Quality often means different things to different people.

The customer needs little or no introduction to the proper use of a product or feature, particularly with new products.

Total quality management implies an organization is dedicated to delighting the customer by meeting or exceeding customer expectations.

Performance measures should be simple, easy for users to understand, relevant to the user, visible to the user, preferably developed by the user, designed to promote improvement, and many in number.

Prevention costs are costs associated with checking and auditing quality in the organization. They include product inspection, quality audits, testing, and calibration.

In nature or any manufacturing process, we can expect to find a certain amount of chance variation that is inherent in the process.

Tolerances are the limits of deviation from perfection and are established by the product design engineers to meet a particular design function.

Value perspective is also known as judgmental perspective

Modern quality assurance methods began in China during the Zhou Dynasty.

Innovation is the pursuit of something different and exciting.

Quality improvement is the process of meeting quality goals during operations.

A system is a set of functions or activities within an organization that work together for the aim of the organization.

The Absolutes of Quality Management embodies the essence of Feigenbaum's quality philosophy.

Variation makes it easy to find root causes.

Variation contributes to a bullship effect

The purpose of the red bead experiment is to show that people can and do affect the outcomes of many processes and create unwanted variation by tampering with the process, or indiscriminately trying to remove common causes of variation.

Conformance refers to the "bells and whistles" of a product.

The pioneer or developer of the Operant Conditioning Theory is B.F. Skinner

According to Deming, in order to have the best results it is important to always attempt to maximize variation.