Which of the following types of quality refers to a products ability to perform the functions for which it was intended?
In many ways, quality is very expensive. There are multiple categories of costs associated with quality management. Understanding these costs is the first step in designing an argument of why the investment is an important one. Complete this assessment of your understanding of Cost of Quality concepts. The activity is self-graded. Show
In this interactive object, learners check their knowledge of concepts related to the cost of ensuring quality in manufacturing as they relate to the categories of appraisal, prevention, internal failures, and external failures. Activity Link: https://www.wisc-online.com/learn/career-clusters/business-management-and-administration/qlt1904/the-cost-of-quality-a-self-check-exercise Quality Management Services: “What is Quality Management System?”This video describes the integrated system necessary to create a quality management system within an organization. Just using the word quality can be confusing for managers. Understanding what quality is and how it should be approached is challenging. Designing a systematic way to approach management of quality is fundamentally important to successfully controlling quality. Boundless: Business, “Chapter 10, Section 2, Part 2: TQM” Read this page. This page explores the nature of total quality management (TQM) and the necessity of use in the operations environment. TQM is one of the bedrock approaches to quality management. You will see many of the components of TQM in other quality management approaches. This approach is important because of the focus on a continuous cycle of improving the quality of a product, service, or process. TQMTotal quality management (TQM) is an integrative philosophy of management for continuously improving the quality of products and processes. LEARNING OBJECTIVE
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FULL TEXTTotal Quality Management (TQM) is an integrative philosophy of management for continuously improving the quality of products and processes. OverviewTQM functions on the premise that the quality of products and processes is the responsibility of everyone involved in the creation or consumption of the goods or services the organization offers. TQM capitalizes on the involvement of management, the workforce, suppliers, and even customers in order to meet or exceed customer expectations. Considering the practices of TQM as discussed in six empirical studies, Cua, McKone, and Schroeder (2001) identified nine common TQM practices:
Basic Principles of Total Quality ManagementThe basic principles for the Total Quality Management philosophy of doing business are to satisfy the customer, satisfy the supplier, and continuously improve the business processes. Satisfy the CustomerThe first, and major, TQM principle is to satisfy the customer–the person who pays for the product or service. Customers want to get their money’s worth from a product or service they purchase. Satisfy the Users: If the user of the product is different than the purchaser, then both the user and customer must be satisfied, although the person who pays gets priority. Company Philosophy: A company that seeks to satisfy the customer by providing them value for what they buy and the quality they expect will get more repeat business, referral business, and reduced complaints and service expenses. Some top companies not only provide quality products but also give extra service to make their customers feel important and valued. Internal Customers: Within a company, a worker provides a product or service to his or her supervisors. If the person has any influence on the wages the worker receives, that person can be thought of as an internal customer. A worker should have the mindset of satisfying internal customers in order to keep his or her job and to get a raise or promotion. Chain of Customers:Often in a company, there is a chain of customers–each improving a product and passing it along until it is finally sold to the external customer. Each worker must not only seek to satisfy the immediate internal customer, but must also look up the chain to try to satisfy the ultimate customer. Satisfy the SupplierA second TQM principle is to satisfy the supplier, which is the person or organization from whom you are purchasing goods or services. External Suppliers: A company must look to satisfy their external suppliers by providing them with clear instructions and requirements and then paying them fairly and on time. It is in the company’s best interest that its suppliers provide quality goods or services if the company hopes to provide quality goods or services to its external customers. Internal Suppliers: A supervisor must try to keep workers happy and productive by providing good task instructions, the tools they need to do their job, and good working conditions. The supervisor must also reward the workers with praise and good pay. Get Better Work: The reason to do this is to get more productivity out of the workers, as well as to keep the good workers. An effective supervisor with a good team of workers will certainly satisfy his or her internal customers. Empower Workers: One area of satisfying the internal suppler is by empowering the workers. This means allowing them to make decisions on things that they can control. This not only takes the burden off the supervisor, but it also motivates these internal suppliers to do better work. Continuous ImprovementThe third principle of TQM is continuous improvement. You can never be satisfied with the method used, because there always can be improvements. The competition is always improving, so it is necessary to strive to keep ahead of the game. Work Smarter, Not Harder: Some companies have tried to improve by making employees work harder. This may be counterproductive, especially if the process itself is