS

Discontent is the first step in the progress of a man or nation.Oscar Wilde

Click here


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The word passion means fire, thirst, obsession and craving. It isan Intense, high-wrought emotion that compels action.

Business excellence is a very dynamic term which aims atsuperior levels of performance in all areas of business viz- Businessresults, customer focus, leadership, people development,continuous learning, innovation and improvement, management byfacts and corporate social responsibility.

Business excellence is not a destination but a continuous journey.In order to achieve business excellence, one must first bepassionate about it.

A passion for business excellence

Click here for

additional links

Back to main menu

Back to beginning of chapter
http://localhost/var/www/apps/conversion/tmp/scratch_7/Excellence%20-%20Endless%20journey.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Excellence.ppt


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Accuracy

The characteristic of a measurement that tells how close anobserved value is to a true value.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Accuracy%20and%20precision.ppt


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Action plan

A specific method or process to achieve the results called for by oneor more objectives. May be simpler version of a project plan.Clickon the above link to see the example of a Business excellenceaction plan.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Action%20plan.ppt


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Activity chart

An activity chart lays out the tasks of a project in sequential orderand shows when each must take place.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Activity%20chart.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Acrivity%20chart%20example.xls


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Affinity diagram

A management tool used to organize information (usually gatheredduring brainstorming activity).
http://localhost/var/www/apps/conversion/tmp/scratch_7/Affinity%20diagram.ppt


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Alignment

The actions taken to ensure a process or activity supports theorganizationsstrategy, goals and objectives.

Note: See link on strategic planning also.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Strategic%20planning.ppt


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Analysis of variance (ANOVA)

A basic statistical technique for analyzing experimental data. Itsubdivides the total variation of a data set into meaningfulcomponent parts associated with specific sources of variation inorder to test a hypothesis on the parameters of the model or toestimate variance components. There are three models: fixed,

random and mixed.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Analysis%20of%20variance.ppt


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Appraisal cost

The cost involved in ensuring an organization is continually strivingto conform to customers quality requirements.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Appraisal%20cost.ppt


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Arrow diagram

A planning tool to diagram a sequence of events or activities(nodes) and the interconnectivity of such nodes. It is used forscheduling and especially for determining the critical path throughnodes.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Arrow%20diagram.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Arrow%20diagram%20example.xls


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Assessment

A systematic process of collecting and analyzing data to determinethe current, historical or projected status of an organization.

Click on the above links for assessment of business excellence.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Business%20excellence%20Score%20Sheet%20.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_7/Business%20excellence%20assessment.ppt


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Assignable cause

A name for the source of variation in a process that is not due tochance and therefore can be identified and eliminated. Also calledspecialcause.


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Audit

The inspection and examination of a process or quality system toensure compliance to requirements. An audit can apply to an entireorganization or may be specific to a function, process or productionstep.Click on the above link for audit of Quality ManagementSystem.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Auditing%20of%20QMS.ppt


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B

Balridge Award

Block diagram

Benchmarking

Business Excellence

Big Q, Little Q

Black belt (BB)

Breakthrough improvement

Business process reengineering

Best Practice

Brainstorming

Problems are only opportunities in work clothes.Henry J. Kaiser


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Balridge Award

The award was established by the U.S Congress in 1987 to raiseawareness of quality management and recognize U.S.Companiesthat have successfully implemented quality management. The UScommerce departments national institute of standards & technologymanages the award & American society for quality (ASQ)

administers it.

The Balridge award model is given on the next slide.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Baldrige%20Award.ppt


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Balridge Award Model

Management

of process quality (140)

Human Resource

development and

management (150)

Strategic

quality planning (60)

Information and

analysis (75)

System

Quality

& operational

results(180)

Customer

focus andsatisfaction(300)

Leadership (95)

Note: Figures in bracket indicate number of points kept for evaluation ( Total points = 1000 )

Results

Driver


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Benchmarking

An improvement process in which a company measures itsperformance against that of best in class companies, determineshow those companies achieved their performance levels and usesthe information to improve its own performance. The subjects thatcan be benchmarked include strategies, operations, processes and

procedures.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Benchmarking%20-%20technique.ppt


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Business Excellence

Business excellence is a very dynamic term which aims at superiorlevels of performance in all areas of business viz- Business results,customer focus, leadership, people development, continuouslearning, innovation and improvement, management by facts andcorporate social responsibility.
http://localhost/var/www/apps/conversion/tmp/scratch_7/Excellence.ppt


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Best practice

A superior method or innovative practice that contributes to theimproved performance of an organization. Usually recognized asbest by peer organizations.

Note:

FICCI also has an exclusive CD-ROM on Best practices for global competitiveness.

For more details contact [email protected]

FICCI C i i Ed
http://localhost/var/www/apps/conversion/tmp/scratch_7/Best%20practice%20companies.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Benchmarking%20best%20practices%20of%20Japan.ppt


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Big Q, Little Q

A term used to contrast the difference between managing forquality in all business processes and products (big Q) and managingfor quality in a limited capacity - traditionally only in factor productsand processes (little Q).

FICCI C titi Ed


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Black belt (BB)

Full-time team leader responsible for implementing processimprovement projects - define, measure, analyze, improve andcontrol (DMAIC) or define, measure, analyze, design and verify(DMADV) - within the business to drive up customer satisfactionlevels and business productivity.

FICCI C titi Ed
http://localhost/var/www/apps/conversion/tmp/scratch_7/Black%20belt.ppt


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Block diagram

A diagram that shows the operation, inter-relationships andinterdependencies of components in a system. Boxes or blocksrepresent the components; connecting lines between the blocksrepresent interfaces.

