Xil. APPENDIX THE DICTIONARY IS THE ONLY PLACE WHERE SUCCESS COMES BEFORE WORK. VIDAL SASSOON SN ‘eMaice 2019 Xil-4 (© QUALITY COUNCIL OF INDIANAXI APPENDIX DEFINITIONS Definitions of Key Quality Terms (Basically the same as ISO 8402 - with additions) Accreditation Artificial intelligence (Al) Assure Audit Audit standard Auditee Auditing organization Auditor Automation Autonomation Big data Blockchain Capability The act whereby a nationally recognized body approves an organization to operate an audit and registration program. is the broad science of mimicking human abilities, and machine learning is a specific subset of Al that trains a machine how to learn. To give confidence to oneself or to others. See quality audit. An authentic description of essential characteristics of audits which reflects current thought and practice. The organization being audited. A.unit or function that carries out audits through its employees. This organization may be a department of the auditee, client, or an independent third party. See quality auditor. Using technology to perform processes with minimal human assistance. A form of automation with human elements connected. When an equipment maifunction occurs, a signal indicates a problem. The operator or maintenance personnel must respond to find the source of the problem, and resolve it. Incorporates large data sets, from a wide variety of sources, and data is generated at a rapid pace. Predictive modeling of the data provides insights regarding changes in products and services desired by customers. Shared ledgers of transaction data, that once recorded, the data in any given block cannot be altered retroactively. The ability to perform designated activities and to achieve results which fulfill specified requirements. CCMaIOE 2019 xul-2 ‘©QUALITY COUNCIL OF INDIANAXi, APPENDIX DEFINITIONS Definitions of Key Quality Terms (Continued) The authoritative act of documenting compliance with agreed requirements. An impartial organization possessing the necessary competence to operate a certification program. Client The person or organization requesting an audit. Depending on circumstances, the client may be the auditing organization, the auditee, or a third party. Cloud computing A term for anything that involves delivering hosted services over the Internet. Five of the main benefits of cloud computing are: self-service provisioning, elasticity, pay per use, workload resilience, and migration flexibility. Company A term used to refer to a business, the purpose of which is to supply a product or service. Compatibility The ability of entities to be used together under specific conditions to fulfill relevant requirements. Compliance A judgment that a product or service meets the requirements of a specific standard. Contract An accepted order. The agreed requirements between a supplier and customer transmitted by any means. Contract review The systematic acti s carried out before signing the contract, to ensure that requirements for quality are adequately defined, free of ambiguity, documented and realizable by the supplier. Contractor Assupplier. inate the causes of an existing nonconformity, defect, or other undesirable situation to prevent recurrence. The distinction between “correction” suchas repair, rework, or adjustment and “corrective action” is that the former relates to the disposition of an existing nonconformity, whereas, “corrective action” relates to the elimination of its causes. Corrective action ‘cmavoe 2019 xu-3 (© QUALITY COUNCIL OF INDIANAXi. APPENDIX DEFINITIONS Definitions of Key Quality Terms (Continued) Customer Defect Define Degree of demonstration Dependability Design review Discrepancy Disposition of nonconformity Document Documentation Ensure The ultimate consumer, user, client, beneficiary, or second party. Also: the recipient of a product or service provided by the supplier. The nonfulfillment of intended usage requirements. The departure or absence of one or more quality characteristics from intended usage requirements. To make clear; make distinct; to fix the limits of. The extent to which evidence is produced to provide confidence that specified requirements are fulfilled. The extent depends on criteria such as economics, complexity, innovation, safety and environmental considerations. The collective term used to describe the availability of performance and its influencing factors: reliability performance, maintainability performance and maintenance support performance. Dependability is a time-related aspect of quality. A formal, documented, comprehensive and systematic examination of a design to evaluate the design requirements and the capability of the design to meet the requirement for quality andto identify problems and propose solutions. A design review can be conducted at any stage of the design process. A failure to meet the specified requirement(s), supported by evidence. (Other words used interchangeably: nonconformance, deficiency, finding.) The action to be taken to deal with an existing nonconformity condition in order to resolve the nonconformity. Something written or printed, that gives information or proof; any object used as evidence; to prove or support by means of documents. The use of documentary evidence; the documents used. To make certain. COMIC 2019 U4 (© QUALITY COUNCIL OF INDIANAXi, APPENDIX DEFINITIONS Definitions of Key Quality Terms (Continued) Inspection Instructions Interchangeability Iso Lead auditor Machine learning (ML) Management review Model for quality assurance Nonconformity Activities such as measuring, examining, testing or gauging characteristics of an entity and comparing the results with ‘specified requirements to determine whether conformity is achieved for each of these characteristics. The process of comparing an item, product or service with the applicable specification. Detailed written or spoken directions given in regard to what is to be done. The ability of an entity to be used in place of another to fulfill the ‘same requirements. International Organization for Standardization. idual appointed by the registration organization to be le for the quality audit. The team leader who supervises other auditors. ‘A method of data analysis that automates analytical model building. Itis a branch of artificial intelligence based on the idea that systems can learn from data, identify patterns and make decisions with minimal human intervention. A formal quality evaluation, by top management, of the status and adequacy of the quality system in relation to quality policy and new objectives resulting from changing circumstances. A management review may also be called a quality system review. Management reviews may include a review of the quality policy. Quality audit results are one of the possible inputs to a management review. However, this review is not just follow-up on quality audits and corrective action. Management reviews can be excellent improvement tools. A standardized or selected set of quality system elements ied to satisfy the quality assurance needs of a given The nonfulfillment of specified requirements. The departure or absence of one or more quality characteristic(s) or quality system element(s) from specified requirements. ‘cMavoe 2019 XU-S (© QUALITY COUNCIL OF INDIANAXi APPENDIX DEFINITIONS Definitions of Key Quality Terms (Continued) Objective evidence Organization Organizational structure Preventive action Procedure Process Product Product liability Production permit Information which can be verified, based on facts and obtained through observation, measurement, test or other means. A company, corporation, firm, enterprise or institution, or part thereof (whether incorporated or not, public or private) that has. its own function(s) and administration. The set of formal and informal responsibilities, authorities and relationships, arranged in a pattern, through which an organization performs its functions. An action taken to eliminate the causes of a potential nonconformity, defect or other undesirable situation, to prevent occurrence. A specified way to perform an activity. When a procedure is to be documented, the term “written procedure” or “documented procedure” is preferable. A procedure should normally specify: the purpose and scope of an activity; what is to be done and by whom, where and