flawed. For example, trying to increase worker output on a defective machine may result in more defective parts. Examining the source of problems and delays and then solving those problems is what works best. Often, the process has bottlenecks that are the real cause of the problem. Those are what should be removed. Worker Suggestions: Workers are often a source of continuous improvements. They can provide suggestions on how to improve a process and eliminate waste or unnecessary work. Quality Methods: There are also many quality methods, such as just-in-time production, variability reduction, and poka-yoke, that can improve processes and reduce waste. Boundless: Business, “Chapter 10, Section 2, Part 1: Philosophies”Read this description of the quality principles. These principles are important to the focus on and ability to lead an organization toward a culture that embraces continual quality improvement. PhilosophiesQuality management adopts a number of management principles that can be used to guide organizations towards improved performance. LEARNING OBJECTIVE
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FULL TEXTThe Principles of Quality ManagementQuality management adopts a number of management principles that can be used bytop management to guide their organizations towards improved performance. The principles include:
These eight principles form the basis for the quality management system standard ISO 9001:2008. Boundless: Business, “Chapter 10, Section 2, Part 3: Quality Inspections and Standards”Read this section to better understand the usefulness of quality audits in managing to quality standards. Quality audits are an important part of the quality process. Companies ensure that they are producing a quality product or service by integrating the ISO standards into processes. To ensure that all parts of operations is compliant audits are conducted. Quality Inspections and StandardsCompanies ensure the quality of products and services by adhering to ISO standards and performing quality audits to ensure compliance. LEARNING OBJECTIVE
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FULL TEXTQuality StandardsThe International Organization for Standardization (ISO) created the Quality Management System (QMS) standards in 1987. They were the ISO 9000:1987 series of standards, comprising ISO 9001:1987, ISO 9002:1987, and ISO 9003:1987; which were applicable in different types of industries, based on the type of activity or process (designing, production, or service delivery). The standards are reviewed every few years by the ISO. The version in 1994 was called the ISO 9000:1994 series; consisting of the ISO 9001:1994, 9002:1994 and 9003:1994 versions. A major revision occurred in 2008, and the series was called ISO 9000:2000 series. The ISO 9002 and 9003 standards were integrated into one single certifiable standard:ISO 9001:2008. After December 2003, organizations holding ISO 9002 or 9003 standards had to complete a transition to the new standard. The ISO 9004:2009 document gives guidelines for performance improvement over and above the basic standard (ISO 9001:2000). This standard provides a measurement framework for improved quality management, similar to and based upon the measurement framework for process assessment. The Quality Management System standards created by ISO are meant to certify the processes and the system of an organization, not the product or service itself. ISO 9000 standards do not certify the quality of the product or service. In 2005 the International Organization for Standardization released a standard, ISO 22000, meant for the food industry. This standard covers the values and principles of ISO 9000 and the HACCP standards. It gives one single integrated standard for the food industry and is expected to become more popular in the coming years in the industry. ISO has also released standards for other industries. For example, Technical Standard TS 16949 defines requirements in addition to those in ISO 9001:2008 specifically for the automotive industry. ISO has a number of standards that support quality management. One group describes processes (including ISO/IEC 12207 & ISO/IEC 15288), and another describes process assessment and improvement (ISO 15504). Quality AuditsA quality audit is the process of systematic examination of a quality system carried out by an internal or external quality auditor or audit team. It is an important part of organization’s quality management system and is a key element in the ISO quality system standard, ISO 9001. Quality audits are typically performed at predefined time intervals and ensure that the institution has clearly defined internal system monitoring procedures linked to effective action. This can help determine if the organization complies with the defined quality system processes and can involve procedural or results-based assessment criteria. With the upgrade of the ISO 9000 series of standards from the 1994 to 2008 series, the focus of the audits has shifted from purely procedural adherence towards measurement of the actual effectiveness of the Quality Management System (QMS) and the results that have been achieved through the implementation of a QMS. Audits are an essential management tool to be used for verifying objective evidence of processes, to assess how successfully processes have been implemented, for judging the effectiveness of achieving any defined target levels, to provide evidence concerning reduction and elimination of problem areas. For the benefit of the organisation, quality auditing should not only report non-conformance and corrective actions, but also highlight areas of good practice. In this way, other departments may share information and amend their working practices, which contributes to continual improvement. Quality audits can be an integral part of compliance or regulatory requirements. One example is the US Food and Drug Administration, which