FICCI Competitive Edge


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Brainstorming

A technique to generate ideas on a subject, usually used forproblem solving.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Brain%20storming%20-%20tool.ppt


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Breakthrough improvement

A dynamic, decisive movement to a new, higher level ofperformance.

http://localhost/var/www/apps/conversion/tmp/scratch_7/DMAIC.ppt


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Business process reengineering (BPR)

The concentration on the improvement of business processes thatwill deliver outputs that will achieve results meeting the firmsobjectives, priorities and mission.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Business%20process%20reengg%20-%20technique.ppt


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CCause and effect diagram

Chain reaction

Change agent

Critical to Quality ( CTQ )

Charter

Checklist

Control Plan

Corrective action

Cost Management

Cost of poor quality

Critical processes

Creativity & Innovation

Culture change

Customer delight

CRM

Customer satisfaction

Common causes

Company culture

Competitive Edge

Conflict resolution

Corporate governance

Continuous improvement

Control chart

Customer supplier partnership

Cycle-time

Classification of defects

Customer Supplier model

Develop a healthy disrespect for the impossible.Gene Hoffman



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Cause and effect diagram

A tool for analyzing process dispersion. It is also referred to as theIshikawadiagram,because Kaoru Ishikawa developed it, and the fishbone diagram, because the complete diagram resembles afish skeleton. The diagram illustrates the main causes andsubcauses leading to an effect (symptom). The cause and effect

diagram is one of theseventools of quality.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Cause%20&%20effect%20example%204.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_7/Cause%20&%20effect%20example%203.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_7/Cause%20&%20effect%20example%202.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_7/Cause%20&%20effect%20example%201.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_7/Root%20cause%20analysis%20-%20tool.ppt


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Chain reaction

A chain of events described by Edwards Deming -

Improve quality, decrease costs, improve productivity, increasemarket with better quality and lower price, stay in business, providejobs and provide more jobs.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Quality,%20Cost%20&%20Profit%20relationship.ppt


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p g

Change agent

An individual from within or outside an organization who facilitateschange within the organization. May or may not be the initiator ofthe change effort.

Note:

FICCI also has an exclusive CD-ROM on .Managing Change in the new millennium.


http://localhost/var/www/apps/conversion/tmp/scratch_7/Change%20agent%20jobs.ppt


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p g

Critical to Quality ( CTQ )

CTQs (Critical to Quality) are the key measurable characteristics ofa product or process whose performance standards or specificationlimits must be met in order to satisfy the customer.

CTQs represent the product or service characteristics that are

defined by the customer (internal or external). A CTQ usually must be interpreted from a qualitative customer

statement to an actionable, quantitative business specification.

To put it in layman's terms, CTQs are what the customer expects ofa product... the spoken needs of the customer.

The customer may often express this in plain words, but it is up tous to convert them to measurable terms using tools such as QFD

etc.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Quality%20Function%20Deployment%20-%20tool.ppt


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Charter

A written commitment approved by management stating the scopeof authority for an improvement project or team.



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Checklist

A tool used to ensure all important steps or actions in an operationhave been taken. Checklists contain items important or relevant toan issue or situation.

Click on the link above to see the example of a product designcheck list.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Product%20Design%20checklist.ppt


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Classification of defects

The listing of possible defects of a unit, classified according to theirseriousness. Commonly used classifications: class A, class B, classC, class D; or critical, major, minor and incidental; or critical, majorand minor. Definitions of these classifications require carefulpreparation and tailoring to the product(s) being sampled to enable

accurate assignment of a defect to the proper classification. Aseparate acceptance sampling plan is generally applied to eachclass of defects.



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Common causes

Causes of variation that are inherent in a process over time. Theyaffect every outcome of the process and everyone working in theprocess.



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Company culture

A system of values, beliefs and behaviors inherent in a company. Tooptimize business performance, top management must define andcreate the necessary culture.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Employees%20quality%20culture.ppt


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Competitive Edge

Edge over competition.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Competitive%20Edge.xls


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Conflict resolution

The management of a conflict situation to arrive at a resolutionsatisfactory to all parties.



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Corporate governance

Corporate governance is about promoting corporate fairness,

transparency and accountability

Corporate governance is a topic recently conceived, as yet ill-defined, and consequently blurred at the edges.

corporate governance as a subject, as an objective, or as a regimeis to be followed for the good of shareholders, employees,

customers, bankers and indeed for the reputation and standing ofour nation and its economy



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Continuous improvement

A philosophy and attitude for analyzing capabilities and processesand improving them repeatedly to achieve the objective ofcustomer satisfaction.

Note:

FICCI also has an exclusive CD-ROM on Developing Continuous Improvement

as an organizational strategy.For more details contact [email protected]

http://localhost/var/www/apps/conversion/tmp/scratch_7/SMAIC%20Model.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_7/Continuous%20Improvement.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/continuous%20improvement%20-%20model.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Continuous%20improvement%20-%20Guidelines.ppt


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Control chart

A chart with upper and lower control limits on which values of somestatistical measure for series of samples or subgroups are plotted.The chart frequently shows a central line to help detect a trend ofplotted values toward either control limit.

http://localhost/var/www/apps/conversion/tmp/scratch_7/control%20charts.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Control%20Charts%20-%20tool.ppt


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Control Plan (CP)

A document that describes the required characteristics for thequality of a product or service, including measures and controlmethods.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Product%20Design%20checklist.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/control%20charts.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Control.ppt


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Corrective action

The implementation of solutions resulting in the reduction orelimination of an identified problem.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Zero%20defects%20-%20technique.ppt


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Cost Management

Activities that result in efficient management of overall costs in an

organization. The term should not be confused with cost cutting.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Cost%20management%20-%20model.ppt


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Cost of poor quality (COPQ)

The costs associated with providing poor quality products or

services. There are four categories of costs:internal failure costs(costs associated with defects found before the customer receivesthe product or service). External failure costs (costs associated withdefects found after the customer receives the product or service),appraisal costs (costs incurred to determine the degree of

conformance to quality requirements) and prevention costs (costsincurred to keep failure and appraisal costs to a minimum).

http://localhost/var/www/apps/conversion/tmp/scratch_7/Quality%20costs%20function%20wise.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Cost%20of%20Quality.ppt


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Creativity & Innovation

Processes that present serious potential dangers to human life,health and the environment or that risk the loss of every large sumsof money or customers.

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Critical processes

Processes that present serious potential dangers to human life,health and the environment or that risk the loss of every large sumsof money or customers.



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Culture change

A major shift in the attitudes, norms, sentiments, beliefs, values,operating principles and behavior of an organization.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Culture.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Employees%20quality%20culture.ppt


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Customer delight

The result of delivering a product or service that exceeds customerexpectations.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Customer%20satisfaction%20Management.ppt


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Customer relationship management (CRM)

A strategy used to learn more about customers needs &behaviors to develop stronger relationships with them. It bringstogether information about customers, sales, marketingeffectiveness, responsiveness & market trends. It helpsbusinesses use technology & human resources to gain insightinto behavior of customers & the value of those customers.

