CMQ/OE flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Transformational leadership four I's

Idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transformational leaders raise followers' aspirations beyond self-interest, producing effort and performance beyond expectations.

Herzberg two-factor theory

Hygiene factors such as pay, policy, and working conditions prevent dissatisfaction but do not motivate. Motivators such as achievement, recognition, responsibility, and growth produce genuine satisfaction and sustained motivation.

Lewin three-stage change model

Unfreeze existing attitudes and behavior, introduce the change (transition), then refreeze the new state into norms and systems. Force-field analysis weighs driving against restraining forces before acting.

Thomas-Kilmann conflict modes

Five modes arrayed by assertiveness versus cooperativeness: competing, collaborating, compromising, avoiding, and accommodating. Collaborating seeks win-win and works best when the issue is important and time allows.

Balanced Scorecard perspectives

Four linked perspectives-financial, customer, internal business process, and learning and growth-that translate vision into objectives, measures, targets, and initiatives rather than relying on financial results alone.

Hoshin Kanri policy deployment

A Japanese strategic deployment method that cascades a few breakthrough annual objectives from top management to operating levels and returns results upward through catchball dialogue and periodic review.

TOWS matrix

A strategy-generation grid that pairs internal strengths and weaknesses with external opportunities and threats to produce SO, ST, WO, and WT strategic options for evaluation.

SMART objectives

Objectives that are specific, measurable, achievable, relevant, and time-bound. These five criteria make goals verifiable so that progress and completion can be assessed objectively.

Juran trilogy

Joseph Juran framed quality management as three universal processes: quality planning, quality control, and quality improvement, applied sequentially and repeatedly across the organization.

Cost of poor quality

Internal failure costs such as scrap and rework plus external failure costs such as returns, warranty, and liability. Prevention and appraisal spending is the cost of good quality.

DMAIC cycle

Six Sigma's five-phase improvement method: define the problem and critical-to-quality requirements, measure baseline performance, analyze root causes, improve the process, and control the gains.

Seven wastes (TIMWOOD)

Transport, inventory, motion, waiting, overproduction, over-processing, and defects. Lean improvement targets elimination of these non-value-adding activities from the process.

Pareto principle

Roughly 80 percent of effects come from 20 percent of causes. A Pareto chart ranks categories in descending frequency with a cumulative percentage line to direct improvement effort.

Process capability index Cpk

Cpk equals the smaller of (upper specification limit minus the mean) or (mean minus lower specification limit), divided by three sigma. It accounts for both spread and centering.

Risk priority number (RPN)

In failure mode and effects analysis, RPN equals severity times occurrence times detection, each rated from 1 to 10. Higher scores flag failure modes warranting priority corrective action.

QFD house of quality

A matrix converting voice-of-customer requirements into engineering characteristics, showing relationship strengths and competitive comparisons so design decisions are prioritized by customer importance.

Kano model categories

Customer requirements classed as must-be, performance, attractive, indifferent, or reverse. Must-be features cause dissatisfaction when absent; attractive features delight when present but are not expected.

Critical-to-quality characteristics

Measurable product or process attributes derived from customer needs that must meet specification for the customer to be satisfied; they anchor Six Sigma and QFD project selection.

SERVQUAL five dimensions

Reliability, assurance, tangibles, empathy, and responsiveness. Gaps between customer expectations and perceived service performance define where service quality falls short.

Net Promoter Score

Percentage of promoters rating 9 or 10 minus percentage of detractors rating 0 to 6 on a likelihood-to-recommend question. Passives rating 7 or 8 are excluded.

Bullwhip effect

Demand variability amplifies as orders move upstream in a supply chain. Sharing point-of-sale data, shortening lead times, and stabilizing order batching reduce the amplification.

Dock-to-stock

A program that receives supplier material directly into stock without incoming inspection, justified by a demonstrated supplier quality history and approved certification status.

Supplier scorecard

A periodic rating of suppliers on quality, delivery, cost, and responsiveness, used to drive corrective action, sourcing decisions, and long-term partnership development.

Total cost of ownership

All costs of acquiring and using a purchased item over its life-price, freight, inspection, inventory, defects, downtime, and disposal-rather than purchase price alone.

ADDIE instructional model

Five phases for training design: analysis, design, development, implementation, and evaluation. Evaluation results feed back into revision of the other four phases.

Kirkpatrick four evaluation levels

Reaction (participant satisfaction), learning (knowledge and skill gain), behavior (on-the-job application), and results (business impact). Higher levels are harder and costlier to measure.

Training needs assessment levels

Organizational analysis identifies where training is strategically needed, task analysis defines job requirements, and person analysis identifies which individuals need which specific instruction.

Learning objective components

A well-written objective states the condition under which performance occurs, the observable behavior or performance itself, and the criterion or standard for acceptable performance.

Tuckman team stages

Forming, storming, norming, performing, and adjourning. Teams typically pass through interpersonal conflict before establishing norms and reaching high performance.

Nominal group technique

A structured group method: members silently write ideas, take turns recording one idea each, clarify and discuss them, then rank or vote individually to select priorities.

Consensus decision

A decision everyone can support and commit to even when it is not each person's first choice; it differs from unanimity and from simple majority voting.

Facilitator role

The facilitator manages process-agenda, ground rules, participation, and time-while remaining neutral on content, so the team owns the decision and its outcome.