December 2, 1991 [compiled by Bill Bennett]


SOUND BITES


    TOTAL QUALITY LEADERSHIP.  (D[epartment O[f the] N[avy] 1990)
"TQL is the application of quantitative methods and the knowledge
of people, to assess and improve: a.  Materials and services
supplied to the organization.
b.  All significant processes within the organization.
c.  Meeting the needs of the end-user now and in the future." 
    PROCESS. 
     "A series of operations or steps that result in a product or
service (output). A set of causes that work together to produce
an effect (outcome)
     a.  A system is composed of processes.
     b.  Every service or product you produce in your
organization is the result of some process."

    PROCESS CAPABILITY.  
     "Process output meets the customer's expectations.  If the
process outputs are not able to meet the customer's expectations,
then the process is said to be NOT CAPABLE."

    COMMON CAUSE VARIATION.  (Moan, Nolen, Provost, 1990, p.25)
     "Causes that are inherent in the process over time, affect
everyone working in the process, and affect all outcomes of the
process.  (Responsibility of leadership)"  

    SPECIAL CAUSE VARIATION.  (Moen, Nolen, Provost, 1990,
p.25)
     "Causes that are not in the process all the time or do not
affect everyone, but arise because of special circumstances. 
(May be reduced by the people working in the process.)"

    STABLE PROCESS. 
     "Variation falls within the control limits (common cause
variation)." 

    UNSTABLE PROCESS.  
     "Variation falls outside the control limits (special cause
variation)."  

    PROCESS IMPROVEMENT. (Moan, Nolen, Quality Progress,
Sep87, p.64)   "The continuous endeavor to learn about the
cause-and-effect mechanisms in a process to change the process to
reduce variation and complexity and improve  customers
satisfaction."
  
    CONTROL CHART.  (Shewhart)
     "The means to operationally define the concept of a stable
process. consists of three  lines and points plotted on a graph.
      a.  Obtaining measurements of some quality characteristic
of the process." 

    CONTROL CHART AND VARIATION.  (Gitlow, et., al., 1989, 164)
     "When a process no longer exhibits special variation, but
only common variation, it is said to be stable and is capable of
being improved."  

    CONTROL LIMITS.
     "A prediction of the variation that will occur due to the
system, that is, due to common causes.  (Statistical control)"

    SPECIAL LIMITS.
     "Points outside the control limits are indications of the
existence of special causes.  (Outside of statistical control)."

    CULTURAL CHANGE.  (Schein, 1998)
     "The pattern of assumptions in the organization that has
been useful in coping with the internal and external environment,
that is taught to new members as the "correct" way to perceive,
think, and feel about their work."  

     CRITICAL MASS.  (Dockstader, Shumate, Doherty, 1988)
     "Those people within an organization who possess sufficient
profound knowledge, formal power, and leadership to initiate and
sustain a cultural (TRANSFORMATION) change." 

     CONTINUOUS IMPROVEMENT. (Moen, Nolan, 1987, p.63)
     "The continuous endeavor to learn about the cause and effect
mechanisms in a process to change the process to reduce variation
and complexity and increase [text missing]
 
     QUALITY IN GOVERNMENT SERVICE. (W.E. Deming, 1986, p.6)
     "In most government services, there is no market to capture.
In place of capture of the market, a governmental agency should
deliver economically the service prescribed by law or regulation.
The aim should be distinction in service. Continual improvement
in government service would earn appreciation of the American
public and would hold jobs in the service, and help industry to
create more jobs."

     PROCESS IMPROVEMENT.  (Moen, Nolan, Quality Progress
Sep87, p.64)   "The continuous endeavor to learn about the
cause-and-effect mechanisms in a process to change the process to
reduce variation and complexity and improve customer
satisfaction."

     SYSTEMS ORGANIZATION.  (Gitlow, al., et., 1998, p.39)    
     "A firm is multiplicity of micro sub processes, all
synergistically building to the macro process of that firm."  