Note:

FICCI also has an exclusive CD-ROM on Customer Relationship Management.


http://localhost/var/www/apps/conversion/tmp/scratch_7/CRM.ppt


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Customer satisfaction (CS)

The result of delivering a product or service that meets customerrequirements.

Click on the above links to know more about maximizingcustomer satisfaction.

Note:

FICCI also has an exclusive CD-ROM on Strategies for becoming a Customer

Driven Organization.For more details contact [email protected]

http://localhost/var/www/apps/conversion/tmp/scratch_7/Survey%20Are%20you%20customer%20driven.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_7/Customers%20-%20Best%20practices.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Customer%20loyalty.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Customer%20practices%20of%20global%20leaders.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Customer%20satisfaction%20measurement.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Customer%20satisfaction%20Management.ppt


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Customer Supplier model

A model depicting inputs flowing into a work process that, inturn, add value and produce outputs delivered to a customer.Also called customer- supplier methodology.

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Customer supplier partnership

A long term relationship between a buyer & supplier characterizedby team work & mutual confidence. The supplier is considered anextension of buyers organization. The partnership is based onseveral commitments. The buyer provides long-term contracts &uses fewer suppliers. The supplier implements quality assuranceprocesses in order to minimize incoming inspection. The supplieralso helps the buyer to reduce costs & improve the products &process designs.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Supplier%20quality%20improvement.ppt


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Cycle-time

The elapsed time between the start and completion of a task or an

entire process. For example in order processing it can be the timebetween receipt of the order and final delivery / collection ofpayments from the customers.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Cycle%20time.ppt


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D

Deming prize

Defectives - prevention

Deming cycle

Delighter

Deming - Quality Guru

Deployment

Design of experiments

Diagnosis

Diagnostic journey

Dissatisfiers

Distribution (statistical)

DMAIC

DMADV

Driving forces

What is now proved was once only imagined.William Blake



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Defective

A defective unit; a unit of product that contains one or more

defects with respect to the quality characteristic(s) underconsideration.

Click on the above links for defective prevention tools & techniques.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Failure%20mode%20&%20effect%20analysis%20-%20tool.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Mistake%20proofing%20-%20technique.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/reducing%20defectives.ppt


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Delighter

A feature of a product or service that a customer does not expectto receive but that gives pleasure to the customer when received.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Exceeding%20expectations.ppt


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Deming - Quality Guru

A prominent consultant, author and teacher on the subject ofquality.Deming published more than 200 works including, Quality,Productivity, Competitive positionandOut of crisis.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Deming%20-%20Quality%20Guru.ppt


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Deming cycle

Plan-Do-Check-Act ( PDCA Cycle ):- A four step process for qualityimprovement. In the first step (PLAN), A plan to effectimprovement is developed. In the Second step (DO), the plan iscarried out. In the third step ( CHECK), the effects of the plan areobserved. In the last step (ACT) ,Action is taken to carry out theplan after making necessary corrections. This is repeated till theoriginal plan is achieved.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Deming%20Cycle.ppt


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Deming prize

Award given annually to organizations that, according to the awardguidelines, have successfully applied company wide quality controlbased on statistical quality control and will keep up with it in future.Although the award is named in honor of W. Edwards Deming, itscriteria are not specifically related to Demingsteachings. There arethree separate divisions for the award: the Deming applicationprize for individuals and the Deming prize for overseas companies.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Deming%20Prize%20award.ppt


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Deployment

Dispersion, dissemination, broadcasting or spreading of acommunication throughout an organization, downward andlaterally.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Quality%20Policy%20Deployment.ppt


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Design of experiments (DOE)

A brand of applied statistics dealing with planning, conducting,analyzing and interpreting controlled tests to evaluate the factorsthat control the value of a parameter or group of parameters.

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Diagnosis

The activity of discovering the cause(s) of quality deficiencies; theprocess of investigating symptoms, collecting and analyzing dataand conducting experiments to test theories to determine the rootcause(s) of deficiencies.



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Diagnostic journey and remedial journey

A two-phase investigation used by teams to solve chronic qualityproblems. In the first phase, the diagnostic journey, the teamjourneys from the symptom of a chronic problem to its cause. Inthe second phase, the remedial journey, the team journeys fromthe cause to its remedy.



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Dissatisfiers

The features or functions a customer expects that either are notpresent or are present but adequate; also pertains to employeesexpectations.



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Distribution (statistical)

The amount of potential variation in the outputs of a process,typically expressed by its shape, average or standard deviation.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Normal%20distribution%20example.ppt


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DMADV

A data driven quality strategy for designing products and processes,it is an integral part of a Six Sigma quality initiative. It consists offive interconnected phases: define, measure, analyze, design andverify.



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DMAIC

A data driven quality strategy for improving processes and anintegral part of a Six Sigma quality initiative. DMAIC is an acronymfor define, measure, analyze, improve and control.

http://localhost/var/www/apps/conversion/tmp/scratch_7/DMAIC.ppt


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Driving forces

Forces that tend to change a situation in desirable ways.


E


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E

Excellence

ERP

Empowerment

Emotional intelligence

Efficient processes

Employee attitude

Eighty-twenty (80-20)

Eliminating non value adding

activities

Expectations

Experimental design

External Customer

Ethics

Employee motivation

Employee recognition

Employee retention

Employees - theory of needs

Employees - Quality culture

European Quality award

Innovation is the relentless pursuit of perfection.Toyota Motor Sales



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Excellence

There are no absolutes whereExcellence is concerned. Excellence

is a comparative concept, and always will be dynamic. It iscontinuously striving to achieve superior levels of performance.

Click on the above link to know more about business Excellence.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Excellence.ppt


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ERP ( Enterprise Resource Planning )

ERPDescribes software systems designed to manage most or allaspects of a manufacturing or distribution enterprise (an expandedversion of MRP systems). ERP systems are usually broken down into

modules such as Financials, Sales, Purchasing, InventoryManagement, Manufacturing, MRP, DRP. The modules are designedto work seamlessly with the rest of the system and should provide aconsistent user interface between them. These systems usuallyhave extensive set-up options that allow you to customize theirfunctionality to your specific business needs.



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Emotional Intelligence

The ability to accurately interpret & appropriately manageemotional dynamics in oneself & others . . . in ways that enhancewell-being & success.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Emotional%20intelligence.ppt


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Efficient process

A term describing a process that operates effectively whileconsuming the minimum amount of resources (such as labor, timeand money).