how it must be done; what materials, equipment and documents shall be used; and how it must be controlled and recorded. A set of interrelated resources and activities which transform inputs into outputs with the aim of adding value. Resources include personnel 5, equipment, technology, methodology and finances. The aim of adding value is quality related. The result of activities or processes. A product can be tangible or intangible, or a combination of both. Ageneric term used to describe the responsibility of a producer, or others, to make restitution for any loss related to personal injury, property damage or other harm caused by a product or service. Liability is defined by law so it may vary from country to country. A written authorization for a product, prior to its production, to depart from originally specified requirement; also known as “deviation.” ‘CMQIOE 2010 XI (© QUALITY COUNCIL OF INDIANA,Xi, APPENDIX DEFINITIONS Definitions of Key Quality Terms (Continued) Purchaser Qualification process Quality Quality 4.0 Quality assurance Quality audit The customer. The process of demonstrating whether an entity is capable of meeting specified requirements. The totality of characteristics of a product or service that bear on its ability to satisfy stated or implied needs. Ina contractual environment, needs are specified. Whereas, in other environments, implied needs should be identified and defined. In many instances, needs can change with time; this implies periodic revision of requirements for quality. Needs are usually translated into characteristics with specified criteria. Quality is sometimes referred to as “fitness for use,” “customer satisfaction,” or “conformance to the requirements.” It is the pursuit of excellence in the digital transformation. The use of big data, data analytics and predictive modeling are now necessities for organizations to survive. All the planned and systematic actions to be implemented, and demonstrated to provide adequate confidence that the product or service will satisfy given requirements for quality. lll that is done to be sure that quality control is what it should be. Wi an organization, quality assurance serves as a tool to provide confidence to management (internal quality assurance). In contractual or other situations, quality assurance also serves to provide confidence to the customer or others (external quality assurance). Asystematic and independent examination to | determine whether quality activities and related results comply with planned arrangements and whether these arrangements are implemented effectively and are suitable to achieve the objectives. Quality audits are carried out by staff not having direct responsibility in the areas being audited. One purpose of a quality audit is to evaluate the need for improvement or corrective action. ‘eMaioE 2019 xu-7 © QUALITY COUNCIL OF INDIANAXil, APPENDIX DEFINITIONS Definitions of Key Quality Terms (Continued) Quality audit observation Quality auditor Quality contro! Quality document Quality evaluation Quality improvement Quality management Quality manual A statement of fact made during a quality audit and substantiated by objective evidence. A person who has the qualification status to perform quality audits, The one doing the auditing. The operational techniques and a s that are used to fulfill requirements for quality. All that is done to be sure that the productis whatit should be. Quality control involves operational techniques and activities aimed both at monitoring a process and at eliminating causes of unsatisfactory performance at all stages of the operation in order to generate economic effectiveness. A document that contains the requirements for quality system elements for products or services, or the results of activities such as inspections or quality audits. A systematic examination of the extent to which an entity (part, product, service, or organization) is capable of meeting specified requirements. A quality evaluation may be used to determine supplier quality capability. In this case, the result of quality evaluation may be used for qualification, approval, registration or accreditation purpose: The actions taken to increase the value to the customer by improving the effectiveness and efficiency of processes and activities throughout the organizational structure. All activities of the overall management function that determine the quality policy, objectives and responsibi and implements them by means such as quality planning, quality control, quality assurance and quality improvement. The responsibility for quality management belongs to all levels of management but must be driven by top management. Its implementation involves all members of the organization, A document stating the quality policy and describing the quality system of an organization. A quality manual may relate to the totality of an organization's activities or only to a part of it. COMaIGE 2019 Xl-8 © QUALITY COUNCIL OF INDIANAXI, APPENDIX DEFINITIONS Definitions of Key Quality Terms (Continued) Quality manual (continued) Quality plan Quality planning Quality policy Quality-related costs Quality requirements Quality surveillance Quality system A quality manual will normally contain, or refer to, the quality policy, the responsibilities, authorities and inter-relationships of personnel who manage, perform, verify work affecting quality, the quality system procedures and instructions, etc. A quality manual can vary in depth and format to suit the needs of an organization. A document setting out the specific quality practices, resources and sequence of activities relevant to a particular product, project or contract. A quality plan pertaining to a specific application usually references the quality manual. Establishing and developing the objectives and requirements for quality and the requirements for the quality system application. Quality planning includes the preparation of quality plans and provisions for quality improvement. The overall quality intentions and direction of an organization regarding quality, as formally expressed by top management. A part of the overall costs considering the expenses incurred in ensuring and assuring satisfactory quality as well as the tangible and intangible losses incurred when satisfactory quality is not achieved. A translation of customer needs into a set of quantitatively or qualitatively stated requirements for the characteristics of a product or service to enable its realization and examination. The requirements for quality should be initially expressed in functional terms and documented. The continuous monitoring and verification of the status of an entity (part, product, service, organization, etc.) and an analysis of records to ensure that requirements are being fulfilled. The organizational structure, responsibilities, procedures, processes and resources for implementing quality management. The quality system of an organization is designed primarily to satisfy the internal requirements of the organization and is not limited to the quality assurance requirements of a particular customer. For contractual or mandatory quality assessment purposes, demonstration of the implementation of identified elements of the quality system may be required. ‘cmavoe 2019 Xi. (© QUALITY COUNCIL OF INDIANAXl APPENDIX DEFINITIONS Definitions of Key Quality Terms (Continued) Record Registration Reliability Repair Requirements of society Rework Safety Self-inspection Service ‘A document which furnishes objective evidence of activities performed or of results achieved. A quality record provides objective evidence of the extent of the fulfillment of the requirement for quality or the effectiveness of the operation of a quality system element. Some of the purposes of quality records are: demonstration, traceability and corrective actions. A record can be written or stored on any data medium. Formal verification by an accredited body that an organization has been audited and shown to comply with ISO 9000. The conditions for a defined pi lity of an item to perform a required function under stated iod of time. The action taken on a nonconforming item so thatit will fulfil the intended usage requirements although it may not conform to the originally specified requirements. Requirements including: laws, statutes, rules