Which term is used for the ability of a product to be used as it was intended

Planned obsolescence describes a strategy of deliberately ensuring that the current version of a given product will become out of date or useless within a known time period. This proactive move guarantees that consumers will seek replacements in the future, thus bolstering demand.

Obsolescence can be achieved through introducing a superior replacement model, or by intentionally designing a product to cease proper function within a specific window. In either case, consumers will theoretically favor the next generational products over the old ones.

Key Takeaways

• Planned obsolescence is the calculated act of making sure the existing version of a product will become dated or useless within a given time frame.
• In technology circles, the replacement cycle for smartphones has historically been two to three years, as their underlying components wear down.
• In the clothing space, nylon stockings are likely to snag, snare, or run, thereby demanding replacement on a regular basis.

Understanding Planned Obsolescence

Several sectors are more well known for planned obsolescence than others. In fashion, it's widely accepted that nylon stockings are destined to run, thereby requiring routine replacement.

Meanwhile, in technology, the replacement cycle for personal electronic devices such as smartphones has historically been two to three years because components begin to wear down and new generations of software and operating systems grow less compatible with the aging hardware. Furthermore, software is also often designed to include new features and file types that are incompatible with old versions of the program.

Planned obsolescence differs from perceived obsolescence, which is when designers make frequent stylistic changes to their products, due to the decrease in the perceived desirability of unfashionable items.

Not to be outdone, computer hardware is also a candidate for planned obsolescence because computing power in microprocessors typically follows Moore's Law, which observes that the number of transistors able to fit on an integrated circuit double about every two years—and the cost of processing power halves every two years.

Finally, planned obsolescence also affects automobile manufacturers, who annually roll out new versions of their models.

Special Considerations

Consumer Reaction

Consumers often react negatively to planned obsolescence, especially if new generations of products offer insufficient improvements over the prior versions. Brands can be tarnished by artificially stoking demand through this method, ultimately driving customers away.

However, planned obsolescence doesn't always receive negative attention. Companies can engage in this activity solely as a means of controlling costs. For example, a cellphone manufacturer may decide to use parts in its phones that have a maximum lifespan of five years, instead of parts that could last 20 years.

Apple’s Planned Obsolescence

Apple Inc. has often been at the center of skeptical consumer discourse. The company announced a plan to accept direct payments from iPhone users for hardware that could be exchanged annually.

Observers noted the company's clear intent to shorten the replacement cycle, which was viewed by many as an obvious attempt to stimulate demand at the consumer's expense. Skeptics doubted Apple's ability to engineer meaningful improvements to functionality so quickly—a problem that many phone makers already faced with two- and three-year replacement cycles.

While Apple has refused to acknowledge that it engages in planned obsolescence, a Harvard University study found that some iOS upgrades have slowed down the processor speed of older iPhone models, but not for the explicit purpose of driving new iPhone sales. Apple recently settled a 2017 class-action lawsuit over the issue, agreeing to issue payouts to customers and state governments over what has been referred to as "batterygate."

Of course, while Apple is notorious for this practice, it has not been proved unequivocally. And even if it were the case, some economists argue that planned obsolescence drives technological progress. Besides, other manufacturers, such as the makers of Android phones and tablets also release new versions of their products annually.

Ans:���� Quality is the ability of a product or service to consistently meet or exceed customer expectations.

2.) Explain why quality is important and the consequences of poor quality.

Ans: ��� Quality is important to business organizations and can benefit them in a variety of ways. Some examples include: an enhanced reputation for quality, the ability to command premium prices, an increased market share, greater customer loyalty, lower liability costs, fewer production or service problems, and higher profits to name a few.

������� ��� �The consequences of poor quality include: loss of business, liability, productivity, and costs.

3.) Identify the determinants of quality.

Ans: ��� The degree to which a product or a service successfully satisfies its intended purpose has four primary determinants:

�������� 1.� Design.

�������� 2.� How well it conforms to the design.

�������� 3.� Ease of use.

�������� 4.� Service after delivery.

4.) Describe the costs associated with quality.