See link above for process improvement model

http://localhost/var/www/apps/conversion/tmp/scratch_7/Process%20improvement%20model.ppt


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Eighty-twenty (80-20)

A term referring to the Pareto principle, which was first defined byJ.M. Juran in 1950. The principle suggests most effect come fromrelatively few causes; that is 80% of the effects come from 20% ofthe possible causes.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Pareto%20analysis-%20tool.ppt


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Eliminating non value adding activities

Activities that do not add any value to customers or business.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Eliminating%20non%20value%20adding%20activities.ppt


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Employee attitude

Attitude means a settled opinion or way of thinking and actingunder various circumstances.

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Employee motivation

Set of activities that stimulate the interest of employees andencourages them to give their best.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Employee%20motivation.ppt


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Employee recognition

Activities that acknowledge and appreciate the good work of theemployees.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Employee%20recognition.ppt


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Employee retention

The ability of retaining talent within the organization.

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Employees - theory of needs

This represents Maslowstheory of 5 human needs

1. Physiological

2.Safety

3. Social

4. Self-esteem

5. Actualization

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Employees - Quality culture

A common set of values, beliefs, attitudes, perceptions andaccepted behaviors shared by individuals within an organization

that produce quality results.

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European Quality award

In 1988, fourteen chief executives of leading European countriesformed the European foundation for quality management (EFQM)with the aim of enhancing the competitive position of Europeancountries in the world market. The key thrust for the EFQM isaround the area of recognition and it is this thrust which has lead tothe creation of European quality award.

http://localhost/var/www/apps/conversion/tmp/scratch_7/European%20quality%20award.ppt


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Empowerment

A condition whereby employees have the authority to makedecisions and take action in their work areas without prior approval.For example, an operator can stop a production process if he or shedetects a problem, or a customer service representative can sendout a replacement product if a customer calls with a problem.



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Ethics

The practice of applying a code of conduct based on moral

principles to day to day actions to balance what is fair to individualsor organizations and what is right for the society.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Ethical%20practices.ppt


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Expectations

Customer perceptions about how an organizations products andservices will meet heir specific needs and requirements.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Exceeding%20expectations.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/customer%20expectations.xls


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Experimental design

A formal plan that details the specifics for conducting anexperiment, such as which responses, factors, levels, blocks,treatments and tools are to be used.



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External customer

A person or organization that receives a product, service or

information but is not the part of the organization supplying it.

See Customersatisfactionsection under C for more details


F


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F

Facilitator

Failure

Five S

Failure cost

Failure mode effects analysis

Fitness for use

FMECA

Feedback

Five whys

Flowchart

Focus group

Force field analysis

14 points of quality

Frequency distribution

Function

Funnel experiment

The best way to predict the future is to create it.Peter Drucker



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Facilitator

A specifically trained person who functions as a teacher, coach andmoderator for a group, team or organization.



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Failure

The inability of an item, product or service to perform requiredfunctions on demand due to one or more defects.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Cost%20of%20Quality.ppt


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Failure cost

The cost resulting from the occurrence of defects.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Cost%20of%20Quality.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Failure%20mode%20&%20effect%20analysis%20-%20tool.ppt


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Failure mode effects analysis (FMEA)

A procedure in which each potential failure mode in every subitemof an item is analyzed to determine its effect on other subitems andon the required function of the item.


Failure mode effects and criticality analysis
http://localhost/var/www/apps/conversion/tmp/scratch_7/Failure%20mode%20&%20effect%20analysis%20-%20tool.ppt


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(FMECA)

A procedure that is performed after a failure mode effects analysisto classify each potential failure effect according to its severity andprobability of occurrence.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Custmer%20survey%20forms.xls


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Feedback

Communication from customers about how delivered products orservices compare with customer expectations.

Click on the above link for feedback forms for various industries.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Custmer%20survey%20forms.xlshttp://localhost/var/www/apps/conversion/tmp/scratch_7/Juran.ppt


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Fitness for use

A term used to indicate that a product or service fits the customersdefined purpose for that product or service.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Juran.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Five%20S%20-%20%20technique.ppt


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Five Ss

Five terms beginning with Sutilized to create a workplace suitedfor visual control and lean production. Seiri means to separate

needed tools, parts and instructions from unneeded materials and toremove the latter. Seitonmeans to neatly arrange and identify partsand tools for ease of use. Seiso means to conduct a cleanupcampaign. Seiketsu means to conduct seiri, seiton and seiso atfrequent, indeed daily, intervals to maintain a workplace in perfect

condition.Shitsuke means to form the habit of always following thefirst four Ss.

http://localhost/var/www/apps/conversion/tmp/scratch_7/Five%20S%20-%20%20technique.ppt


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Five whys

A technique for discovering the root causes of a problem andshowing the relationship of causes by repeatedly asking thequestion,Why?.


Fl h
http://localhost/var/www/apps/conversion/tmp/scratch_7/Flow%20charting%20-%20technique.ppt


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Flowchart

A graphical representation of the steps in a process. Flowcharts aredrawn are to better understand processes. The flowchart is one oftheseventools of quality.


F
http://localhost/var/www/apps/conversion/tmp/scratch_7/Flow%20charting%20-%20technique.ppt


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Focus group

A group, usually of 8 to 10 persons, that is invited to discuss anexisting or planned product, service or process.


F fi ld l i
http://localhost/var/www/apps/conversion/tmp/scratch_7/Force%20field%20analysis.ppt


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Force field analysis

A technique for analyzing the forces that aid or hinder an

organization in reaching an objective. An arrow pointing to anobjective is drawn down the middle of a piece of paper. The factorsthat will aid the objectives achievement, called the driving forces,are listed on the left side of the arrow. The factors that will hinder itsachievement, called the restraining forces are listed on the right side

of the arrow.


14 i t f lit W Ed d D i
http://localhost/var/www/apps/conversion/tmp/scratch_7/Force%20field%20analysis.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Deming%20-%20Quality%20Guru.ppt


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14 points of quality - W. Edwards Deming

1. Create consistency of purpose with a plan.

2. Adapt the new philosophy of quality.

3. Cease dependence on mass inspection.

4. End the practice of choosing suppliers solely on price.

5. Identify problems and work continuously to improve the system.

6. Adopt modern methods of training on the job

7. Change the focus from production numbers ( quantity ) to quality

Contd...