and regulations, codes, environmental considerations, health and safety factors and conservation of energy and materials. The action taken on a nonconforming item so that it will fulfill the requirements as originally specified. The state in which the risk of harm or damage is limited to an acceptable level. Inspection of the work performed, by the performer of that work, according to specified rules. The supplier or customer may be represented at the interface by personnel or eqi the supplier may be essential to the service delivery. Delivery or use of tangible products may form part of the service. A service may be linked with the manufacture and supply of tangible products. CcMaIOE 2019 XI 10 © QUALITY COUNCIL OF INDIANA,Xi, APPENDIX DEFINITIONS Definitions of Key Quality Terms (Continued) Socratic Alearning-centered approach that challenges a person to develop questioning their critical thinking skills and engage in analytic discussion, which leads to independent learning and thinking, It is at the heart of critical thinking, and can be used to explore ideas, to get to the root of things, to uncover assumptions, and to analyze complex concepts. Specification Documented detailed requirements with which a product or service must adhere to. Sub-contractor The organization that provides a product or service to the supplier. Total quality Amanagement approach of an organization, centered on quality management with a global strategy, based on the pation of all its members and aimed at long term profitability through customer satisfaction, including benefits to the members of the organization and to society. Traceability The ability to trace the history, application or location of a product and in some cases service by means of recorded identifications. Validation Confirmation by examination and provision of objective evidence that the particular requirements for a specific intended use are met. Validation i is normally performed on the final product under defined operating conditions, and when necessary, performed in earlier production stages. Verification Confirmation by examination and provision of objective evidence that specified requirements have been met. In design and development, verification concerns the process of examining the results of a given activity to determine conformity with the input requirements. Also known as a geographically dispersed team, orremote team, is a group of individuals who work together from different geographic locations, and use technology such as email and video conferencing to collaborate. Waiver A written authorization to release a product which does not conform to the specified requirement. Also called “concession.” ‘eMa/oE 2019, xu-44 © QUALITY COUNCIL OF INDIANAXi. APPENDIX INDEX Author/Name Index ‘Accipio 1-78 ‘Adams, 8.12 Albrecht, K. Vil ‘Albrecht, S. VIF-54 ‘Allon, 7.%37 ‘Altshuler, 6. E115 “Ambrosi, J. 1V-110 ‘Anderson, K. Il-S4 ‘Anderson, PP, IV-110, 35 ‘andrade,R. Vis 18 ‘wine, 8.1V-410 Bailey, K.VILSS Baisley, RD. VIS Baruch, J 60, 1-113 Basil V.VIEES, VIE atoman,T.S 1-79, V0 Bochtol MLL. MSE Beers, M.IV-110 Boll, C.R.VIS4, 35 8 eC. 80 fenis, W. I-79 Bensley, FA. intro, I-58, V-60, K-35, Besterfel, D.H. I, I-58, Vit18, ISS, X35 Bestorfola, GH. ViN-S4 ‘Besterield-Michna, C.VI-S6 Besteriels-Sacr, VISA ested, JL. KS ‘Bhandari, L Vi-66 Bhote, KR. Vil, X35 Bigelow, J.0.1V-110, Bigelow, 8.1.60 Birsner, EP. VIl-54 Blanchaed,K. I-78, W413, 1-144 Bock, L X37 Bogan,C. v-60 Bomneit,R.D. VAI sort, JL. 58 Bowles, 8. VIS Bowman, C. LS8 Bowyer, K.ik79 Brache, A. X38 Brassard, M. i115 Brenton, Into-3 Breyfogio, FW. I Vi-A15 Burgolman, $8, 1V-110 Caldiera, G.Vi-es Campanalia, J. VIS Gampbell,D. X37 arison, R182, Cavanaigh, RR. V-118 (Chen, £38 Giampa, D. H, v.60, vind Causing, D.Vitt5, Vit16, Vt Cohen, R.Vil-S¢ Conner, 6. Vit Coombs, GF. V7 Covey, SR. 38, V.57-V-60 Cox, J. vE6 (Cramer, T. Intros Crosby, PB. V-38, V4, V-50, V-60, Cutter, AN. v.80 Daughtry, A.1V-113 62, 120, I-86, 1-36 vss Davenport, T.1V-110 Davis, 8.8. 4,80, ar Dawson, J. VILSS Deal, T.1L79 DeBono, E. ViA15 Delohaye, 8 X38 Delavigne, KT.V-10, v-60 Delbecg, A. 45 DeLong, D.V-110 Deming, W.E. V9, V42-V-45, V-60, ViA15, VI-6S 58,11, 84, Vit 46, VII, X38, Densmore, B.1V-110 eure, B.intro-3 Deveau, D.1V-110 Dobbins, RK. DX35 Dodge, HL. VIS Dodson, M.Intro-3 Domb, ER. Vitis Dovich, RA. VIS Dreo, H.IV-140 Drucker, P. 1-79, HSB Duty, J'1v-110 Dyer, W.G. 1-79 Edenborough, NB. ViA15 ington, J 1.79, VEt15 English, 1. v.60 Ettore, B. Vil-S4 Extrom, M.IV-110 Fallow, AX37 Feigenbaum, AV. 4, I-58, IV-110, V3, V5, 52, V.6t Flipezak,B. 1-79 Foster, R80 Gaebler, T. LSE Galbraith, 2 1V-411 Galvin, B, Vids ‘Gandhi Dt Geddes, L Vs4 Gee, 6. intros Geneon, H..1V-111 Gerstein, MS. 1184 Gib, KeIvett4 Gib, T.v-itt Ginn, M.IV-113, leason, G. VSS Goetsch, DL. M4, 1.80, M8, 1-11, V-81, VIAI6, VIS, 35,37 Goldratt, E Vi416 Goodstein, 58 Gordon, J. 1480, V-411 Gould, L. Vist Gracssei, 8. VISS Grant, E-L. VEt16, VIS Grice, P-1K-35 Griffin, A Vis Gain, RW. IV-113, Gryna, FM 59, VS ‘OMaIOE 2019 xuL-412 ‘© QUALITY COUNCIL OF INDIANAXi, APPENDIX INDEX Gundiing, E1180, ViA16 Mackoan, Rh Hahn, 6. E116 Hamel, G. I-58, V-113, ViA16 Harrington, H+ -S8, V-14, 1-191, I Harry, M. V6, Vii16 Hartman, RV-81 Hashimoto, 7. i416 Hauser, JR. VE116, VSS Hayes, 8. VlLss Hayslip, W.R. I-55 Horsey, P.1V-13,1V-111 Herzberg, FW. 138, 1-80 Heskott, di. VSS Howit, 8. VI-8s Hi, W.Vi416 Hirsh, 56. 1V411 Hite, 8.1v-141 Hoer,R. VEt18 Hofstede, 6. 1-80 Houser, WF. K-36 Hunter, MLR. V-35 Huwe, J.X37 lacocea, LX Ima, ML VEAT7 reson, W.G. ViA17 Ishikawa, KIVA, IVA12, V-30, 58, V-54 V6, V417, Ve 38 Ivancevieh,J-1180,1V-112 sani, Lg ‘ro, Kvi20 ‘Johnson, E..Vi-117 ‘Johnson, .B.V-112 ‘Johnson, W. X37 ‘oie, B.L i-62 ‘Jones, A. W112 ‘Jones, 0. Vi-120 ‘Jones, T.0. Vis ‘Doran, JM, 4, 1-80, 1.59, V39, V.46-V-48,V-62, VEN17, Vile 65, Vil-S5, 35 Kaplan, 88. 88, 82 Kazuo, 0. Vi-t19 Kendll, J. M-59,V-112 ‘Kennedy, A. 1-79, Kennon, J.1V-112 Kepner, GH. VEI13, Vid17 Keraner, H.IV-112 Kirtpatick, D.X-37 Krause, 0.6. il-55 Krumwiede IV-117 Keng, P.IV-12 Kumnerow, JM. V-111 Kunkel, P.v-110 Lal, R37 Landers, A. Vi-t Langley, ¢. vi-i18 Lasehinger,D.intro-3 Latako, Wel. V-82, VIANT, VIS Leavenworth, R. VIAI6, VIS Leland, K, v5 Lennon, intros Levinson Long, B. Lorner tt Loveman, .W. VS Lowenstein, MLW. VIS Macphorson, A.I81 Magnet, D intro Maraton, WM. WA7,IV-112 MartinD. Vi-t17 Maslow, AM. I-32, 1:3, 1-81 Mattoson,M: 1-80, W142 Mausman, B.-80 Mayo, E132 Metal, W.X-7 McCarty, P.. Vil-56 McCartney, P intro McClelland, D.1V-112 MeGregor, 0.1133, 1134, 181 Molan,E. Vit? Molcher, RW. IV-112 Metkman, A. VI-56 Mendonca, M. VI-E® its, J1V-113 Mintzberg, H.th8t, Mitchel, 7.110 Mizuno, 8. 118 Moon, R. VIL8S Moody, P. Vi19 Moorhead, G.IV-113 Moss, R.Vit17 Myers, KD. W113 Myers, P.B.IVA13 Nadler, DA. I-81 Nakajima, 8.418 Nand, V. VI-86 Nowman, PR. Vit18 Nierenberg, G.I Nolan 7 58, I-86 ‘Norton, D.P. 52, V-62 Ohno, T. i418 Oldham, 6.1-80 ‘Omdah T. , VIA18, VIE, X35 Osbore, D. Vis Parer,€.6.1%36 to, V. VAS Pasteur, L.xi-t Patol, J intro-3 Ree Peale, NV. 1-79 Pearson, ¥.N Peters, T. VSB Priter, J. N58 ke, M.S. N18 Philips, 8. VI-S4 Poole. 1V-110, Porter, M.-8, 1-60 CcMaIoE 2019 xiL= 13 © QUALITY COUNCIL OF INDIANAXi, APPENDIX INDEX Poteet, M.X-37 Prahalad, C.1V-113, ViA16 Preiss, R.Vi-S5 Provost, L. ViA18, Vi-sé Pugh, 8. 65, VENA ul, J 80,1913 Raisinghani .V-113 Rock, IB Reese, 11-81 Richardson, WER. Introd Ricks, 8. Riggs H. Robbins, Nott Robert, M60, 1-38, Roberts, C.V-82 Robertson, J.D..V-110 Robinson, A. Vit18 Robinson, D. X37 Robinson, J. X37 Rombach, H. VI-ES Romig, HG. VILS Rosenau, M. Vit19 Rosenbloom, R.1V-110 Ross, Pl. Vit19 Ross, RB. V-62 Rother, M. Vi19 ‘Sasser, Je, WES. VIS ‘Sassoon, V. Xi Sati, V.IV-i14 ‘Saundors, D.M. V-62,V-117, VILBS Sayle, A V.62 ‘Schaaf, O. Fs ‘Schargel, FP. I-56 ‘Senge, PAM, 1V-114, V-62, E118, VILE ‘Shankiin, M.1V-110, Sharma, A. e119 Shaw, RB. Sherman, 8.182 Shevenaugh, D. VILSS Shewhart, W.A.V-38-V-4t,V-62, VI119, VIL6S Shigeru, M. Vi-119 Shingo, 8. V-105, Via19, Shockley, Il, WeIV-114 Shook, J. VIS ‘Simmerman, S.J. Vil-56 ‘Sinha, MA, VSG ‘Su, R82 ‘Smith, BJ V-62, X38 ‘Shee, RD. V-11, VI-S6 Shyderman, 8.1180 Solomon, C.1V-114 Spector, R. VISE Spenco, Iv-tt4 Sproul, R.VI-LTB Stein, PG. Intro, VIKES Stengel, C. 5 Strelbel, B82 ‘Strickland, MA. -60,1V-114 ‘Sword, M. il-54 ‘Taguehi, G. V-3, V-55, V.56, V-62, Vit19 Totsuichi, A Vit19| ‘Thomas, K-82 Thompson, Jf A. MED, Wott ‘Thoreau, HD. Tichy, N82, X38 Tosvotd, 0. W-82 Trogoo, 8.8. i413, Vit7 ‘Trochim, W.X-38 ‘Tackman, BW. 182 Van doVen, A. 45 Van Landingham, RD. VSS Vines, €.1Va14 Wald, A Vi-66 Warechaner V-416 Warzusen, Watson, 6.60 Weisbord, MR. 60 Wescott RT. Kt Wheetright,S.