     OVER JUSTIFICATION.  (W.E. Deming, 1Jun91) 
     "Systems of reward now in place may actually be examples of
over justification. Monetary reward to somebody, or a prize, for
an act or achievement that he did for sheer pleasure and
self-satisfaction is over justification.  The results of monetary
reward under these conditions is to throttle repetition."   

     STATISTICS.  
     Study of numerical data to better understand the
characteristics of a population or process.

     STATISTICAL CONTROL.  (The Memory Jogger +, p.305)
     "Is the condition describing a process from which all
special causes have been removed, evidenced on a control chart by
the absence of points beyond the control limits and by the
absence of nonrandom patterns or trends within the control
limits. 

     STATISTICAL PROCESS CONTROL.  (The Memory Jogger +, p.305)
     "Is the use of statistical techniques such as Control Charts
to analyze a process or its output so as to take appropriate
action to achieve and maintain a state of statistical control and
to improve the capability of the process." 

     STRATIFICATION.  (The memory Jogger +, P.305)
     "Is the process of classifying data into subgroups based on
characteristics or categories."

     VARIABLES.  (The Memory Jogger +, p.305)
     "Are those characteristics of a part which can be measured. 
Examples are length in millimeters, resistance in ohms, closing
effort of a door in kilograms and the torque of a nut in foot
pounds.  (see also Attributes)

     VARIABLES DATA.
     Is a measurable item over a continuous range
(histogram/check sheet). 

     ATTRIBUTES DATA.  (Gitlow, et.,al, 1989, p.81)  (See Moen,
Nolan, Provost 1991)
     Is a count of items (pareto).  "Attribute data arise from:
     1)  The classification of items, such as products or
services, into categories;
     2)  Counts of number of items in a given category or the
proportion in a given category;
     3)  Counts of the number of occurrences per unit."

     RANGE.  (The Memory Jogger +, p.304)
     "Is a measure of the variation in a set of data.  It is
calculated by subtracting the lowest value in the data set from
the highest value in that same set." 
 
     RANDOM, NON RANDOM.
     (Convenience, judgment, quota), necessary for enumerative.  
       POPULATION.  (The Memory Jogger +, p.304)
     "Is the universe of data under investigation from which a
sample will be taken." 

     MEAN. (Gitlow, et., al., 1988, p99)  
     "In trying to convey the underlying character of variables
data by some how representing the middle of the data, one common
numerical representation is the arithmetic average, or mean.  The
mean is simply the sum of the numerical values of measurement
divided by the number of items examined." 

     THE MODE. (Gitlow, et.,al. 1988, p.98)
     "The mode of distribution is the value that occurs most
frequently, or the value corresponding to high point on a
frequency polygon or histogram." 

     AVERAGE. (The Memory Jogger +, p.303)
     "Average or mean is the most common expression of the
centering of a distribution. It is signified by X and is
calculated by totaling the observed values and dividing by  the
number of observations."  

     STANDARD DEVIATION.  (The Memory Jogger +, p.305)
     "Is a measurement of the spread of the process output or the
spread of a sampling static from the process (e.g., of subgroup
averages)" 

     SIGMA.  (The Memory Jogger +, p.305)
     "Is the Greek letter used to designate the estimated
standard deviation."

     ENUMERATIVE.
     Static, descriptive, now (the count at the time).

     ANALYTIC.
     Causal, predictive, future (is only a stable process). 
       WHY QUALITY IS NOT EASILY DEFINED BY THE ORGANIZATION.
     "The difficulty in defining quality is to translate future
needs of the user into measurable characteristics, so that a
product can be designed and turned out to give satisfaction at a
price that the user will pay, meeting or exceeding customers
expectations."

     CONTROL LIMITS.
     A prediction of the variation that will occur due to the
system, that is, due to  common causes.  (statistical control) 

     TAMPERING.   (McConnell, Safer than a known way, p.102)
     "You cannot reduce the variation in a stable process by
adjustment." 

     VARIABLES DATA.  (Gitlow, et., al., 1989, p.80)
     Variables data is a measurable item over continuous range
(histogram, control chart, etc.). "Variables data arise from:
     1)  The measurement of characteristic of product, service or
process.
     2)  The computation of numerical value from two or more
measurement of variables data."