14 i t f lit td
http://localhost/var/www/apps/conversion/tmp/scratch_7/Deming%20-%20Quality%20Guru.ppt


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14 points of quality contd

8. Drive out fear

9. Break down barriers between departments

10. Stop requesting improved quality without providing methods to

achieve it.

11. Eliminate work standards that prescribe numerical quotas

12. Remove barriers to pride of workmanship

13. Institute vigorous education and training

14. Create structure in top management that will emphasize thepreceding thirteen points every day.


F di t ib ti ( t ti ti l)


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Frequency distribution (statistical)

A table that graphically presents a large volume of data so thecentral tendency (such as the average or mean) and distribution areclearly displayed.


F ti


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Function

A group of related actions contributing to a larger action.


F l i t
http://localhost/var/www/apps/conversion/tmp/scratch_7/funnel%20experiment.ppt


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Funnel experiment

An experiment that demonstrates the effects of tampering. Marbles

are dropped through a funnel in an attempt to hit a flat surfacedtarget below. The experiment shows that adjusting a stable processto compensate for an undesirable result or an extraordinarily goodresult will produce output that is worse than if the process had beenleft alone.


G
http://localhost/var/www/apps/conversion/tmp/scratch_7/funnel%20experiment.ppt


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G

Gain sharing

Gantt chart

Gap analysis

Goal

Green belt (GB)

Group dynamic

Leaders need not be world-famous to be world-class.Chang, Labovitz and Rosansky


Gain sharing


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Gain sharing

A reward system that shares the monetary results of productivitygains among owners and employees.


Gantt chart
http://localhost/var/www/apps/conversion/tmp/scratch_7/Activity%20chart.ppt


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Gantt chart

A type of activity bar chart used in process planning and control todisplay planned work and finished work in relation to time.


Gap analysis
http://localhost/var/www/apps/conversion/tmp/scratch_7/Activity%20chart.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Benchmarking%20-%20technique.ppt


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Gap analysis

The comparison of a current condition to the desired state.


Goal
http://localhost/var/www/apps/conversion/tmp/scratch_7/Benchmarking%20-%20technique.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Goals%20to%20guide.ppt


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Goal

A broad statement describing a desired future condition orachievement without being specified about how much and when.


Green belt (GB)
http://localhost/var/www/apps/conversion/tmp/scratch_7/Goals%20to%20guide.ppt


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Green belt (GB)

A business team leader responsible for managing projects and

implementing improvement in his or her organization. An employeeof an organization who has been trained on the improvementmethodology of Six Sigma and will lead a process improvement orquality improvement team as part of his or her full-time job.


Group dynamic


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Group dynamic

The interaction (behavior) of individuals within a team meeting.


H


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H

Hawthorne effect

HACCP

Hoshin planning

HALT

Histogram

HASA

HASS

House of quality

There is only one valid definition of business purpose:to create a customer.

Peter Drucker


Hawthorne effect
http://localhost/var/www/apps/conversion/tmp/scratch_7/Hawthorne%20effect.ppt


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Hawthorne effect

An increase in worker productivity produced by the psychologicalstimulus of being singled out and made to feel important.


Hazard analysis and critical control point ( HACCP)
http://localhost/var/www/apps/conversion/tmp/scratch_7/Hawthorne%20effect.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/HACCP.ppt


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y p ( )

A quality management system for effectively and efficiently ensuringfarm to table food safety in the united states. HACCP regulations forvarious sectors are established by the United States Dept ofAgriculture and the Food and Drug Administration.


Highly accelerated life test (HALT)
http://localhost/var/www/apps/conversion/tmp/scratch_7/HACCP.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Reliability%20improvement%20-%20technique.ppt


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Highly accelerated life test (HALT)

A process developed to uncover design defects and weaknesses in

electronic and mechanical assemblies using a vibration systemcombined with rapid high and low temperature changes. Thepurpose of HALT is to optimize product reliability by identifying thefunctional and destructive limits of a product. HALT addressesreliability issues at an early stage in product development.


Highly accelerated stress audits (HASA)
http://localhost/var/www/apps/conversion/tmp/scratch_7/Reliability%20improvement%20-%20technique.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Reliability%20improvement%20-%20technique.ppt


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A technique in which a sample of parts is taken and subjected to

stresses similar to the levels and duration for HALT. In monitoringthe production process, the intent of HASA is to detect slight shifts inthe attributes of the product so corrective actions can be taken andimplemented before the performance of outgoing productapproaches the specifications.

Highly accelerated stress audits (HASA)


Highly accelerated stress screening (HASS)
http://localhost/var/www/apps/conversion/tmp/scratch_7/Reliability%20improvement%20-%20technique.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Reliability%20improvement%20-%20technique.ppt


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A technique for production screening that rapidly exposes process or

production screening that rapidly exposes process or productionflaws in products. Its purpose is to expose a product to optimizedproduction screens without affecting product reliability. Unlike HALT,HASS uses nondestructive stresses of extreme temperatures andtemperature change rates with vibration.

Highly accelerated stress screening (HASS)


Histogram
http://localhost/var/www/apps/conversion/tmp/scratch_7/Reliability%20improvement%20-%20technique.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Histogram.ppt


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Histogram

A graphic summary of variation in a set of data. The pictorial nature

of the histogram lets people see patterns that are difficult to detectin a simple table of numbers. The histogram is one of the seventools of quality.


Hoshin planning
http://localhost/var/www/apps/conversion/tmp/scratch_7/Histogram.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Quality%20Policy%20Deployment.ppt


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Hoshin planning

Breakthrough planning. A Japanese strategic planning process in

which a company develops up to four vision statements that indicatewhere the company should be in the next five years. Company goalsand work plans are developed based on the vision statements.Periodic audits are then conducted to monitor progress. Hoshinplanning is also referred to policy deployment.


House of quality
http://localhost/var/www/apps/conversion/tmp/scratch_7/Quality%20Policy%20Deployment.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Quality%20Function%20Deployment%20-%20tool.ppt


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House of quality

A product planning matrix, somewhat resembling a house, that is

developed during quality function deployment and shows therelationship of customer requirements to the means of achievingthese requirements.


I
http://localhost/var/www/apps/conversion/tmp/scratch_7/Quality%20Function%20Deployment%20-%20tool.ppt


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I

Inspection

Improvement

In-control process

International marketing

Incremental improvement

Indicators

Inspection cost

Internal customer

Internal failure

ISO

ISO 14000

ISO 9000 series standards

I failed my way to success.