-58 Wiiteley, RC. VSB Wil, D. x38 ‘Wk, Lav .82 Womack, J.Vi120 Wertman, BL intro, ntro-, I-82, H-60, 1V-110, V-60, V-62, "Vi-120, VIES, Vi-6E, X35, 1K-36 Wu, ¥. v.62 Wysocki, RK. IV-IT4 Yang, K.V-120 Zang, WAL W114 Zeidler, P. V5 Zeithaml. Zemke, R. VIS4, VISE Zhang, H. Vi-tz0 Zien, K-60, W443 Zinkgrat, 8. VEN16 cmaioe 2019 XU 14 {© QUALITY COUNCIL OF INDIANAXi, APPENDIX INDEX Subject Index 44 stop approach to quality improvement V-50, 24 CFR Part 620'V-23 53.4 parts per milion Vi46 ‘whys VIS. We and HVS ssviez A ABC (activly-based costing) N48 ‘Accept number VIS ‘Acceptable qual ‘Accommodating kt, 42 ‘accrediation X1-2 ‘Accuracy Vila ‘M38 ‘Acquisition VIN-40 ‘ActiN-25, Vaz, VIS ‘ction Viat ‘ative istening 1V-74 ‘tivity network diagrams (ANDs) 1V-100, V32, V3 ‘Acivity-based! costing (ABC) I-48 ‘Actual ‘Actual general manager performance IV-6 ‘Ad hoc teams Ist ‘Adjouring W-55. ‘Aaministration 1V-38 ‘Administrative management V-9 technological training tools X-26 ‘Affected parties Vil-tt, VIZ ‘Afinity dlagrams Vi-20, Vi-2t ‘Agreoableness W-18 Al (artical iteltigence) 30 ‘Aligning goals with stakeholder needs 1-22, -23. ‘Aignment with stratogienoods X-8, X29 ‘Alliances and joint ventures 1-8 ‘Allocating resources V-5, ‘Alpha dak VIS, VIEAS ‘Analysis X12%-16 ‘Analyze 122, Via5 ‘Andon board Vi-87 ‘ANDS (activity network diagrams) 1V-00, V-32, E33 Wao ‘ANSUASQ 21.4 VI-TOVI-12, VI-t4 ‘cod letors Vil-tt ‘ingle sampling, normal inspection VI-12 ANSUASQ 21.9 Vil43, VIF14 ‘sampling plans Vi-13 ‘Aposte Vileat ‘Application of adult learning principles X20, X21 ‘Applications of classical taining tools X24 ‘Apply 22 ‘Appraisal costs V-68, V9, VET2 ‘Appropriate vehicles fr different situations V-72, ‘APR (annual percentage rate) V4 ‘AGI (acceptable quality level) VIB Artifacts 1-27 ‘Aticilintligance (Al) M-30, XIL2 ‘ASQ Code of Ethles1-75,11-76 ‘ASQ international Team Excollence Award (TEA) 29 980.24.4 VI-NO-VI-N2, VIEIS ‘code letters VI-11 normal inspection VIL¢2 88071.8 Viet, V-t4 ‘sampling plans Vit ‘Assessment ‘and analysis, benefits I-32 ‘and analysis, need for I-31, 32 process steps I-35 echnical M3335 Assets 43 ‘Assure XI-2 ‘Asynchronous communications W-83, [ATF (Bureau of Alcohol, Tobacco, and F ‘stibute VIB ‘hart formulas VIE3S charts VI-32 control chart VIL2S plans Vit ‘Attibutions 1-69, ‘triton Vi-40 ‘auc x1-2 internal V-43 ually Veit Standard XI-2 136 ‘Auclting organization X12 ‘aditor X12 ‘Automatic measurement VI-3 ‘atomationt-29, X12 ‘atonomation I-29, X02 ‘Autonomous work teams I-32 ‘allay VOT, VIO ‘of information and knowledge 1V-82, V-63 ‘Average Vil27. ‘Avoidance 1V-58 ‘Avoiding i, 42, VES ‘Axiomatic design Vi-53, Vi-64 Balance sheet 1-43, Balanced ViA09 Balanced scorecard M52, N53, V2, V-13 Balarige National Quality Program (BNGP) I-12 Baldrige Performance Excellence Program I-12, V24-V-28 Bar charts 1.98, 1-59 Barriers to empowerment I-46, 147 Basle Vil-20 problem solving methodology Vi-3 Bathtub curve VI-63 Bathtub model VI-63 Bayesian sampling VI-14 Behavior X35 Behavioral approach to management V-14 Behavioral assessment I-32, 33 Benchmarking V334.37 ‘CMaIDE 2018 Xil -15 (© QUALITY COUNCIL OF INDIANAXI APPENDIX INDEX organizational V. performance V.36 process V.36 project V-26 Strategic V7 Bonefit-cost analysis 1-41 Benefits of assossmont and analysis -32 Best company improvement stratogies V-37 Beta risk ViF8, VI-1S Bias V3, Viis0 Big data XiL2 five factor model of personality 1V-18 Big Qand Lite @ 48 ‘Bimodal histogram Vi-12 inomial distribution VIL2S, VIEIS Black belt duties VIA7 ‘Blockehain I-29, X02 ‘Bloom's Taxonomy 122 'BNOP (Baldrige National Quality Program) I-12 Boss Wad Bottleneck Vi-109, Brainstorming VES4 Broad stratogie objectives m8 Budget IV-47, 1-86, Build phase I-56 Bureau of Alcohol, Tobacco, and Firearms (ATF) I-36 Bureaueracy V-10 Burn-in V-60, Business environment analysis I-14 Businoss practice Il34, I-76, (V-77 c chart Vi.32, Vilas ‘Caype metrxdlagrams V-26 Capability x0-2 ‘analysis M34 “analysis objectives VILS4 Index tailor rates VILSS process VIKS#-VI-53, Capability index (Cp) VI-S2, VIss3 Capability ratio (Cr) VI-S2 CCAR (corrective action request) 1X20 (Case study questions Xh4-X42 ‘question #1 Xi-2 ‘quostion #2 X13 ‘Quostion #3 X14 question #4 XLS Question #5 X68 ‘question 86 XLT {Question 7 X18, X19 ‘Question #6 XI-A0XI-2 Cash flow V-49, Catastrophic V-9, vi-40 {Gouse and efectciagrams Vi-4, VIS ‘GDC (Centers for Disease Control) I-36 Centers for Disease Control (CDC) I-36 ‘Central limit theorem VIL23 ‘GEO as change agent 20 ‘GEP (Cortifed Excellence Professionals) V27 Certification X13. ody x3 overview It Certified Excellence Professionals (CEP) V-27 (CFM (continuous flow manufacturing) V-A7, V.98, Vis Chain sampling Vi-t4, VIA Champion 1-67 Change ‘agents U4 CEO as agenti-20 large seal 1-21, 1-22 ‘management I-17 proces broject example 1-20, fesistance I-18 {pes of organizational 1-17 ‘changing perceptions VIl-5t CGharactoristies of a normaly distributed process Vi-413, Check Vit, Ves Check sheets V8, ViA0 recording V8, Vi-10 checklists V-10 Classical training tools X-22%25 (Cont xI-3 Closed ended questioning IV-72,1V-73 Closure v.84 oud computing I-28, X0-3 CCMAIOE Body of Knowledge 1-64-21 (CMOIOE exam 134-5 Coach W-14 Coefficient of variation (COV) Vik22 Collaborating Ira, Ir42 Golurmn graphs Vit1| Combination VSS ‘Commitment tothe customer Vil-29, VI30 Common cause VSO ‘communication actives 13 Continuous distributions I-24 Siserote distbutions VIL25 ‘striations VIL26 team problems I-59 ‘Communication Vl-25, bles 1V-06 ‘activities I-12 ‘channels 1X43, 14 ‘uring the contract 42, 1X3 sfectivene ectronic etiquette 1V-82 global economy V-75:V-77 Rorizontat V-69 Impact on interpersonal IV-82 Informal v.69 positive x-14 Situational methods 1-83 shale 86 techniques V-66 technology N78. vertical downward flow 1V-67 vertical upward flow IV-57:V-69, Communicator V-66, Company X1-3 Programs to Improve product safety I-40 ‘Company wide quality control (WAC) V-7, v.54 Compatiity X13 Competency 1-76 Competing I-41, 42 ‘Competition V7 cMavoe 2019 xU-16 © QUALITY COUNCIL OF INDIANAXil, APPENDIX INDEX Competitive shoppers V4 Complaints Vil-32 Compliance XI-3 Compromise Vil-s2 Compromising I-42 Concept design Vi-S2 Concept phase Vi-58 Concurrent activites V-100, 1V-01 Confidential I-76 Conflict hanaing W-42 Fssues I-10, 1-102 of interest I-10041-102 Fesoluton 1-39-42, VILSL-MIN-SS Confrontation Vil-52 CGonscientiousnoss1V-17,V-18 ‘Gonsensus techniques 1-43 Constant allure rate VI-83 Constraints Vis08M1-112 ‘management Vi-i1, Vit12 ‘Consumer preducts I-38 Consumer's confiden ‘Consumer's risk Vi Containment action 1-20 Contingency Theory W-10, ‘Continuous distribution Vi-24 ‘Continuous flow manufacturing (CFM) VLS7, SE, Vi-88 Continuous quality Improvement (CAN V-38| Contract XI-3. review Xi Contractor XIK3 Contrast of Big Q and Little q V-48 Control VAS Control chart Vit vantages Vi-14 tribute Vi-26, Vi-32 tribute formulas VIE3S fissavantages V-14 Ietorpretation VI-3t ‘utof-contol VIISE-VIE38 Variables VIL26 Xbar-R ViL30 controling 1-4, 1V-86 ‘Convenience Vil-22 Core competencies 1V-85 Corrective ation Vl-33, 1-23, 1X24, XIL3 ‘commitment X24 ‘ofined 1X20 ‘efiitions 1X20 Improvement 1-21, 22 planning D625, 1-26, Fequest form 1-23 ‘Standardizing Vide types 1K-24,1K25 Corrective action request (CAR) 1-20 Costs ‘accounting IV.47, 1V-48 ‘dvantages of a qualty system VL76 Appraisal VSB, Vi89 ‘tegories V-6B extemal fallure V8, V-70 factors VIO failure V-68 internal fallre V-68, Vi-70 Uimitations of quality system VIT7 ‘mossurements VST tetris (XAT ‘optimum quality V-74 M73 ‘thor quality pitfalls V-77 prevention VE68, 69 ‘ually comparison bases Vi74 quality improvement V-73 ‘Quality responstbltis V-76 troditional concept VE training X28 {ypleal quality report VTS ‘COV (coeficient of variation) VILZ2 Covey, SR. V-38,V-7-¥.88 p (capablityindox) VILS2, VIS, VI-SS (pk vis, VI-S3 (CPM (erial path method) W-944V-97 ‘example 1-944V-97 ‘ca! (continuous quality Improvement V.38 Gr (capability ratio) Vi-52 Crash an activity IV-4.V-97, 1V108 Greate 122 Creativity 5, vs3 Criminal and personal lability 39 Critical VE38, Vi40 ‘path 1.90, 1.91, V-93:1V-97, I-32 thinking skis 1-45 Cotical path method (CPM) 1V.944V-87 ‘example 1V-S4:V-97 Cctcality Vireo Crosby, PB, V-9, V9, V-50 Cross functional collaboration V-244V-26 (Gross functional teams 1-5, 1-53, Cultural considerations 1V-76 Cutt 1254-27, 1-29, lagnosis I-36 ‘ational I-29 Current assets V-42 Current ratio 44 Curriculum development X-17, X18 Customer xika ‘commitment Vil-2, VI-30 ‘consumer partnership VIl-49 ‘domain VES ‘riven organizations VI-38 ‘riven sorvies Viet, IAS driven vision Vi-s4 ‘employees Vil, ViI-S ‘expectations Vil-20-VI-22 fxternal VIE-0.V-15, focus V2 identification intermediate intormal VIIA-VULS loyalty Vilas ‘management VILSO, V-St ‘needs Vil-2, VIL23 eortes VIZ Felationship mar Fetention Vil40-Vil-43 Satisfaction VI-31-VH.33 Satlefacton surveys VI-35, VI-36 ‘Segmentation Vil serice VI-23| service measurement VI-34 120 CMaIOE 2010 Xi -17. © QUALITY COUNCIL OF INDIANAXI, APPENDIX INDEX vice principles VI-46-Vi48 training Vil-23 voice VI-25 Customer focused organizations Vile, VIL2 references Vl-Sé {eWaC (company wide quality control V-7, v.54 (yee time tks0, VST, V8, V-D, V-103 Tedltion V8, 91 D Data ‘accuracy VIL6 Collection V3, VIET Information knowledge development cycle 1V-60, V-61 Integrity Ves e-bugging VIL60 Decision analysis Vi 14 Defect vir3s, Kil Detection Vii-40 Detectives V-35 Defects per milion opportunities (DPMO) V-46 Defects por opportunity (OPO) Vi-46 ine Vis, Xia Define, measure, analyze, Improve, control (OMAIC) VAS Degree of demonstration Xi Delogating IV Delivery metrics 17 Deming method V-8 Deming, W.E. V-39, V42-V-45 ‘chain reaction V-45 Dependabilty VIL60,XiL4 Deployment ‘action plan 48 ase study A847 ‘of quality goals V-10 strategic goals I-46 Derating V6, VIESt Desien ‘and development phase VI-58 Concepts VIO review Xi tusing quality function deployment V60 Design for six sigma (DFSS) V9 Designing for rllality VI-52--60 Desired vile21 Develop phase 1-60 the mission i-7 the vision I6 ‘win-win relationships 1-62 DDFSS (design for six sigma) V5 Different management siyles IV-125V-14 Direc abor V-48 Direct materials 1V-48 85 1 alning tools X24, X.25 of TaMv-32 technological training tools X27 DISC (Dominance, influence, Steadiness, Consciontiousness) 1V-17,V-18 Discounts & plops Ito Discovery sampling VI-I7 iseropancy XIl-4 Discrete aistribution ViL25 Disposal iLs8 Disposition of nonconformity XI-4 Dissatisfaction sources Vl-34 Dissatsfers 1-25, Distribution of ime between fallures Vi-64 Distributions Vilz4, VIS DMAIC (define, measure, analyze, improve, control) Vi-4S Do M25, Ves, Vie, V2 Dominance 1V-17 Dominance, Influence, Stoadiness, Conscientiousness (ISG) V-47, WA8 Dominant participants I-69 'DPMO (defects per milion opportunities) VAS 'DPO (detects per opportunity) Vid6 Dei vildo Driving forces vi 12 E E-business 128 Enmings before interest and taxes (EBT) 1V-45. EBIT (earnings before interost and taxes) V.45 Effectcnuseretfect Vi110 Effective team meetings I-61 Effects of data collection on people IL-7 Effects of people on data collection VIL7 Effort 43 EFM (European Foundation for Quality Management) V-28, v29 Electronic communication etiquette V- Empathy V-71 Employ ‘communications Vil, Vil-8 ‘surveys V7 training Vik, Vil-s Empowerment I-46, V-12 barrens 4, 1-47 ‘organizational I-47 End users VLt1 Engineering V-20, Ensure Xin Environment VILE Environmental 123 actors VIS sues 37 Environmental Protection Agency (EPA) I-37, V-23 Environmental stress screening (ESS) VIET Envisioning 1-20 EPA (Environmental Protection Agency) I Error proof V-102 spouted values 1-27 ESS (enviconmental stress screening) VILS1 Establish winawin plans I-37 Establishing process goals V-80 Esteem needs 1-32, 133, Ethical decision models 1.78 Ethical principles I-76, 1-77 European Excellence Award V-28,V-29 European Foundation for Quality Management (EFQM) V-28, v.29 Evaluat 1:22 Evaluating t Evaluation Internal supplior systems X24 7,123 ning effectiveness X-28, ‘omaioe 2019 x= 18 ©QUALITY COUNCIL OF INDIANAXi, APPENDIX INDEX ‘of supplier through product samples X-3 ‘of taining effect on trainee X20, X31 Evaporating clouds VI-"10, Evo (evolutionary project management) V-88, Evolutionary project management (Evo) 1-88 Excellence Canada V.26, V.27 Execution V-64 Expectations of a quality professional I.75 Expected Vil-20 Exploration VSS Exponential eistribution VIL24 External cerification models 1-5-7 customer identification Vil-12, I-13 ‘customer market segmentation il-14, ViI-1S customers Vil-10-V15 failure costs Vi-68, Vi-70, V-72 performer factors X-8 extraversion 1V-16,1V-18 Extrinsle factors 135 F Face-o‘ace interviews Vil-34 Falsafe VIL6O Failure ‘analysis VILE1 ‘costs V8, VITO critical VILE! mechanism VI-64 mode VIS random VIKSt rate VILS1, VIS Fates VIESS Failure mode and effects analysis (FMEA) Vi-34.V1-36, VI-6t Failure mode effects analysie and critically analysis, (FMECA) V-36.V-38 process steps VIS6, VIS7 Failure reporting, analysis and corrective action system (FRACAS) Vil6t False management assumptions It Fault notation VI-E1 FDA (Food and Drug Administration) 36 FDACGMP v.23 Feedback Vi-32, Vl37 ‘forme Vil-37 from stakeholders V4 Feeling W-18 Feigenbaum, AV. V9, V5, V-52 Feuaing Finance V-24 Financial analysis i-34,1V-425V.46 Financial management IV-41 Fishbone diagram Vi-¢ Five common rules ViI31 Five competitive forces Ik19, M21 ‘use zt Flat organizations 1-3, I-6, 1123 Floundering 1-69 Flow chart Vi ‘example VIB procedure Vi-8S ‘Symbols Vi work instructions VBS FMEA (failure mode and effects analysis) V-24-V-3, Viet FMECA( allure mode effects analysis and criticality analysis) ‘V36-38 process steps V6, VIS7 Focus groups Vil34 Food and Drug Administration (FDA) M36 Force feld analysis V-111, Vet12, Forcing Vil-s2 Forecast V8 Foreman quality responsibilities 1-40 Frm win-win agreements 1-38 Formal and informal communications 1V.88 Formation of strategic objective M-a7 Ferming I-54, 1155 Forte Interpersonal Communications System V-19 Four absolutes of quality management V-50 Four levels X34 Fourteen obigaions of fop management V-43 FRACAS (allure reporting, analysis and corrective action system) VST Friend W-14 Friendliness 1-71 Full scale development VIS Functional domain 6S Funetional organizations i, 16, 1-23 Fundamental principles 1-75. Fuzzy boundary organizations IB G Gandhi x1 Gantt charts 1V.38, v.99 Gatokeoper 1-69 Gaussian distribution VI-24 ‘General manager performance V-5 Geographical organizations I-Ie, I-24 GIDEP (Government Industry Data Exchange Program) [XS Global change Ir30 ‘market changes i-20 Gaba! economy communications IV-75:V-77 ‘Goals and objectives 1V-31 {Good desiga concepts VI-60 ‘Government industry Data Exchange Program (GIDEP) IX-3 GGroupthink 1-70 {Guarantees Vi3t {Guiding principles Ih ‘examples i Handling conflet W-42 Harrington's management styles V-14 Hawthome studies 1-32 Hersey and Blanchard situational leadership mode! IV-13, Herzberg, FW. Ir38 High-performance work wystems IL8 Hiring process 1V-28,1V-28 Histograms Vit, 12 bimodal Vit2 ‘comments Vi-12 hegatvely kewed Vi-12 Special causes Vi12 truncated Vi-12 Historical organizations 12, 3 Horizontal communications 1V-£8 Horizontal organizations 3, 1-6 Hoshin Kone iad House of quality Vi60, VIL-26.v-28, ‘cMaioE 2019 xi 19 (© QUALITY COUNCIL OF INDIANA,Xi, APPENDIX INDEX Housekeeping Vi92 How are normal distributions predictable? V-13. How to develop and manage core competencies IV-65. How to develop and support alearning organization V-63,1V- Ci Human actors VIS relations 1V3 resource management V-27 resources I-35, 1-20 Hybrid example M13, Hygiene factors I-35 Hypergeometrc distbution Vis LD. (interelationship digraphs) Vi28, VL29 Impact of data collection Vi-7 Impacts of globel change I-30 Importance of top-down support X-4, XS Improve V-45 Improvement ‘Corrective and preventive action IX-21, [K-22 strategies V7 feams 5, 1-53 Inaccuraces In the measurement data IV-56 Income statement N-44 Industry vary I-24 Industry type V-7 Infant mortality Viess Infiuence v.17 Information systems suppor IV-79,V-80 Information technology (I) M28, 34, 1-22, W-78 Initial planning