requires quality auditing to be performed as part of its Quality System Regulation (QSR) for medical devices (Title 21 of the US Code of Federal Regulations part 820). Several countries have adopted quality audits in their higher education system (including New Zealand, Australia, Sweden, Finland, Norway, and the USA). Initiated in the UK, the process is focused primarily on procedural issues rather than on the results or the efficiency of a quality system implementation. Audits can also be used for safety purposes. Evans and Parker (2008) describe auditing as one of the most powerful safety monitoring techniques and “an effective way to avoid complacency and highlight slowly deteriorating conditions,” especially when the auditing focuses not just on compliance but effectiveness. The processes and tasks that a quality audit involves can be managed using a wide variety of software and self-assessment tools. Some of these relate specifically to quality in terms of fitness for purpose and conformance to standards, while others relate to quality costs or (more accurately) to the cost of poor quality. In analyzing quality costs, a cost of quality audit can be applied across any organization rather than just to conventional production or assembly processes. Boundless: Business, ” Chapter 10, Section 2, Part 4: Quality Control”Read this section on the quality control process. Quality control is focused on identifying issues with quality and initiating corrective action. Quality control processes are vital to a healthy quality control function. Quality ControlQuality control is a process that evaluates output against a standard and takes corrective action when output doesn’t meet that standard. LEARNING OBJECTIVE
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FULL TEXTQuality can be thought of as the degree to which performance of a product or service meets or exceeds expectations. Quality control is a process that evaluates outputagainst a standard and takes corrective action when output doesn’t meet these predetermined standards. Therefore, quality control in relation to customers would be the continuous act of making sure products, designed and manufactured, are produced to meet and exceed the needs of customers. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. This approach places an emphasis on three aspects:
Controls include product inspection, where every product is examined visually, often using a stereo microscope for fine detail before the product is sold on the external market. Inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes. An emphasis on quality control heightened during World War II. At that time quality control evolved to quality assurance and is now better known as a Strategic Approach, a tool for improving not only products but also processes and services. Quality should be measured differently for products and services, and judged by their own set of dimensions. Responsibility for overall quality lies with top management. Top management must establish strategies, institute programs for quality, and motivate managers and workers. Most of the time, managers aim to improve or maintain the quality of an organization as a whole; this is referred to as Total Quality Management(TQM). TQM involves a continual effort for quality improvement by everyone in an organization. The entire supply chain must be involved for an organization to meet and exceed goals of quality control. ids355: Operations Management Wikispace: “Chapter 9: Management of Quality”Read this chapter summary. Successful management of quality requires an understanding of the dimensions of product or service quality that add utility for your customers. Pay particular attention to the three awards that are given to recognize outstanding quality. Chapter 9: Management of Quality Chapter 9 focuses on the importance of quality. It discusses various concepts and tools that can be used to achieve high quality and continuous improvement. Broadly defined, quality refers to the ability of a product or service to consistently meet or exceed customer requirements or expectations. Different customers will have different expectations, so a working definition of quality is customer-dependent. When discussing quality one must consider design, production, and service. In a culmination of efforts, it begins with careful assessment of what the customers want, then translating this information into technical specifications to which goods or services must conform. The specifications guide product and service design, process design, production of goods and delivery of services, and service after the sale or delivery. There are several costs associated with quality: Chapter 9 discusses key contributors of quality management and several awards for companies who possess traits of excellent quality management. This chapter defines total quality management (TQM) as a philosophy that involves everyone in the organization in a continual effort to improve quality and achieve customer satisfaction. This philosophy concentrates on continuous improvement and quality at the source. Six sigma is a concept that stresses improving quality, reducing costs, and increasing customer satisfaction. Lastly, this chapter gives several examples of quality tools, which include flowcharts, check sheets, histograms, pareto analysis, scatter diagrams, controls charts, and cause-and-effect diagrams. Successful management of quality requires that managers have insights on various aspects of quality. These include defining quality in operational terms, understanding the costs and benefits of quality, recognizing the consequences of poor quality and recognizing the need for ethical behavior. Dimensions of Product Quality Dimensions of Service Quality The Determinants of Quality Having good quality is a competitive advantage against others who offer similar products or services in the marketplace.