Thomas Edison


Improvement
http://localhost/var/www/apps/conversion/tmp/scratch_7/Growing%20&%20declining%20orgn.ppt


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Improvement

The positive effect of a process change effort.


In-control process
http://localhost/var/www/apps/conversion/tmp/scratch_7/Growing%20&%20declining%20orgn.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/control%20charts.ppt


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In control process

A process in which the statistical measure being evaluated is in a

state of statistical control; in other words, the variations among theobserved sampling results can be attributed to a constant system ofchance causes.


http://localhost/var/www/apps/conversion/tmp/scratch_7/control%20charts.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Continuous%20Improvement.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/continuous%20improvement%20-%20model.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Continuous%20improvement%20-%20Guidelines.ppt


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Improvements that are implemented on a continual basis.


Indicators
http://localhost/var/www/apps/conversion/tmp/scratch_7/Continuous%20Improvement.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/continuous%20improvement%20-%20model.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Continuous%20improvement%20-%20Guidelines.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Measures%20of%20business%20excellence.ppt


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Indicators

Established measures used to determine how well an organization ismeeting its customers needs as well as other operational andfinancial performance expectations.


International marketing
http://localhost/var/www/apps/conversion/tmp/scratch_7/Measures%20of%20business%20excellence.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/international%20marketing.ppt


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te at o a a et g

There are some fundamental and vitally important questions whichcompanies seeking to expand internationally must address if they are

to be successful.

Click on the link above to see the questions.


Inspection
http://localhost/var/www/apps/conversion/tmp/scratch_7/international%20marketing.ppt


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p

Measuring, examining, testing and gauging one or more

characteristics of a product or service and comparing the results withspecified requirements to determine whether conformity is achievedfor each characteristic.


Inspection cost
http://localhost/var/www/apps/conversion/tmp/scratch_7/Appraisal%20cost.ppt


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p

The cost associated with inspecting a product to ensure it meets theinternal or external customersneeds and requirements; an appraisalcost.


Internal customer
http://localhost/var/www/apps/conversion/tmp/scratch_7/Appraisal%20cost.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Customer%20supplier%20-%20model.ppt


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The recipient (person or department) within an organization of

another persons or departments output (product, service orinformation).


Internal failure
http://localhost/var/www/apps/conversion/tmp/scratch_7/Customer%20supplier%20-%20model.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Cost%20of%20Quality.ppt


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A product failure that occurs before the product is delivered to

external customers.


International organization for standardisation,

known as ISO


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A network of national standards institutes from 140 countries

working in partnership with international organizations,governments, industry, business and consumer representatives todevelop and publish international standards. Acts as a bridgebetween public and private sectors.


ISO 14000
http://localhost/var/www/apps/conversion/tmp/scratch_7/ISO%2014000%20Environment.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/ISO%2014000%20concerns.ppt


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An environmental management standard related to what

organizations do that affects their physical surroundings. In theprocess of being made compatible with ISO 9000.

Note:

FICCI also has an exclusive CD-ROM on Environment Management Systems.



ISO 9000 series standards
http://localhost/var/www/apps/conversion/tmp/scratch_7/ISO%209000%20Standards.ppt


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A set of international standards on quality management and qualityassurance developed to help companies effectively document thequality system elements to be implemented to maintain an efficient

quality system. The standards, initially published in 1987, are notspecific to any particular industry, product or service. The standardswere developed by the International Organization for Standardisation,known as ISO, a specialised international agency for standardisationcomposed of the national standards bodies of 91 countries. The

standards underwent major revision in the year 2000.

Note:

FICCI also has an exclusive CD-ROM on .Application of process approach for

implementing ISO 9000 : 2000.For more details contact [email protected]


J


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Juran trilogy

Just-in-time

If I have seen further - it is standing on the shoulders of giants.

Isaac Newton


Juran trilogy
http://localhost/var/www/apps/conversion/tmp/scratch_7/Juran.ppt


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Three managerial processes identified by J.M Juran for use in

managing for quality: quality planning, quality control and qualityimprovement.


Just-in-time (JIT) manufacturing
http://localhost/var/www/apps/conversion/tmp/scratch_7/Just%20in%20time%20-%20technique.ppt


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An optimal material requirement planning system for a

manufacturing process in which there is little or no manufacturingmaterial inventory on hand at the manufacturing site and little or noincoming inspection.


K
http://localhost/var/www/apps/conversion/tmp/scratch_7/Just%20in%20time%20-%20technique.ppt


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Kaizen

Key process

Key results area

Kanban

If you have a horse and a wagon you have three things: a horse, a wagonand a horse-wagon.

Chinese proverb


Kaizen
http://localhost/var/www/apps/conversion/tmp/scratch_7/Kaizen%20-%20technique.ppt


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A Japanese term that means gradual unending improvement by

doing little things better and setting and achieving increasinglyhigher standards. Masaaki Imai made the term famous in his book,Kaizen: The key to Japanscompetitive success.


Kanban
http://localhost/var/www/apps/conversion/tmp/scratch_7/Kanban.ppt


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A Japanese term for one of the primary tools of a just-in-time

system. It maintains an orderly and efficient flow of materialsthrough out the entire manufacturing process. It is usually a printedcard that contains specific information such as part name,description & quantity.


Key process
http://localhost/var/www/apps/conversion/tmp/scratch_7/Process%20classification%20framework.ppt


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A major system level process that supports the mission and satisfies

major consumer requirements.


Key results area
http://localhost/var/www/apps/conversion/tmp/scratch_7/Goals%20to%20guide.ppt


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A major category of customer requirements that is critical for the

organizations success.


L


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Leader

Leadership

Life cycle stages

Listening post

Lost customer analysis

Lean Manufacturing

An eye to the future, an ear to the ground.

General motors


Leader


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An individual who is recognized by others as a person they willfollow.


Leadership
http://localhost/var/www/apps/conversion/tmp/scratch_7/Leadership%20new%20role.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Leadership%20best%20practices.ppt


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An essential part of a quality improvement effort. Organization

leaders must establish a vision, communicate that vision to those inthe organization and provide the tools and knowledge necessary toaccomplish the vision.