moetings D-9X-12 Initial proect selection 1-59 Ination v.36 Innovation VISt, VES Innovation and creativity Vi-St Inspection 38, XI instructions XILS ‘struments to gather data Vil-24 Intangibles W-42 Integr 1-76 Intorchangeability X0-5 Interdependence of functional areas IV-20 Interest based bargaining I43 Intermediate customers VIIA Internal ‘uit 43 ‘capability analysis 31 ‘customers Vi-4-VI-6 ‘customers, employees VIS, VI failure costs Vi88, 70, 72 Internal rate of return (RR) 1V-50 ‘method 1V-50 Internally segmenting the external customer VIl-15 International Team Excelence Award (TEA) V-29 Interpersonal communications IV-82 Interpersonal sil 1V-74, Interelationship dir Intense factors 1-35 Introversion V-16 Intuition 1-16 Inventory V-94, 95, Vi109 ‘urns VI8T Investigation X-11 IRR (internal rate of return) 1V-50 ‘method 1-50 Ishikawa dlagram Viet Ishikawa, KV, V53, v.54 180 (International Organization for Standardization) ILS ts0 9000 v.17, 180 9004-0, 43, VA7-¥-24, 26 summary 41, VAB-V-2t 180 9004 V-17, 180 14000 v.22 0 14001 v.22 180 14004 v-22 180 quality standards v.17 Isonec 17028 v.23. FT (information technology) I-28, 1.22, V-78 TEA (international Team Excellence Award) V-29 J dona vi-00 ST Gustincime) Vis7, 34 ob ‘nlargomont I-48, fnvichment Ih rotation 148 Simplification 1-48 seine ‘conomic planning meetings 1X10 ‘managerial planning meetings K-11, X12 technological planning mestings 1:10 Judging W-6 ‘Jump to solutions 1-69 “ran, JM V3, 46-48 “Talogy V-47, v.88 Jostneime (HT) VBT, 1X34 K Katzen vi93. ‘itz V8 Kanban ViA01 Kepaee-Tregoe Vi-t13,, matrix VEt13, Vit Kirkpatrick Mode X-342X-96, Knowledge IV- management V-60, 51 Knowledge development cycle IV-60, 161 L type matrix diagrams V126, ViZ7 (Caype survey matrix VIL36 Laboratory product information 1-38. Lok of variability Vita Language issues 1V-75 Large seate change 1-21, 1-22 Lateral thinking V-58 LEL (lower control limit) V-14, ViL27-Vi29, VI-83, VIF35, il 38 Lead ausitor x15 roles and responsibilities 1-9, 1-10 Leadership H-,-2, M34 ‘eMavoe 2019 Xxil-20 (© QUALITY COUNCIL OF INDIANAXi APPENDIX INDEX ASQ Code of Ethics 1-75, organizational structures IL2 qualities W-88 Feferonces I-79 tye sms and team processes 50 techniques I-31 versus management I-1t Leading 3 ean ‘lossary VI87, VIS pufacturing M27, I-86 ‘manufacturing techniques Vi Learned needs IV-13, earning X25 ‘organization 1V.63, V.64 principles X19-%-21 Legal V-23, ‘and regulatory factors 1-36.40 Level loading Vi-87 Levels of cognition 122 Lables W=43 ‘Labilty eriminal and personal i-38 Life eyelecharacteristes I-56 Likert scale Viei6 Linearity VI-3s, Vat Linking six sigma projects to organizational goals Vi-49 Liguity V-46: Lot size Vile {Lower control imit (LCL) I-14, Vil27-Vi-29, Vil33, VI-25, ‘v-36 Lower specication limit (LSL) Vi-St St ower specification limit) VILSt Machine learning (ML) 1-30, XILS Maintainability VIESO ‘defined VIESt Maintenance corrective VIL6t fefined ViLs3 factors 1-59 Phase 1X33, K-34 reventive VILSt Scheduled Malcolm Baldrige Notional Quality Award (MBNGA) V-24 ‘Manage by facts W-12, Management ction V-79 ‘sdminitrative V.9 behavioral approach IV-14 ‘sesumptions I-15 financial 1V-41 ‘human resource V-27 ina union environment I-46 knowledge 1-40, 1-78 ‘other approaches IV-11 Presentations I-74 Principles IV-2V-5 project v.84 project basics 1V-84.V.88 project methodologies V-88, ‘guality responsibiiles1V-39, 1-40 quantitative V=10 view Vot5, V6, X65 Fisk 53.055 Fisk actives 1-107 roles I-13 Scions 1-8, 1v-9 six lgma suppor Vi49 skits W-4,1V2 ‘lle and abilities 1V2 systematic V3 theories and styles V6 versus leadership It [Management by exception (MBE) IV-11 Management by objectives (MBO) V-11 ‘Management by esults (MER) IV-11 ‘Manegement by walking around (MBWA) IV-11 ‘Management information systoms (MS) IV-22,V-78, ‘communication skills and abilities 1V-86 ‘management ekile and ables IV2 project management V-24 ‘ferences V-110 Management tools V4, V2 ‘problem solving tools VI2 process management approaches VI78 Foterences Vit15, Managor roles and responsibilities 3840-38 Manual data collection VIC3 Manufacturing I-34, 1V.22 Marginal V3, Vi-40 Market forces i-19.0-21 Marketing Ih34, V-24 Marketplace response IL51 Mastow, A I-32,1-33, Material safety data sheets (MSDS) 1V.29 Matric diagrams VI25, Vi27 Matrh organizations I, 1-7, 24 MBE (management by exception) V-11 MBNGA (Malcolm Baldrige National Quality Award) V-24 [MBO (management by objectives) I-11 MBR (management by results) I-11 MBTI(Myers-Briggs Type Indicator) V-15, V-18 [MBWA (management by walking around) V-11 MoGregor, D.1133, 1:34 Mean ViL49, V-20 Meantime between failures (TBF) VILS2, VI-64 Mean time to falure(MTTF) Vi-82 ‘Mean time to ropa (TTR) I-82 Measure Vi-A5 Measure and monitor project activity I-102 Measurement Vil2, Vil3 ‘of performance V-14 parameters Vilst process goals Vit Droject activity 1V-1024V-106 Foforances VI-65, VI-EE ‘selection VIS terme Vil, vi-t1 tools VILA, V2 training affects X32-%-94 Moatures of ‘central tendency VIl-18-VI-21 sispersion Vi-22 ‘cuqvoe 2019 xil-24 (© QUALITY COUNCIL OF INDIANAXi, APPENDIX INDEX ‘supplier performance IXA5, X46 Media choices IV-72 Median Vik2t Metamodel 1V-62 Methods of training dolvery X22 Metrics and goals I-50, I-51 Metrology W- Hiddle management quality responsibilities 1V40 ‘migpoint vi-zt MIL-HOBK-108 Vi-14 MILHOBK-107 ViLta MILHDBK-108 Vi-t4 MILHOBK761 Vita MIL'STD-105E ViE-t1, ita MIL'STD-600 ViL‘a MILSTD 781 ViLts MILSTD.1735 Vita IMS (management information systems) V-22,V-78 ‘Mission, develop II-7 Mission, examples IL-7 Mistake proofing Vi-t02 Mitigate 54 Mitigation W-59 ML (machine learning) Mode Vi-20. Model for quality assurance X1-5 Modification vis3 Motivating the workforce I-36 Motivational relationships 1-35. [MSDS (rnaterial MTBF (moan time betwoon failures) Vi-62, VI-e4 LMTTF (mean time to fllro) Vi-82 time to repa) VILE "Vi, Vi-S4VI-87 Myers-Briggs Type Indicator (MBTI)V-15, V1 N National cultures 1-29, National Quality Institute (NaN V-26 Natural work team organization I Need for assessment and analys Negative emotionality = Negatively skowed histogram VIt2 aligence I-76 Negotiation techniques 1-37 Nalgon funnel Vila [Not present value (NPV) 1v-49 method 1V-49, Network rus 1V-90 Networks I-8 NGT (nominal group technique) Ih Node ivi, Vis2 Noise IV.56, Vio Nominal group technique (NGT) 1.45 Non-valuo added Vi-87, Vi-94.V1-96 ‘ctivtles VO4VL96 Nonconformity XI-5 Nonequivalent group design X-33, Normal sistribution VI-24 Inspection Vi-, i-12 predictable Vit3 ‘Normally dlathbuted process Vit3 Norming I-54, 1-55 hart Vl82, VSS [NPV (net present valu) 48 ‘method 149, Nal (National Quality Institut) v.26 ° Objoctive evidence XI-6 Objectives of taining X6,X-7 process capability analysis VIkS4 strategic 8 tactical 3 Objectivity 1-76, v.74 (OC curve Vi-1S (Occupational Safty and Health Administration (OSHA)II-3, v2 quipment effectiveness) VL97, V8 On-thedob training X2, X-, X9, X43, X44 Open ended questioning V-72,V-73, ‘Operational phase VI-SB ‘Operator quality responsibilities 1V-40, Opinions as facts 1-69, ‘Opportunities I-16 Optimize phase Optimum quality costs Vi-71-W-73. Organization x earning V3, 1V.64 size NS Organizational benchmarking V-26, V-37 benefits X28, culture 1251-27 culture diagnosis 1-20 ‘empowerment Ika7 fearning I-64 memory V-61 Performance measurement HL-SOsILS2 oadblocks 1-23, 1-24 ‘structure ILS Structure examples I, 1-7 ‘structures 112, 1V-,1V-7 ‘subeuitures 28 taining measurements X29 Organizing V4 Origin of qualty cost measurements VST (OSHA Occupational Safety and Health Administration) I-36, v.29 other ‘management approaches IV-11 organizational forms Ib project evaluation methods V-49 ‘oMaIGE 2019 ‘© QUALITY COUNCIL OF INDIANAXi APPENDIX INDEX quality methodologies V.30 utof-controlVII36-VIE3B vera equipment effectiveness (OEE) Vi97, VL98 Overbearing participants I-69 Overhead 1V-48 Overproduction Vi94, Vi95 ‘Owners equity W-42, NAS P p chart VI-s2vi-35 Parameter design V-62 Parameters that change quickly Vila rameters that change slowiy VIl40 aroto diagrams Vi-15, typical Vi-16 Partnership with the consumer customer VIl-49 Partnerships and alliances with suppliers O-20-0631 Parts por milion (ppm) Vi-48, IES Payback period W-51 POCA (plando-check-act) V-tt, VIL2, VI-3 POPC (process decision