     CONSENSUS.  (Team Handbook, p.2-40)
     "Any group's goal should be able to reach decisions that
best reflect the thinking of all group members." 

     GROUP THINK.  (Abilene Paradox [by Jerry Harvey])
     "All members of a group agrees to a decision that they
personally agree to but neither do they voice that disagreement."

     AFFINITY DIAGRAM.  (The Memory Jogger +, p.17)
     "This tool gathers large amount of language data (ideas,
opinions, issues, etc.), organizes it into groupings based on the
natural relationship between each item, and  defines groups of
items.  It is largely a creative rather than a logical process." 

     INTERRELATIONSHIP DIGRAPH.  (The Memory Jogger +, p.41)
     "This tool takes a central idea, issue, or problem, and maps
out the logical or sequential links among related items.  It is a
creative process that shows every idea can be logically linked
with more than one other idea at a time.  It allows for         
"multidirectional" rather than "linear" thinking to be used." 

     TREE DIAGRAM. (The memory Jogger +, p.73)
     "This tools systematically maps out in increasing detail the
full range of paths and tasks that need to be accomplished in
order to achieve a primary goal and every related subgoal.  In
the original Japanese context, it describes the "methods" by
which every "purpose" is to be achieved.  The Tree Diagram brings
you from "Motherhood and Apple Pie" objectives to the nitty
gritty details of implementation."

     PRIORITIZATION MATRICES.  (The Memory Jogger +, p.99)
     "These tools prioritize tasks, issues, product/service
characteristics, etc., based on known weighted criteria using a
combination of tree and Matrix Diagram techniques.  Above all,
they are tools for decision making." 

     TRANSFORMATION OF CULTURE.
     People with enough smarts to keep the shower curtain in the
tub. 

     CONTINUOUS IMPROVEMENT.  (Moen, Nolan, 1987, p.63)
     "The continuous endeavor to learn about the cause and effect
mechanisms in a process to change the process to reduce variation
and complexity and increase customer satisfaction."

     CRITICAL PROCESSES.
     "Those fundamental processes that result in the delivery of
the products or services that are the basis for existence. 
However, of customer satisfaction is not a consideration in
determining what's critical, improvement efforts could be
directed  towards processes that least need improvement from the
customer's perspective." 

     MICRO MANAGEMENT.
     Working on special cause variation [rather] than working on
the common cause variation. 
  
     LEVERAGE.
     Power to act effectively.

     SPECIFICATION.  (The Memory Jogger +, p.305)
     "Is the engineering requirement for judging acceptability of
a particular characteristic.  Chosen with respect to functional
or customer requirements for the product, a specification may or
may not be consistent with the demonstrated capability of the
process (if it is not, out-of-specification parts are certain to
be made).  A specification should never be confused with a
control limit." 

     SPECIFICATION LIMIT.   (Gitlow, et.,al., 1989, p.414)
     "Specification limits are the boundaries created by adding
and/or subtracting tolerances from a nominal value."

     PREDICTION.  (New Webster's Dictionary, 1991)
     To state in advance.  Forecast, foretell, portend,
prognosticate.  
 
     PARADIGM.
     "Example, pattern, model, ideal paragon, exemplar, matrix,
standard, criterion, yardstick, prototype, archetype, original,
sample." 
 
     PARADOX.  (New Webster's Dictionary, 1991)
     A statement that seems to conflict with common sense or to
contradict itself but that may nevertheless be true. 

     FACTS ABOUT CHANGE.
     Change that simply cuts costs or increase output rarely
improves things for the long term. 

     MATRIX DIAGRAM.  (The Memory Jogger +, p.135)
     "This tool organizes large numbers of pieces of information
such as characteristics, functions, and tasks into sets of items
to be compared.  By graphically showing the logical connecting
point between any two or more items, a matrix diagram can surface
which items each set are related.  Beyond the existence or
absence of a relationship, it can also code each relationship to
show its strength and the direction of the influence." 