Lean manufacturing
http://localhost/var/www/apps/conversion/tmp/scratch_7/Lean%20Management.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Total%20productivity%20maintenance%20-%20technique.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Five%20S%20-%20%20technique.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Just%20in%20time%20-%20technique.ppt


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Lean manufacturing is an initiative focussed on eliminating all waste

in a manufacturing process. Principles of lean include zero waitingtime, zero inventory, scheduling (internal customer pull instead ofpush system), batch to flow (cut batch sizes), line balancing &cutting actual process times.


Life cycle stages


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Design, manufacturing, assembly, installation, operation and

shutdown of product.


Listening post


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An individual who, by virtue of his or her potential for having contact

with customers, is designated to collect, document and transmitpertinent feedback to a central collection authority within theorganization.


Lost customer analysis


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Analysis conducted to determine why a customer or a class of

customers, was lost.


M


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Management review

Measures of Business Excellence

Master Black Belt

Mean time between failures

Mean

Measurement

Mission

Muda

Mistake proofing

The secret of success is constancy to purpose.

Benjamin Disraeli


Management review


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A periodic meeting of management at which it reviews the statusand effectiveness of the organizations quality management system.


Master Black Belt (MBB)
http://localhost/var/www/apps/conversion/tmp/scratch_7/Black%20belt.ppt


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Six Sigma or quality experts responsible for strategic

implementations within the business. The Master Black Belt isqualified to teach other Six Sigma facilitators the methodologies,tools and applications in all functions and levels of the company andis a resource for utilizing statistical process control within processes.


Mean


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A measure of central tendency; the arithmetic average of allmeasurements in a data set.


Mean time between failures (MTBF)
http://localhost/var/www/apps/conversion/tmp/scratch_7/Reliability%20improvement%20-%20technique.ppt


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The average time interval between failures for repairable product fora defined unit of measure; for example, operating hours, cycles andmiles.


Measure
http://localhost/var/www/apps/conversion/tmp/scratch_7/Measures%20of%20business%20excellence.ppt


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The criteria, metric or means to which a comparison is made withoutput.

Click on the above link to see theMeasuresof business excellence


Measurement
http://localhost/var/www/apps/conversion/tmp/scratch_7/Measurement.ppt


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The act or process of quantitatively comparing results withrequirements.


Mistake proofing
http://localhost/var/www/apps/conversion/tmp/scratch_7/Mistake%20proofing%20-%20technique.ppt


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Mistake proofing is a scientific technique for improvement of

operating systems including materials, machines and methods withan aim of preventing problems due to human error.


Mission
http://localhost/var/www/apps/conversion/tmp/scratch_7/Mission.ppt


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An organizationspurpose.


Muda
http://localhost/var/www/apps/conversion/tmp/scratch_7/Waste%20reduction.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Eliminating%20non%20value%20adding%20activities.ppt


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Muda is a Japanese term for waste. Any activity that consumesresources but does not add any for the customers is termed asMuda.


N


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New Product development

Next operation as customer

Norm (behavioral)

Niche Marketing

Nonconformity

Nonvalue added

NDT

Nonparametric tests

Normal distribution

Who has begun has half done.

HoraceFICCI - Competitive Edge

New Product Development
http://localhost/var/www/apps/conversion/tmp/scratch_7/New%20product%20development%20cycle%20-%20model.ppt


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Activities that must be performed in a systematic manner to ensure

the success of the product in the market.


Next operation as customer
http://localhost/var/www/apps/conversion/tmp/scratch_7/Customer%20supplier%20-%20model.ppt


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The concept of internal customers in which every operation is both areceiver and a provider.


Niche Marketing
http://localhost/var/www/apps/conversion/tmp/scratch_7/Niche%20marketing%20-%20model.ppt


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Marketing Activities that help organizations to obtain comfortablemarket share and gives them a clear edge over their competitors.


Nonconformity
http://localhost/var/www/apps/conversion/tmp/scratch_7/Non%20conformities.ppt


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The nonfulfillment of a specified requirement.


Nondestructive testing and evaluation (NDT,

NDE)


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Testing and evaluation methods that do not damage or destroy theproduct being tested.


Nonparametric tests


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Nonparametric tests are often used in place of their parametriccounterparts when certain assumptions about underlying populationare questionable. For example, when comparing two independentsamples, the Wilcoxon Mann-Whiney test does not assume thedifference between the samples is normally distributed, whereas itsparametric counterpart, the two-sample t-test, does. Nonparametrictests may be, and often are, more powerful in detecting populationdifferences when certain assumptions are not satisfied. All testsinvolving ranked data ( data that can be put in order) arenonparametric.


Nonvalue added
http://localhost/var/www/apps/conversion/tmp/scratch_7/Eliminating%20non%20value%20adding%20activities.ppt


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A term that describes a process step or function that is not required

for the direct achievement of process output. This step or function isidentified and examined for potential elimination.


Norm (behavioral)


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Expectations of how a person or persons will behave in a given

situation based on established protocols, rules of conduct oraccepted social practices.


Normal distribution (statistical)
http://localhost/var/www/apps/conversion/tmp/scratch_7/Normal%20distribution%20example.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Normal%20distribution%20statistical.ppt


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The charting of a data set in which most of the data points areconcentrated around the average (mean), thus forming a bell shapedcurve.


O


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Objective

Organizational internal health assessment

Out-of-control process

Out of spec

Organizational change - role of CEO

Great works are performed not by strength, but by perseverance.

Samuel JohnsonFICCI - Competitive Edge

Objective
http://localhost/var/www/apps/conversion/tmp/scratch_7/Objectives.ppt


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A specific statement of a desired short-term condition orachievement; includes measurable end results to be accomplished byspecific teams or individuals within time limits.


Organizational internal health assessment
http://localhost/var/www/apps/conversion/tmp/scratch_7/Internal%20health.xls


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Click on the above link for assessment of internal health of yourorganization.

Note: It is extremely important to score very well on thisassessment in order to satisfy your external customers.


Out-of-control process
http://localhost/var/www/apps/conversion/tmp/scratch_7/control%20charts.ppt


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A process in which the statistical measure being evaluated is not in astate of statistical control. In other words, the variations among theobserved sampling results can be attributed to a constant system ofchance causes.


Out of spec


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A term that indicates a unit does not meet a given requirement.


Organizational Change - Role of a CEO
http://localhost/var/www/apps/conversion/tmp/scratch_7/Org%20change%20CEO%20role.ppt


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Change management is the process, tools and techniques to managethe people-side of business change to achieve the required business

outcome.A CEO plays the most important role in any organizationschange management.