program charts) Vi24, Vi2S PDSA (plansdo-study-act) Vea PEP (Progressive Excelence Program) V-27 Perceiving I-16 Perfection 87 Perform win-win maintenance 1-39 Performance ‘benchmarking V-38 efficleney ViS7, V9 ‘evaluations IV304V82 ‘excellence models V-24 Performance index (Pp) VILS2 Performance ratio (Pe) VI-52 Performing I-55 Permanent whitewator I-18 PERT (program evaluation and review technique) IV-90.V-93, chart example 1V-92,1V-93. Philosophies, qualty Physical domain V6 Physiological needs 1-32, 183 Pan I-26, Vid, Via, VIEZ Plan-do-check-act (PDCA) Vi-¢t, VIE, VIE3 Plan-do-study-act(POSA) VI42 Planning IV-3, 84 Plant facies 1-35 Point of use inventory Vi87 Points near or outside lits Vi-a7 Poisson distribution VI-25, VILSS Poisson formula Vi-15 Poka-yoke VI86, VI87, 98, i102 Position descriptions IV-29,V-20 Positive communications X-14 Post training reinforcement X21 Potential probiem analysis VITt4 Power of customers I-20 Power of suppliers I-20 Pp (performance index) VILS2 pk vits2 ‘pm (parts per millon) Vi46, VIS PIS (process oriented performance measurement system) Ws Pr (performance ratio) VIS? PRAT (production reliably acceptance testing) VIL62 Prerequisite trees Vi110 Pretestpost test control group design X83 Prevention costs VISE, V-69, Vi-72 Preventive action 1X20, XI Improvement X21, 1-22 Principles of management IV-24V.5 Prior product performance IX3 Prioritization matices VIO, VESt Probability of alure VE38 Problem ‘analysis Vi414 ‘ust be dotined 1-61 Solving methodology VIS Solving stops 1-62 Solving tools Viz Procedure Xi flow chart Vi-8S weiten Vi82 Process KIS ‘analysis V-82 average Vi-14 fverage and variation out-of-control VI-38 ‘average out-f-contral VI-37 bbenctimarking V6 ‘capability Vest 1-53 ‘capability analysis IK ‘capability analysis objectives VILS# ‘documentation V-82 ‘domain VES3 flow chart 87 ‘goals Vi-TE.W180 ‘Goals, establishing Vi80 Improvement tools Vi34 in-eontrol VIL3B. In-control with chance variation VIS ‘management approaches VI78 mapping VET, VE82 measurement of goals Vi81 Selection to monitor 80, 81 ‘Variation outof-contol VIT Process decision program charts (POPC) Vi-24, VL25 Process oriented performance measurement system (PPMS) vat Processing VS, V-96 Procurement quaity 1-38 Producer’ risk VIE, VI-IS Producti VI-SO Product XI-6 ‘arrangement Vi information 38 Mabitty 123, x16 ‘organizations I-46, 1-24 represontations I-38 safety M40 Safety and liability 37, 1-38 ‘simplification features VIL-22 traceability V-t4 Production ‘engineering I-35 permit XI planning and scheduling I-35, 1V-22 Production eibilty acceptance testing (PRAT) I-62 rofesslonal development IV-32:V-36 Precise ViI39 Profit m0 Precision Vil4o Profitability 1v-46 ‘eMavoe 2019 xi 23 © QUALITY COUNCIL OF INDIANAXI APPENDIX INDEX Profits to sales V-45, Profound knowledge V-78 Program evaluation andreview technique (PERT) IV-904V-93, ‘char example IV-82,V-93, Progressive Excellence Program (PEP) V-27 Project ‘activity measurement benehmarking v.38 decision analysis 1.51, V-52 ‘documentation 1-108 V-109, valuation methods 1V-49 V-84-V-88 management methodologies 1-88 Planning and estimation tools V-8, 1-90 portfolio analysis 1-52 Selection 58 feams I-51, 153 Proverbs for negotiators 1139 Public entities VI38, VI-33 Pugh concept selection V6 Puller Purchaser Xi-7 {FD (quality function deployment) I-56, UST, VSO, Vile 2-28, metres I-56, 57 Qualification phase X-33, uatifeation process XI-7 Qualitative ‘assessment VILA6-Vil-19 risk analysis V-58 ‘ual “4010-28, u-28, x07 assurance IV-38, XIL7 ‘uating V-38 ‘utr X18 ucts Vt ‘lcles 1.52 ‘control 1V-38,Xil-8 ost categories Vi-68 ost comparison bases V7 oat improvement VETS ‘ost measurements VIET ost pitfalls V7 cost report 75 cost responsibilities V-76 ‘ost eyetem advantages VI-76 cost system limitations Vi-77 council V8, VB defined X07 department V-22 department responsibilities 1V-37 deployment V.7-V-11 document Xi-8 ‘documentation V-7-V-11 engineering V-38 ‘valuation XI ‘goals I-58, 1-56, V9, V0 Improvement XI-B management I-34, 1-38, XIL8 management standards V-17 ‘manual X08, XI etre 4 mission V2.8 ‘models V7 ‘optimum costs V-7I.V73 ‘organizations ‘other methodolo parametors thet change quick VI-AD paramotars that change slowly V-40 Philosophies V-20 plan xi-9 planning V-7-V-1, XI-9 pallies V-6, V9 Polley V2.4, xIL9 Principles V.5, V6 ‘elated costs XILO ‘requirements Xi responsibilities IV37-1V-40 ‘strategic deploymant 1-53-55 ‘Supplier aust 15, -20 ‘survelianes XI system V2, XI-9 system effectiveness V-12 system review Det foams 1-52, 153 theories v.17 work fe nities 1-4, 1-49 ‘Quality function deployment (QFD) W-S6, 157, V-60, Vil. 26MIN-28 metres HS6, I-57 ‘Quality systems and modols V-t, V-2 ‘quality models and theories V-17 ‘ality system V2 references V-60 ‘Quantitative management V-10 ‘Questioning, open ended and closed ended 1V-72,1V-73 Queue tne V8 bik ratio 1-45 R RAD (research and development) IV-21 RER terms VIL39 Random sampling VIA Range Vi-z2, Vez? Rate of quality products Vi98 Ratings X-4, Ratio analysis W-44.V-46 RO (tegression-scontinulty design) X32 Reacquiition Vila Reaction X24 Rearchitecturing 1-20, Recall reports V-14 Record XI-10 Recorder role I68 Recording check shoots Vi, V-10 Recurring eyetes VIKAS Reduced inspection Vil-9 Redundancy VI-8, VI-62 References customer focused organizations VII-S4, VILSS leadership I-70-.82 management skis 1V-1104V-114 management tools Vi-115.V1-20 ‘CMaIOE 2019, xul=24 QUALITY COUNCIL OF INDIANAXi, APPENDIX INDEX rmoasurement VIS, VILS ‘quality systems and models V-60.V-62 ‘strategie development II-581-60 ‘supplier management 8-35, 1-36 training and development X37, X38 Rofreezing Registration XIAO Regression point displacement design (RPDD) X33. Regression dlecontinully design (RO) X32 Regulatory 1-23 Reject number V8 Rejects ViB4, 95 Reliability 1-38, VI-S2-VIL82, XI40 ‘defined VS, V-62 ‘designing for VILSB-Vi-60 ‘growth VILS2 {erminology Vi-60-VIL62 Remember 22 Repair V.94, 95, XU-10 Repeatability V9, VI-tt Repository v.83 Reproducibility Vi-29, ilet Required sample size Vi Requirements of society Research & design I-34 Research and development (RAD) V-24 Resistance to change I-18 Resolution Viet Resources St ‘location and deployment I-45 forcontrol V-10, leveling as training XA5X47 Restraining forces VI-t12 Results x36 Retention Vil-40 ‘Return on assets (ROA) 141, 1V-45 Return on equity (ROE) 1V-45 Return on investment (ROM) 1V-42,1V-45 ° analysis 0-14 assonsment VIS7-VI-40 dentition 57, V-58, management 153.55, 7, D ‘management activities 1V-107 probably (VST probability methodology V-57 Fosponse W-59 Risk priority number (RPN) VLST Risky-shit 16 ROA (return on a Robust design ROE (return on equity) 1V-45. RO! (return on investment) IV-42, V-45 Roles and responsibilities Teaders 19 1-10 managers It21h-14 om #65, 1.88. Root cause RPDD (ragrossion point displacement design) X93, FRPN (risk priority number) VEST Ss ‘SAE AS 9100.22 Safety xi-10 ealth 34, Habitty 37, M reels 32434, Sales 24 ‘Sample meeting forms I-38 ‘Sample size VIE, VIF, VI-35 9 ‘scovery VI-7 errors VIO plan Vita fandom VI-18 ‘stratied VILTT ‘Satisfaction cards VI-34 ‘Scheduling V-84 ‘Selenite management V-,1V-9 Screening Vi-62 Serub Vi92 Selketsu Vi82 Seiri visa Seize Vi92 Selton Vi-92 Selection W-27, 1-28 Selection of a process to monitor V8, Vi8t Selectivity Vit Self dlrected teams I-51, 1-53 Sensing Iv-18 Sensitivity Vi-at sampling VIE, VILE Yor product falures VIl-23, Servicing V-22 Setup reduction (SUR) Vi4105.V-107 Seven deadly diseases that management must cure V-44 Seven management and planning tools Vit Seven quality control tools Vi2 Severity fallure V8 ‘Shared tacit assumptions 1127 Shewhart, WA. V-38-V-41 eycle V-tt Shs in process evel VILAS Shine Viz Shipto-stock (STS) 1-32-34 ‘Shiteuke Vi-92 ‘Short ter notes 1V42 ‘Shy members 1-69 ‘Sigma estimation VILS2 ‘Sigma lovel Vie ‘Simplification VI-S9 Single minute exchange of dies (SMED) VL86, Vi88, “os.ve407 ‘Single piece flow vise ‘Single sampling Vi-10, VI-12, VI-14 ‘Situational analysis Vi-113 ‘Situational communication methods v- ‘Situational leagership W-13. ‘Six big losses V-04, 97 Six boxes I-33 ‘Six classic team problem solving stops I-62 cmaoe 2019 XI +25 {© QUALITY COUNCIL OF INDIANAXI, APPENDIX INDEX ‘hx Sigma I-27, Vi Introduction a6 ‘management support V-49 