Ans: ��� Any serious attempt to deal with quality issues must take into account the costs associated� with quality. Those costs can be classified into three categories: appraisal, prevention, and�� failure.

Appraisal costs relate to inspection, testing, and other activities intended to uncover defective products or services. They include the cost of inspectors, testing, test equipment, labs, quality audits, and field testing.

Prevention costs relate to attempts to prevent defects from occurring. They include costs such as planning and administration systems, working with vendors, training, and quality control procedures.

Failure costs are incurred by defective parts or products or by faulty services. Internal failures are discovered during production and External failures are discovered after delivery to the customer.�����������

5.) Describe the quality awards.

Ans: ��� Quality awards have been established to generate awareness and interest in quality. The����� Malcolm Baldrige Award, the European Quality Award, and the Deming Prize are well-���� known awards given annually to recognize firms that have integrated quality management� in their operations.

Baldrige Award is a annual award given by the U.S. government to recognize quality achievements in U.S. companies.

European Quality Award is a European award for organizational excellence.

The Deming Prize is named in honor of the late W. Edward Deming, and is Japan�s highly coveted award recognizing successful quality efforts.

6.) Discuss the philosophies of quality gurus.

Ans: ��� Walter Shewhart�s key contributions are control charts, and variance reduction.

��������

�������� �� W. Edward Deming�s key contributions are the 14 points, special vs. common causes of���������������� variation.

��������

�������� �� Joseph M. Juran�s key contributions are quality is fitness for use, and quality trilogy.

���������

�������� �� Armand Feigenbaum�s key contributions are quality is a total field, and the customer��������������������� defines quality.

���������

�������� �� Philip B. Crosby�s key contributions are quality is free, and zero defects concept.

��������� �

�������� �� �Kaoru Ishikawa�s key contributions are cause and effect diagrams, and quality circles.

���������

��������� � Genichi Taguchi�s key contributions are the Taguchi loss function.

7.) Describe TQM.

Ans: ��� The term total quality management (TQM) refers to a quest for quality in an organization.� There are three key philosophies in this approach. One is a never-ending push to improve,� which is referred to as continuous improvement; the second is the involvement of everyone in the organization; and the third is a goal of customer satisfaction. TQM systems are intended to prevent poor quality from occurring.

8.) Give an overview of problem solving.

Ans: ��� Problem solving is one of the basic procedures of TQM. In order to be successful, problem-solving efforts should follow a standard approach:

Step 1� Define the problem and establish an improvement goal.

Give the problem definition careful consideration; don�t rush through this step because this will serve as the focal point of problem solving efforts.

Step 2� Develop performance measures and collect data.

The solution must be based on facts. Possible tools include check sheet, scatter diagram, histogram, run chart, and control chart.

Step 3� Analyze the problem.

Possible tools include Pareto chart, cause-and-effect diagram.

Step 4� Generate potential solutions.

Methods include brainstorming, interviewing, and surveying.

Step 5� Choose a solution.

Identify the criteria for choosing a solution. Apply criteria to potential solutions and select the best one.

Step 6� Implement the solution.

Keep everyone informed.

Step 7� Monitor the solution to see if it accomplishes the goal.

If not, modify the solution, or return to step 1. Possible tools include control chart and run chart.

9.) Give an overview of process improvement.

Ans:���� Process improvement is a systematic approach to improving a process. It involves a documentation, measurement, and analysis for the purpose of improving the functioning of a process. Typical goals of process improvement include increasing customer satisfaction, achieving higher quality, reducing waste, reducing costs, increasing productivity, and reducing processing time.��� (Refer to table 9.8 on page 406 for more).

10.) Describe and use various quality tools.

Ans:���� There are a number of tools that an organization can use for problem solving and process improvement. These tools include: flowcharts, check sheets, histograms, pareto charts, scatter diagrams, control charts, and cause-and-effect diagrams. (Refer to page 408 for examples of graphs and charts.)

Which term is used for the ability of a product or service to perform as expected under normal conditions?

Which term is used for the ability of a product?

What term is used for any instance where the product or service fails to meet customer requirements?

Which term is used for the degree to which a system performs its intended function quizlet?