Consequence’s include:
Failure to meet quality standards can damage a company’s image, reputation or lead to external criticism. In the manufacturing field, the quality of raw materials or equipment can affect the whole manufacturing process. If defects or poor quality are not detected on time, companies may face various costs to solve problems. Discovering and fixing problems on time reduces costs. Quality costs include prevention (prevent defects from occurring by planning system, training and control procedures), appraisal (ensure quality or uncover defects by inspections, testings and audits), and failure (caused by defective parts, products or by faulty services discovered during the production process – internal or after delivery to the customer – external). Three well- known awards given annually to recognize quality are: 1. Baldrige Award (given by the U.S. government) 2. European Quality Award 3. Deming Prize (established by the Japanese). There are also worldwide known quality certifications like ISO 9000 (which is a set of international standards on quality management and quality assurance, critical to international business) and ISO 14000 (a set of international standards for assessing a company’s environmental performance). Total quality management (TQM) is a constant pursuit of quality that involves everyone in an organization. The driving force is customer satisfaction; a key philosophy is continuous improvement. The Japanese use the term kaizen to refer to continuous improvement. Training of managers and workers in quality concepts, tools, and procedures is an important aspect of TQM. Teams are an integral part of TQM. Two major aspects of the TQM approach are problem solving and process improvement. Six-sigma programs are a form of TQM. A six-sigma improvement project typically has one or more objectives such as: reducing delivery time, increasing productivity, or improving customer satisfaction. They emphasize the use of statistical and management science tools on selected projects to achieve business results. There are seven basic quality tools that an organization can use for problem solving and process improvements. A flowchart is a visual representation of a process. As a problem-solving tool, a flowchart can help investigators in identifying possible points in a process where problems occur. The diamond shapes in the flowchart represent decision points in the process, and the rectangular shapes represent procedures. They show the direction of “flow” of the steps in the process.arrows A check sheet is a simple tool frequently used for problem identification. Check sheets provide a format that enables users to record and organize data in a way that facilitates collection and analysis. A histogram can be useful in getting a sense of the distribution of observed values. It is a chart of an empirical frequency distribution. Pareto analysis is a technique for focusing attention on the most important problem areas. The idea is to classify the cases according to degree of importance, and focus on resolving the most important, leaving the less important. A scatter diagram can be useful in deciding if there is a correlation between the values of two variables. It is a graph that shows the degree and direction of relationship between two variables. A correlation may point to a cause of a problem. A control chart can be used to monitor a process to see if the process output is random. It can help detect the presence of correctable causes of variation. It is a statistical chart of time-ordered values of sample statistic. A cause-and-effect diagram offers a structured approach to the search for the possible cause(s) of a problem. It is also known as a fishbone diagram because of its shape, or an Ishikawa diagram, after the Japanese professor who developed the approach to aid workers overwhelmed by the number of possible sources of problems when problem solving. This helps to organize problem-solving efforts by identifying categories of factors that might be causing problems. A run chart can be used to track the values of a variable over time. This can aid in identifying trends or other patterns that may be occurring.Important People in Quality DIMENSIONS OF QUALITY DimensionExamplePerformanceEverything works: fit and finish, ride, handling, accelerationAestheticsExterior and interior designFeaturesConvenience: placement of gaugesHigh tech: GPS system Safety: anti-skid, airbagsConformanceCar Matches manufacturer’s specificationsReliabilityInfrequent need for repairsDurabilityUseful life in miles, resistance to rustPerceived qualityTop-ratedServiceabilityEase of repair An emphasis on quality control heightened during WWII. Quality control then evolved to quality assurance and is now better known as a Strategic Approach, a tool for improving not only products but also processes and services. Quality can be thought of as the degree to which performance of a product or service meets or exceeds expectations. Quality should be measured differently for products and services, and therefore product and service quality are judged on their own set of dimensions. Responsibility for overall quality lies with top management. Top management must establish strategies, institute programs for quality, and motivate managers and workers. Most times managers are on a quest for the quality of an organization as a whole; this is referred to as Total Quality Management (TQM). TQM involves a continual effort for quality improvement by everyone in an organization. So in essence, for an organization to meet and exceed goals of quality control the entire supply chain needs to be involved. Consequences of poor quality Methods for Generating Ideas