project management and benefits VSO Fests Vi-AB teams 1-50, 1453 training V7 ‘ix thinking hats VSB Skills mate Vi88 Skipsot plans Vikt4 Skip-ot sampling Vi‘ Slack ime 1V-90, 191, 1V-83, 1V-97, 1V-106, VE32 Small ot principles VEB8 'SMED (single minute exchange of dies) Vi-86, VI ‘05.VL407 ‘Smoothing VI-S2 Social needs IL32-.24 Seeratle questioning I-45, XI-t1 Sort Vi82 '5PC (statetcal process contro!) Vi-26 Special oles 69 ‘Special versus common cause VILS0 Specific tactical objectives I-44 Specification XI-11 Spinouts 18 Sponsor IL87 ‘SQM (strategic quality management) V-7 ‘Stability ViE39, I-40 ‘Staffing V-4, 1V-36,1V.37 ‘Qoals and objectives IV-36, V-37 ‘Stagelgste processes IV-107 ‘Stages of team development I-54, Stakeholder analysis 22 ‘eed 22,23 Standard deviation ViL22 deviation estimation Vi-52 ‘error ofthe moan VI-Z3 Inventory Vi-104 work VIB, Vie03, Vi-Od Standardization of business practices 1-28 Standardize Vi82 ‘Standardizing corrective actions Vid Statistical analysis Vi-19 ‘sage Vil4, VIS Statistical process control (SPC) ViL26 ‘Steadinoss N17 ‘Steps for constructing X-bar and R charts Vil28 ‘Steps the manager can take 1-49 ‘Storming I-54, 155 Straighten Vi-02 Strategie ‘benchmarking V7 150 155, ‘objectives 8 plan deployment I-41 plan influence I-17 planning i, 6 planning defined ut Planning models iz, 3 Planning standards i. planning tools 9 ‘quality goals V3, V-10, thinking Md, WS Stratogic development I business environment analysis M-t4 references I-58 Strategie plan deployment I-41 Strategie planning models I-2 Strategie quality management (SQM) V-7 Stratogics N72 Strategy dofined t-3 Stratified sampling Vi-t7 Strongths -15, 46 Strengths, weaknesses, opportunities and threats (SWOT)! asi18 analysis 14,47 ‘analysis deployment -18 ‘STS (shiptorstock) D-3241-34 ‘Study 25, Vee ‘Subcontractor XI-14 ‘Subcultures 1-27 ‘Subjective rating metrics 1X17 Substitute products M120 Supplier ‘assessment metrics K-16, K-17 Certcation programs 1X27, X28 ‘communications 13 feedback reports K-18 Improvement 019 Intornal evaluation systoms D244 {ogisties management X32 smanagoment DX [X-2 ‘manufacturing proce performance eS Performance assessment X15, product samples 03 ‘ality audit X19, K-20 ratings De, 5 Fisk management 1X7, 0-8 selection 1-2 Surveliancs 1-28 training 14 ‘Suppller management 1-1, 1-2 certitcation programs 1X27 ‘communications 1.9 Improvement -19, Togisties management X-32 partnerships and aliances 128 performance assessmont X-15, Feferences [X35 Fisk management IX7 selection 2 SUR (setup reduction) ViA05.VL-107 Surveltance X-10, X11 ‘Surveys VI-34.VI-36 ‘customer satisfaction Vi 2 13 35, 36 Feedback action il-24, 25 pitfals V-36 ‘Sustain V.82 ‘SWOT (strengths, weaknesses, opportuni 14-18 ‘Synchronous communications IV-63, ‘Synopsis of team applications 1153 ‘cmaioe 2010 Xi 26 © QUALITY COUNCIL OF INDIANA.Xl, APPENDIX INDEX ‘System defined ViLs2 ‘System FMECA Vi-38 ‘Systematic management IV: ‘Systomatize ViS2 ‘Systems Vil ‘Systeme theory V-11, Tg ‘Type matrix diagrams Vi-26 Tacit knowledge IV-61 Tact V7 Tactical ‘objectives M9, sd plans meats ‘ality goals I-85, I-56 Taguchi, G.V-38, V55, V-56 Tak ime V8, 98, Vi-103 Tall organizatons 1-3, 1-6, 11-23, Tangents & digressions I-69 ‘Task forces -51 ‘Taylor method V-9 Taylor, F-131 ‘Teacher based organizations I, 1-7, 1124 Dullding activities 1-50 building techniques I-57 charter W-59 ‘common probloms H-69 ross functional I's, ‘tective meetings I-61 fevaluation I-71 facilitation 0-65, 1-86 Improvement I-51, 1-53 Iie cyclo characteristics I-56 ‘member roe I ‘membership 1-58 ‘natural work team organization I-52 ‘operating guidelines 163 ‘opposition I-70 performance I-71 performance factors I-72 problem areas 170 problem solving steps 1-62 process checklist I-71 Droject I-51, 1153 ‘ually circles 0-52 ‘quality foams I-52, 1-53 resources I-58 ‘reward and recognition 1-73 1-74 roles and reeponsibilis I-65, 1-6 Self rected 1.51, 1-53, ‘sx sigma WS, 1.53 ‘size I-38 ‘Stages of development 1-54, 155 ‘synopsis of applications I-53 task forces Ir54 team processes 150 types of S052 virtual 152, 1-53 Teamwork tthe top organizations 1-8 Technical assessment M-33I-35 ‘echnical market strategies 30 Technological tralning tools X25.X-27 ‘Technology 2640.30, V-28 ‘Terrorist Vil-ds ‘The 7 Habs of Highly Effoctive People V-58 ‘Theory of Constraints (TOC) Vi-108-V1-110 ‘Theory X and Theory Y 1-3, 1-38 ‘Thinking V-16 ‘Threat of new entrants I-19 ‘Threats 16 ‘Throughput Vi-09 ‘Tightaned inspection VILS Time ‘active ViLg2 between fallures distribution VI-64 delay ViL62 ‘mission VILS2 zones 1V75 ‘Timekeeper ‘Timeliness metres 0-16 ‘TL 9000 v-23, ‘TOC (Theory of Constraints) Vi-108-VI-110 Tolerance design VIS ‘Top management qualty responsibilities V-29 ‘otal productive maintenance (TPM) V-86, 94, Vi97 ‘otal quality (Fa) V-7 ‘otal quality control (TC) V-7, v.51, V-62 ‘otal quality management (TOM) V-7, V.30-V-32, V-58, XIkt1 ‘advantages V-32 disadvantages V.32 ‘TPM (total productive maintenance) Vi-86, Vi94, TQ (total quality) V-7 ‘TOC (total quality control) V-7, V5, V-52 ‘TOM (total qually management) V-7, V-30-V32, 50 advantages V-32 ‘disadvantages V.32 “Traceability XIE ‘Traditional cost concept VS8 ‘Traditional quality department responsibilities 1V37 Trainee X18 Trainor XA Training ‘benetts X28, X29 eons classical tools X22.%-25, costs X28, X28 delivery X15 delivery methods X22 ovelopment X2,X-15. effect on trainee X30, X31 smployees VI, Vil-9 ‘valuating effectiveness X28, materiale 15. measurement of effects X32-X-34 needs analysis X-10X-14 ‘objectives X, X-7 ‘onthe job X2,¥-3, X89, X13, X14 ‘organizational measurements X29 plans X-4 rogram evaluation X30, X31 reinforcement X31 fesources X-15X47 {echnological tools X25-X-27 tools summary X27 Training and development Xt, X-2 ‘ovalating taining effectiveness X-28 Introduction X-2, 3 references X37 97 ‘eMQioE 2019 Xi -27 ©QUALITY COUNCIL OF INDIANA,Xi, APPENDIX INDEX training materials X45 ing noods analysis X10 ing plans Xa ‘eansforenceIV-59 “Transport V-94, Vi96 ‘ree diagrams Vi22, V2 ‘Trend analysis Vl4z-Vide ‘Trends VilAs ‘Tevial many VAS TRIZVi56, VST Truncated histogram Vi-t2 ‘Type leror Vito “Type W error Vid Types of classical training tools X22, X-23 corrective action K-24, K-25 ‘organizational change I-17 teams 501-52 technologtal training tools X-25 Typical Pareto diagram Vi-16 ‘ually cost report VTS team operating guidelines 1-87 U us chart viz, v-35 U.S. Department of Agriculture (USDA) I-36 UCL (upper control init) Vet, VIL27-VI-28, ISS, VSS, ‘wine Ut (user interface) W-62 Unanticipated Vi24 Uncertainties in quantifying risk V-56 Uncertainty in the product requirements 1-56 Understand 122 Untroozing 1-18 Unusual pattors VI-31 Upper control limit (UCL) Vi-t4, VIL2T-VL-28, ViL33, VSS, ‘v-38 Upper specification limit (USL) VIESt USDA (U.S. Department of Agriculture) I-36 Use of metrics est 52 Useful lif Vi-e2 sor interfaco (U) v.52 USL (upper specification limit) VILS1 Validation xiktt Value / execution model 49 Value stream Vi-b0.V-90 ‘mapping V-9, Vi-00 ‘mapping icons V-90 Variability Vikao Variability inthe people performance IV-55, Variables ‘control chart Vi-26 plans vil-io Sampling Vi-i3 Variance 1V-86, Vi-22 Variation Vi-d8V-50, Variation inthe analyst's Judgment 1-56 Verification xikt1 Vertical Downward ‘downward flow of communications IV-57 ‘upward flow of communications 1V-87.V-69 Vertical organizations 1-3, 1-6, 1-23 Virtual team $2, H-53,1V80, XI ‘support V-00 ‘Vision vied ‘develop II-é ‘examples 7 Visual control V8 ‘Visual factory Vi-100, Visualization 1-53 Vital few Vis: ‘Volos ofthe customer VI-25, Vi-26, ViI-28, VII-4S w Wilting Vi94, v.96 Waiver X1L41 Wanderlust 69 Warranty data V-15 Waste V2 WBS (work breakdown structure) IV-89 Weaknesses I-16, I-16 Wearout virez Wearout period vi-ea Wioibuil distribution Vi-2a Wile cause analysis model X98, X13 ‘Winein negotltions 137, 1-38 Work ‘ell V8 ‘center Vi88 In process 1V-48 Instructions VL84, Vi8S Instructions flowchart VL85 ie initiatives -48, 1-49. ‘sequence Vi-104 Standard Vi-103, i404 Work broskdown structure (WBS) 1V-89 Workplace organization V2 Writing style v.74 Writon procedures Vi-82 Xbar and R chart VITA ‘contol limits VI ‘ata VILZ9 ‘example Vil30 stops for constructing Vi terme Vi-2? 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