Click on the above link for CEOsrole in change management.


P


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Pareto chart

Partnership/alliance

Prevention cost

PDCA

Performance standard

Preventative action

Policy

Precision

Probability (statistical)

Problem solving

Procedure

Process

Process capability

Process capability index

Process control

Process management

Process improvement

Process map

Process owner

Process quality

Product design - checklist

Product or service liability

Product warranty

Profound knowledge

Project management

Project team

Pull System

Process reengineering

Pokayoke

Every difficulty yields to the enterprising - G HolmanFICCI - Competitive Edge

Pareto chart
http://localhost/var/www/apps/conversion/tmp/scratch_7/Pareto%20analysis-%20tool.ppt


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A graphical tool for ranking causes from most significant to leastsignificant. It is based on the Pareto principle, which was first definedby J.M. Juran in 1950. The principle, named after 19th centuryeconomist Vilfredo Pareto, suggests most effects come from 20% ofthe possible causes. The Pareto chart is one of the seven tools ofquality.


Partnership/alliance
http://localhost/var/www/apps/conversion/tmp/scratch_7/Supplier%20quality%20improvement.ppt


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Both a strategy and a formal relationship between a supplier and acustomer that promotes cooperation for the benefit of both parties.


PDCA
http://localhost/var/www/apps/conversion/tmp/scratch_7/Deming%20Cycle.ppt


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Plan-Do-Check-Act ( PDCA Cycle ):- A four step process for qualityimprovement. In the first step (PLAN), A plan to effect improvement

is developed. In the Second step (DO), the plan is carried out. In thethird step ( CHECK), the effects of the plan are observed. In thelast step (ACT) ,Action is taken to carry out the plan after makingnecessary corrections. This is repeated till the original plan isachieved.


Performance standard


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The metric against which a complete action is compared.


Policy
http://localhost/var/www/apps/conversion/tmp/scratch_7/Policy.ppt


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An overarching plan (direction) for achieving organizations goals.


Pokayoke
http://localhost/var/www/apps/conversion/tmp/scratch_7/Pokayoke%20-%20technique%20.ppt


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Poka-Yoke is a Japanese term which means Mistake proofing. A Poka-Yoke device or system is one that prevents incorrect parts from beingmade or assembled or easily identifies any flaw or error.


Precision


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The aspect of measurement that addresses repeatedly or consistencywhen an identical item is measured several times.


Preventative action


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Action taken to remove or improve a process to prevent potentialfuture occurrences of nonconformance.


Prevention cost


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The cost incurred by actions taken to prevent a nonconformancefrom occurring.


Probability (statistical)
http://localhost/var/www/apps/conversion/tmp/scratch_7/Normal%20distribution%20example.ppt


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A term referring to the likelihood of occurrence of an event, action oritem.


Problem solving
http://localhost/var/www/apps/conversion/tmp/scratch_7/Problem%20solving%20-%20tool.ppt


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The act of defining a problem; identifying, prioritizing and selectingalternatives for a solution; and implementing a solution.


Procedure
http://localhost/var/www/apps/conversion/tmp/scratch_7/Procedure.ppt


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The steps in a process and how these steps are to be performed forthe process to fulfill customersrequirements.


Process
http://localhost/var/www/apps/conversion/tmp/scratch_7/process%20chart.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Process%20classification%20framework.ppt


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A set of interrelated work activities characterized by a set of specificinputs and value added tasks that make up a procedure for a set ofspecific outputs.


Process capability
http://localhost/var/www/apps/conversion/tmp/scratch_7/Process%20capability%20-%20tool.ppt


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A statistical measure of the inherent process variability for a givencharacteristic. The most widely accepted formula for processcapability is Six Sigma.


Process capability index
http://localhost/var/www/apps/conversion/tmp/scratch_7/Process%20capability%20-%20tool.ppt


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The value of the tolerance specified for the characteristic divided bythe process capability. The several types of process capability indexesinclude the widely used Cpkand Cp.


Process control
http://localhost/var/www/apps/conversion/tmp/scratch_7/control%20charts.ppthttp://localhost/var/www/apps/conversion/tmp/scratch_7/Analysis%20of%20variance.ppt


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The methodology for keeping a process within boundaries;minimizing the variation of a process.


Process improvement
http://localhost/var/www/apps/conversion/tmp/scratch_7/Process%20improvement%20model.ppt


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The application of the plan-do-Check-act (PDCA) philosophy toprocesses to produce positive improvement and better meet theneeds and expectations of customers.


Process management
http://localhost/var/www/apps/conversion/tmp/scratch_7/Process%20approach%20of%20ISO.ppt


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The pertinent techniques and tools applied to a process to implementand improve process effectiveness, hold the gains and ensure processintegrity in fulfillment customer requirements.


Process map
http://localhost/var/www/apps/conversion/tmp/scratch_7/process%20map.ppt


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A type of flowchart depicting the steps in a process, withidentification of responsibility of responsibility for each step and thekey measures.


Process owner
http://localhost/var/www/apps/conversion/tmp/scratch_7/process%20owner.ppt


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The person / Dept. who co-ordinates the various functions and workactivities at all levels of a process, has the authority or ability to makechanges in the process as required and manages the entire processcycle to ensure performance effectiveness.


Process quality


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The value of percentage defective or of defects per hundred units inproduct from a given process. Note: The symbols p and c arecommonly used to represent the true process average in fractiondefective or defects per unit; and100pand100cthe true processaverage in percentage defective or in defects per hundred units.


Process reengineering
http://localhost/var/www/apps/conversion/tmp/scratch_7/Business%20process%20reengg%20-%20technique.ppt


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A strategy directed toward major rethinking and restructuring of aprocess; often referred to as thecleansheet of paperapproach.


Product design checklist
http://localhost/var/www/apps/conversion/tmp/scratch_7/Product%20Design%20checklist.ppt


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Check list to be taken into consideration by the designers whiledesigning products.


Product or service liability


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The obligation of a company to make restitution for loss related topersonal injury, property damage or other harm caused by its productor service.


Product warranty


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An organizationsstated policy that it will replace, repair or reimbursea buyer for a product in the event a product defect occurs undercertain conditions and within a stated period of time.


Profound knowledge, system of

5/26/2018 Encyclope

encyclopedia of business excellence

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