NTD416 - Quiz 1 (Systems Approach & Quality)
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Created by:
gotjoosy on February 7, 2012
Subjects:
foodservice & nutrition systems management
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24 terms
Terms | Definitions |
|---|---|
 systems concepts have been used to: | facilitate problem solving and decision making for managers |
| the systems approach combines ____ into ____ and considers ____ | separate processes/parts; a conceptual whole; the impact of internal and external environments on the organization and managing process |
| system | a collection of interrelated and dependent parts working together toward common goals |
| system characteristics | interdependency of parts; continuous response & adaptation to internal and external environments; hierarchy (including a larger suprasystem and smaller subsystems); flow of resources being more important than basic elements; organization's objectives supercede those of the subsystem |
| basic systems model | input (human, physical, operational resources required to accomplish organizational objectives) --> transformation (action or activity utilized in changing input into output) --> output (the result from transforming the input; represents achievement of the system's goal |
| examples of systems | solar, family, school, military, body, septic |
| foodservice systems model | input --> transformation --> output; controls from output & transformation influence input and transformation; memory influences transformation influence memory; feedback from output influences input; environmental factors + input influence each other |
| foodservice systems model: control | plans (goals/objectives, standards, policies & procedures, programs), contracts, laws and regulations (local, state, federal) |
| foodservice systems model: input | human (labor, skill), materials (food, supplies), facilities (space, equipment), operational (money, time, utilities, info) |
| foodservice systems model: transformation | functional subsystems (procurement, production, sanitation/maintenance, distribution & service), management functions (planning, organizing, staffing, leading/directing, controlling --> incl. quality control), linking processes (decision making, communication, balance/maintaining stability) |
| foodservice systems model: output | meals (quantity & quality), customer & employee satisfaction, financial accountability |
| foodservice systems model: memory | records (financial, personnel, forecasting) |
| a systems approach to management | keeping the organization's objectives in mind throughout the performance of all activities; requires communication networking and coordination among all parts of the organization |
| quality | meeting or exceeding customer expectations; a moving target |
| quality: what is good enough? | strive for 100% (but it's really a personal decision) |
| quality standards related to the systems model | goals and objectives provide the basis for defining quality standards & are then used to develop policies and procedures for quality management improvement; continuous monitoring and evaluation; feedback mechanisms provide information on the quality of both processes and products |
| QA: defined + outlined (basic steps) | a procedure that defines and ensures maintenance of standards within prescribed tolerances for a product or services; (1) assign responsibilities (2) identify most important aspects of provided care (3) establish criteria for them (4) measure performance against these standards/criteria (5) evaluate and review data (6) if met: continue periodic monitoring; if not, identify problem and work to fix it |
| QA vs. TQM | reactive vs. proactive; meet vs. exceed; management driven vs. team-driven; checklist vs. continuous improvement |
| total quality management: defined + outlined (basic steps) | a management philosophy directed at improving customer satisfaction while promoting a positive change and an effective cultural environment for continuous improvement of all organizational aspects; (1) assign responsiblity (2) give reason for improvement (3) describe situation (4) analyze to get to the root of the problem (5) plan how to correct the problem (6) check results (7) prevent recurrence (8) plan for the future (plan-do-check-act) |
| Six Sigma | a busines method for improving quality by removing defects and their causes; achieving this means that a process cannot produce more than 3.4 defects per million opportunities; avg. U.S. is half that (3 sigma). |
| reengineering | being open to just change; radical redesign of business processes for dramatic improvement |
| joint commission | the ruling body behind quality assurance amongst hospitals and long term care issues; miss = continuously improve the safety and quality of care provided to the public through the provision of healthcare accreditation and related services that support performance improvement in healthcare organizations |
| managerial tools for improvement efforts include: | benchmarking (compare to a standard), plan-do-check-act cycle (TQM), cause & effect diagrams (answer a question + branch off from there, aka fish bone diagrams), control charts (chart performance over time), pareto analysis (the 80-20 rule) |
| the 80-20 rule | most effects from from relatively few causes; 80% f sales come from 20% customers; 80% of a given outcome typically results from 20% of input. |
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