     PROCESS DECISION PROGRAM CHART (PDPC).  (The Memory Jogger
+, p.171)
     "Is a method which maps out conceivable events and
contingencies that can occur in any implementation plan.  It in
turn identifies feasible countermeasures in response to these
problems.  This tool is used or plan each possible chain of
events that needs to occur when the problem or goal is an
unfamiliar one." 

     ACTIVITY NETWORK DIAGRAM. (The memory Jogger +, p.201)
     "This tool is used to plan the most appropriate schedule for
the completion of any complex task and all of its related
sub-tasks.  It projects likely completion time and monitors all
sub-tasks for adherence to the necessary schedule.  This is used
when the task at hand is familiar one with sub-tasks of a known
duration." 

     SAMPLE.  (The Memory Jogger +, P.305)
     "Is one or more individual events or measurements selected
from the output of a process." 

     SAMPLE.  (The Memory Jogger +, p.305)
     "Is that which is taken from a population for purpose of
identifying characteristics and performance of the whole." 

     DETECTION. (The Memory Jogger +. p.304)
     "Detection or inspection is a past-oriented strategy that
attempts to identify unacceptable output after it has been
produced and separate it from the good output." 

     DISTRIBUTION.  (The Memory Jogger +, p.304)
     "Is the population (universe) from which observations are
drawn, categorized into cells and form identifiable patterns. 
This is based on the concept of variation that states that
anything measured repeatedly will arrive at different results. 
These results will fall into statistically predictable patterns. 
A bell shape curve (normal distribution) is an example of a
distribution in which the greatest number of observation fall in
the center with fewer observations falling evenly on either side
of the average." 

     FORCE FIELD ANALYSIS.  (The Memory Jogger +, p.304)
     "Is a technique developed by Kurt Lewin that displays the
Driving (Positive) and Restraining (Negative) forces surrounding
any change.  This is displayed in a "balance sheet" format." 

     FREQUENCY DISTRIBUTION.  (The Memory Jogger +, p.304)  "Is a
statistical table that presents a large volume of data in such a
way that the central tendency (average/mean, etc.) and
distribution are clearly displayed." 
 
     NOMINAL GROUP TECHNIQUE.  (The Memory Jogger +, p.304)
     "Is a weighted ranking technique that allows a team to
prioritize a large number of issues without creating "winners"
and "losers"." 
 
     NONCONFORMITY'S.  (The Memory Jogger +, p.304)
     "Nonconformity's are specific occurrences of a condition
which does not conform to specifications or other inspection
standards; sometimes called discrepancies or defects.  An
individual non conforming unit can have the potential for more
than one nonconformity (e.g., a door could have several dents and
dings; a functional check of a carburetor could reveal any of a
number of discrepancies).  The c and u charts are used to analyze
systems producing nonconformity's." 

     BIMODAL DISTRIBUTION.  (The Memory Jogger +, p.303)
     "Is one which has two identifiable curves within it,
indicating a mixing of two populations such as different shifts,
machines, workers, etc." 
 
     EXTERNAL CUSTOMER.
     "The end user or purchaser of your activity's product or
service." 
 
     INTERNAL CUSTOMER.
     "The person or organization who receives your
product/service next." 
 
     COMPLEXITY.  (New Webster's Dictionary, 1991)
     "A whole composed of interconnected or intricate parts.  A
group of repressed memories, emotions, and desires that
influences one's behavior and personality."  
 
     OUTPUT.
     "Measures taken at the completion of a process (the product
or service produced)." 
 
     IN PROCESS.    
     " Measures taken at selected steps within a process." 

     TAGUCHI LOSS FUNCTION.  (Moen, Nolan, Provost, 1991)  "A
quadratic function that relates loss of customer satisfaction
with distance from a target of some characteristic." 

