CSQP flashcards

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

Cost of poor quality

Total cost of failing to meet requirements, comprising prevention, appraisal, internal failure, and external failure costs. External failure is usually the largest and least recoverable category.

Kraljic matrix

A portfolio tool plotting profit impact against supply risk. Quadrants are non-critical, leverage, bottleneck, and strategic, each implying a different supplier management approach.

Quality trilogy

Juran's framework of quality planning, quality control, and quality improvement. Each supplier quality program element should be mapped to one of the three activities.

Management review inputs

ISO 9001 clause 9.3 requires review of audit results, nonconformities, supplier performance, and resource adequacy. Outputs include improvement decisions and resource actions.

Conditional supplier approval

Approval granted before full qualification is complete. It must carry an expiry date, defined exit criteria, and a containment plan for parts shipped during the period.

Qualification sequence

Typical order: legal and financial screening, capability and capacity review, quality system assessment, sample or PPAP approval, then conditional or full approval.

ANSI/ASQ Z1.4

An attribute acceptance sampling standard indexed by lot size and AQL. It yields sample size and acceptance number, not a fixed universal sample size.

Single-source justification

Documentation required when only one supplier is approved. It includes a risk assessment, business rationale, and an alternate-source development plan with a target date.

PPM calculation

Parts per million defective equals defective units divided by total units received, multiplied by one million. The numerator definition must be fixed before comparing suppliers.

Cpk

Process capability index equal to the minimum of the upper and lower specification distances divided by three sigma. It is meaningful only for a stable, in-control process.

OEE

Overall equipment effectiveness equals availability times performance times quality. It validates demonstrated capacity better than nameplate capacity claims from a supplier.

PPAP level 3

A default submission level providing part samples, dimensional results, material and performance test data, and appearance approval. Level 1 provides only a warrant.

On-time delivery metric

Percentage of scheduled lines delivered within a defined tolerance window. The definition must state whether early delivery counts as on time.

8D problem solving

Eight-discipline method: team, problem description, containment, root cause, corrective action selection, implementation and validation, prevention, and recognition.

Corrective action verification

Confirmation that a fix worked, using data collected after a defined period or number of lots. Paperwork closure alone does not demonstrate effectiveness.

Poka-yoke

An error-proofing device or design that prevents a defect from being made or passed. It is preferred over inspection, which is a detection control with known escape rates.

Kaizen event

A short, bounded improvement workshop with a defined baseline, target, and fixed duration. It addresses a specific process rather than building systemic capability.

Risk score

Likelihood multiplied by impact, with both scales defined numerically. Consistent scales allow comparison and prioritization across the entire supply base.

FMEA RPN

Risk priority number equals severity times occurrence times detection. High-severity items warrant action regardless of RPN, since severity cannot be offset.

Business continuity assessment

Review of single points of failure such as sole-source tooling, single-site production, single utilities, and key-person dependency that could halt supply.

Sub-tier visibility

Knowledge of a supplier's critical sub-suppliers and their locations. It is required for regulated or high-risk commodities to expose hidden concentration risk.

Risk mitigation hierarchy

Ordered options of avoid, reduce, transfer, and accept. Transfer includes inventory buffers, dual sourcing, and insurance; acceptance requires documented rationale.

ISO 9001 clause structure

Clauses 4 context, 5 leadership, 6 planning, 7 support, 8 operation, 9 performance evaluation, and 10 improvement. Auditors map findings to these clauses.

Second-party audit

An audit performed by a customer or buyer on a supplier. It differs from first-party internal audit and third-party certification audit in purpose and independence.

Major nonconformity

An audit finding indicating system breakdown or product risk. It typically requires containment and a corrective action response faster than a minor finding.

Turtle diagram

A process audit map showing inputs, outputs, resources, methods, personnel, and performance measures. It structures a process audit around one defined process.

Gauge R&R

A measurement systems analysis of repeatability and reproducibility. Below 10 percent is generally acceptable; above 30 percent requires measurement system improvement.

Control chart limits

Limits computed from process data, typically the mean plus or minus three sigma. Specification limits must never be plotted as control limits.

Producer's risk

The alpha risk of rejecting a conforming lot in acceptance sampling. It depends on sample size and acceptance number, along with the chosen AQL.

BATNA

The best alternative to a negotiated agreement. A supplier with a strong BATNA has less incentive to concede on price, lead time, or terms.

ZOPA

The zone of possible agreement between the reservation points of both parties. Without overlap, no deal is reachable regardless of negotiation technique.

Thomas-Kilmann modes

Five conflict modes: competing, collaborating, compromising, avoiding, and accommodating. Collaborating requires both high assertiveness and high cooperativeness.