Brainstorming is used to communicate thoughts and ideas without any criticism. Everyone has equal input and ideas are shared in order to facilitate problem solving. Responsibility for Quality Top Management– has the ultimate responsibility for quality. While they establish strategies for quality, they also institute programs to improve quality; guide, direct, and motivate managers and workers; and set an example by being involved in quality initiatives. Sales can be lost when the products are not designed well and do not function correctly. Customers get turned off when that happens and may not want to risk buying the same brand again. Liability is an important area because there is the potential for damages or injures that could reflect badly on the company and then damage control will need to be done to repair the company image and reputation. Productivity can be slowed when there are defects and poor quality because time must be spent to redo and fix these issues. Costs can be reduced by up to five times if problems are caught early on in the process, compared to later in the production stages. Questions to the chapter Show Answer Answer: C (pg.424) 2.Whose key contribution included the cause-and-effect diagram (fishbone diagram)? Show Answer Answer: B (pg.411) 3.Which cost of quality involves the cost of preventing a defect from occurring? Show Answer Answer: D (pg.420) 4.Which failures are discovered after delivery to customer? Show Answer Answer: A (pg.420-421) 5.Which method for generating ideas is a tool used to organize data into logical categories? Show Answer Answer: B (pg.444) 6. Which of the following is a consequence of poor quality? Show Answer Answer: e) all of the above are correct PG. 418 7. Which of the following is true of the benefits of good quality? Show Answer Answer: e) both a & c are correct pg. 418 8. The cost to fix a problem at the design or production stage, compared to at an earlier stage costs how many times more? Show Answer Answer e) five times PG 419 10. Productivity is closely related to which of the following?: Show Answer Answer c) quality PG 418 11. What are the three costs that are associated with quality? Show Answer Answer is B found on page 420. 12. Which of the following are two major aspects of the TQM approach? Show Answer Answer is C found on pages 432-434. 13. What is the Japanese term for continuous improvement? Show Answer Answer is A found on page 428. 14. What are the four basic steps in the PDSA cycle? Show Answer Answer is D found on page 433. 15. Which basic quality tool is focused on resolving the most important problem? Show Answer Answer is C found on page 438. 16. Which of the following is a Determinant of Product Quality? Show Answer Answer: E page 416 17. Which of the following doesn’t refer to the term “Ease of Use”? Show Answer Answer: B page 417 18. Which is NOT a Consequence of Poor Quality Show Answer Answer: E page 406 19. The consequences of poor quality products or services may result in: Show Answer Answer: C page 419 20. One of the things Designers should consider when making a product is… Show Answer Answer E page 419 21. Although closely associated with quality, this name is not on the list of quality gurus: Show Answer Answer: Malcolm Baldrige (pg 409) 22. Which name is associated with management responsibility? Show Answer Answer: D. Feigenbaum (pg 411) 23. Which quality pioneer compiled a list of 14 points that he believed were imperative to achieve quality in an organization? Show Answer Answer: A. Deming (pg 409) 24. Which one of these is a tool for gathering data? Show Answer Answer: E. Checksheet (pg 435) 25. Which one of these is a tool for problem solving? Show Answer Answer: Cause & Effect Diagram (pg 439) 26. Which of these people are not considered one of the “gurus” who mapped out some of the foundations of modern quality management? Show Answer Answer is E (pg 409) 27. What is Six Sigma best defined as: Show Answer Answer is: B, pg.429 28. Which of the following is not a dimension of product quality? Show Answer Answer: C, pg. 414- Consistency deals with the dimensions of service quality 29. Philip B. Crosby identified key points in his concept of zero defects, which of the below is one of his key points? Show Answer Answer: A, pg.411 30. Reducing one or more steps in a supply chain by cutting out one or more intermediaries is known as: Show Answer Answer: D, pg. 541 31. What are the key elements of Deming’s 14 points? Show Answer Answer: E (pg 409) 32. By how many times is it more costly to fix a problem at the customer end compared to the design stage? Show Answer Answer: B (pg.407) 33.Costs of