     PARETO PRINCIPLE.  (The Team Handbook, p. 2-9)
     "This principle is sometimes called the 80/20 rule: 80% of
the trouble comes from 20% of the problems.  Through named for
turn-of-century economist Vilfredo Pareto, it was Dr. Juran who
applied the idea to management.  Dr. Juran advised us to
concentrate on the "vital few" sources of problems and not be
distracted by those of lesser importance." 

     BRAINSTORMING.  (The Team Handbook, p.2-38)
     "The objective of a brainstorming session is to collect
ideas from all participants without criticism or judgment." 

     MULTIVOTING.  (The Team Handbook, p. 2-39)
     "Multivoting is a way to conduct a stew poll or vote to
select the most important or popular items from a list with
limited discussion and difficulty.  This is accomplished through
a series of votes, each cutting the list in half--even a list of
30 to 50 items can be reduced to a workable number in 4 or 5
votes.  Multivoting often follows a brainstorming session to
identify the few items worthy of immediate attention." 

    GUIDANCE TEAM.  (The Team Handbook, p.3-6)
     "The guidance team is the group of managers and other key
leaders who oversee and support the activities of one or more
project teams." 

    TEAM LEADER.  (The Team Handbook, p.3-8)
     "The team leader is the person who manages the team: 
calling and facilitating meetings, handling or assigning
administrative details, orchestrating all team activities, and
overseeing preparations for reports and presentations." 

    QUALITY ADVISOR.  (The Team Handbook, p. 3-13)
     "A quality advisor is versed in the tools and concepts of
quality improvements, including approaches that help a team have
effective, productive meetings.  The quality advisor is there to
help facilitate the team's work--coaching team members in needed
skills and tools---but not to participate directly in the team's
activities." 

    PROJECT TEAM MEMBERS.  (The Team Handbook, p. 3-15)
     "Project team members---typically up to five per
project---are the rest of the people involved in the project." 

     ACCURACY.  (Moen, Nolan, Provost, 1991)  
     "Degree of variation in individual measurements from the
accepted standard value." 

     ANALYTIC STUDY.(Moean, Nolan, Provost 1991)
     "A sudy in which action will be taken on a cause-and-effect
system to improve performance of a product or a process in the
future." 

     BACKGROUND VARIABLE.  (Moen, Nolan, Provost, 1991)
     "A variable that potentially can affect a response variable
in an experiment but is not of interest as a factor; sometimes
called a noise variable or blocking variable." 

     BIAS.  (Moen, Nolan, Provost, 1991)
     "Amount of deviation of the average of individual
measurement from the accepted standard value." 

     BLOCKS.  (Moen, Nolan, Provost, 1991)
     "Groups of experimental units treated in a similar way in an
experimental design; usually defined by background variables." 

     CAPABILITY OF A PROCESS.  (Moen, Nolan, Provost, 1991)
     "A prediction of the individual outcomes or measurements of
a quality characteristic from a stable process." 

     CAUSE  SYSTEM.  (Moen, Nolan, Provost, 1991)
     "A particular combinations of causes of variation that
affects a quality characteristic." 

     CAUSE-AND-EFFECT DIAGRAM.  (Moen, Nolan, Provost, 1991)
     "A diagram that organizes potential cause into general
categories such as methods, materials, machines, and people, and
illustrates the common relationships with quality
characteristics." 

     CHARTER. (Moen, Nolan, Provost, 1991)
     "The first component of the model for improving quality,
consisting of a general description, expected results, and
boundaries for an improvement project.  The general description
provides an initial orientation for the team.  The expected
results provide more specific details to support the general
description.  The boundaries for the activities define the scope
of the improvements." 

     CHUNK VARIABLE.  (Moen, Nolan, Provost, 1991)
     "A variable developed by forming blocks of a certain
combination of background variables." 

     COMPOSITE DESIGN.  (Moen, Nolan, Provost, 1991)
     "A design for evaluating nonlinear factor effects that is
constructed by adding selected factor combinations to two-level
factorial designs." 

     CONFOUNDED EFFECTS.  (Moen, Nolan, Provost, 1991)
     "The average effect of a factor, or a differential effect
between factors (interactions), combined indistinguishably with
the effects of other factor(s), block factor(s), or
interaction(s)." 

     CONTROL FACTORS.  (Moen, Nolan, Provost, 1991)
     "Factors that can be assigned as specific levels, set by
those designing the product or process (not directly changed by
the customer)." 

     CONTROL CHART.  (Moen, Nolan, Provost, 1991)
     "A statistical tool used to distinguish variation in a
process due to common causes and variation due to special causes.
Common types are the C chart, U chart, NP chart, P chart, X
chart, X-bar and R chart, and x-bar and S chart." 

     CURRENT KNOWLEDGE.  (Moen, Nolan, Provost, 1991)
     "The second component of the model to improve quality, this
a prior knowledge is essential to planning any change (via an
improvement cycle, the third component) to a product or process. 
Development of current knowledge includes  focusing on a process
or product, identifying quality characteristics, and using other
methods such as a flowchart or cause-and-effect diagram to
document the knowledge of the team." 

     CUSTOMER.  (Moen, Nolan, Provost, 1991)
     "The person or group that receives or uses the outcome of
the process." 

     ASSESSMENT.
          "A systematic method of determining the state of
condition of something which involves the collection, analysis,
and interpretation of data." 

     VISION.
           "Describes a desired future state of the organization.
It is what the top leaders would like to organization to become
in the future."   

     MISSION.  (John A. Pearce, 1982)
          "Provides a broadly stated, but enduring statement of
purpose that distinguishes (an organization) from other firms of
its type and identifies the scope of its operations in products
and (customer) terms." 

     STRATEGIC GOALS.
          "Are enduring statements which reflect long-term
aspirations of the organization.  Strategic goals define
direction in the broadest sense towards a vision of a desired
future organization." 

     SUPPORTING STRATEGIES.
          "Identify actions for each strategic goal, which will,
when carried out, demonstrably support achievement of that goal. 
Strategy statements identify in direct. clearly understandable
terms approaches to be used and steps taken to focus attention on
a strategic goal." 

     SUPPORTING PLANS.
          "Document what actions will be taken, how when, and by
whom to demonstrate accomplishment of strategies assigned for
completion throughout the organization in support of strategic
goals." 

     QUALITY MANAGEMENT BOARDS(QMB).
          "Is a team of managers who are owners of, stakeholders
in, a significant strategic or business process in the
organization." 

     PROCESS ACTION TEAM (PAT).
          "Is an ad hoc team of people who work in a process,
each contributing a specific process perspective or expertise to
accomplish a specific improvement study or task." 

     TRANSFORMATION.  (W.E.Deming) 
     "Is required to move out of the present state.  The
transformation required will be a change of state, metamorphosis,
not mere patchwork on the present system of management.  We must
solve problems and stamp out fires as they occur, but these
activities do not change the system." 

     TRANSFORMATION.  (Scholtes & Hacquebord)
          "Involves a sort  of adolescence:  a period of
inelegance when we shift from one way of being to a new way of
being." 

     STRATEGIES.  (Webster's Ninth New Collegiate Dictionary)
          "Of great importance within an integrated whole or to
planned effect." 

     STRATEGIC PLANNING.  (Pfelffer, Goodstein, & Nolan, 1985)
          "Strategic planning is the process by which the guiding
members of an organization envision its future and develope the
necessary procedures and operations to achieve that future." 

     ORGANIZATIONAL TRANSFORMATION.   (R. Sniffin)
          "Is a process of making fundamental changes in the
strategies, design, and management of an organization." 

     APPRAISAL COSTS.  (TQM Manual)   
     "These are the costs associated with inspecting the product
to ensure that it meets the customer's (either internal or
external) needs and requirements." 

     VISION STATEMENT.
     "Articulate a desired future organization."

     VISION STATEMENT.
          "Some future desired state of the organization.  It is
what the top leaders would like to see the organization become."

     MISSION STATEMENT.
          "Articulate an organization's purpose."

     STATEMENT OF GUIDING PRINCIPLES.
          "Articulate an organization's operating
values/philosophy."