activities designed to ensure quality or uncover defects are costs associated with? Show Answer Answer: C (pg. 409) 35. What is known as performance, aesthetics, special features, conformance, reliability, durability, perceived quality, and serviceability? Show Answer Answer: D (pg. 403) 36.Which technique uses groups of people to share thoughts and ideas without any criticism? Show Answer Answer: C (pg. 444) 37. Benchmarking uses which of the following to improve standards? Show Answer Answer: E (pg. 445) 38.Which methods asks 7 questions to improve processes? Show Answer Answer: A (pg. 446) 39. Control charts have which of the following features? Show Answer Answer: E (pg. 436) 40. A Scatter diagram is useful when there is Show Answer Answer: B (pg. 438) 41.What is NOT the primary determinants of qualiy, which a product or a service successfully satisfies its intended purpose? Show Answer Answer: b) Cost (Pg 416) 42.What is the correct definition of an appraisal cost? Show Answer Answer: d) cost of activities designed to ensure quality or uncover defects. (Pg 420) 43.Which quality tool can be useful in getting a sense of the distribution of observed values? Show Answer Answer: a) Histogram (Pg 435) 44. What step comes after “develop performance measures and collect data” and before “generate potential solutions” in the TQM problem-solving process? Show Answer Answer: b) analyze the problem. (Pg433) 46. Who is known as the “father of statistical quality control?” Show Answer Answer is B. (Pg 409) 47. Which of the following isNOTa dimension of quality? Show Answer Answer is D. (Pages:412-413) 49. A statistical chart of time-ordered values of a sample statistic is a: Show Answer Answer is E (Page:439) 50. What question is not included in the 5W2H approach? Show Answer Answer is A (Page:446) 51. Which are included in the product quality? Show Answer Answer is D, pg.415 52. What are the determinants of quality? Show Answer Answer is E, pg.416 53.Which of the following is not a consequence of poor quality? Show Answer Answer is D, pg.419 54. The appraisal costs means: Show Answer Answer is C, pg.420 55. A set of international standards for assessing a company’s environmental performance is Show Answer Answer is A, pg.424 56. Which tool uses a diagram of the steps as a visual representation of a process? Show Answer Answer is B, pg.435 57. A run chart shows performance over 59. All of the following are affected by poor quality EXCEPT — One more choice needed. Show Answer Answer C (P418) 60. The Baldrige Award is an award given out for doing what? Show Answer Answer D (Page 422) 61. Dimensions of quality include: Performance, Special Features, Reliability, Durability, Perceived quality, and ___. Show Answer Answer D (p412 definition) 62. Which quality tool uses a technique for classifying problem areas according to degree of importance, and focusing on the most important. Show Answer Answer is D, pg.442 63.) Which quality management principle(s) form the basis of the latest version of ISO 9000: A.) A customer focus Show Answer Answer is E (p.425) 64.) Which is the annual award given by the US government to recognize quality achievements of US companies? A.) European Quality Award Show Answer Answer is C (p.422) 65) Problem solving, material and product losses, scrap, and downtime are examples of: A) Appraisal costs Show Answer Answer is C (p. 421) 66. One of the quality dimentions is this same for product and service. Which one? Show Answer answer c (p.403) 67. Six sigma is a process to : Show Answer answer d (p.418) 68. a) Juran Show Answer answer c (p. 412) 69. a) Liability Show Answer answer d (p. 418) 70. a) Plan Direct Study Act Show Answer answer c (p. 433) 71. a) Deming Prize Show Answer answer b (p.422) 72. a) Prevention Costs Show Answer answer a (p. 420) Unit 4 Discussion#1 Research the three well-known awards (Baldridge Award, European Quality Award, Deming Prize) given annually to recognize quality. Pick one of the awards and one of the main evaluation criteria. Compare and Contrast this evaluation criterion for Apple and Microsoft. How would these two organizations score on this quality dimension? How would you suggest improving the quality related to this criterion based on the material that is covered in this section? What term is used for the ability of a product or service to perform?Reliability
Reliability is the ability of a product or service to perform as expected over time.
What are the types of product quality?Eight dimensions can be identified as a framework for thinking about the basic elements of product quality:. Performance,. Features,. Reliability,. Conformance,. Durability,. Serviceability,. Aesthetics,. Perceived Quality.. What are the 4 types of quality control?What are the four types of Quality Control? The four types of quality control are process control, control charts, acceptance sampling, and product quality control.
Which quality term refers to the degree to which the product or service design specifications are met?Quality of conformance is the ability of a product, service, or process to meet its design specifications.
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