Discussion questions:
Question 1.1. compare and contrast the evolution of quality and the role it played in the management of U.S. and Japanese business firms from the 1950s to the present.
1 A). Compare and contrast the evolution of quality and the role it played in the management of U.S. and Japanese business firms from the 1950s to the present.
Question 2.2. Explain the key management and organizational principles that are necessary for effective implementation of Six Sigma
2 A Explain the key management and organizational principles that are necessary for effective implementation of Six Sigma
Question 3.3. Describe the relationship between quality and personal values.
Question 3.3. Explain the three core principles of total quality
Question 4.4. Identify and discuss five differences between service and manufacturing organizations.
Question 4.4. Discuss how front-line employees are critical to customer assessment of service quality. Identify the challenges faced by front-line employees
Question 5.5. Cite two ways that the accounting function can contribute to the achievement of quality.
Qua 5.5 b) Cite two ways that the accounting function can contribute to the achievement of quality.
Question 6.6. Compare and contrast the quality philosophies of Deming and Juran
Question 6.6. Crosby states that the ‘zero defects' concept is widely misunderstood and resisted. Explain the zero defects concept. Why might Deming and Juran disagree with Crosby that zero defects should be openly promoted as a goal? (Points :
Question 1.7. Discuss the barriers to change in driving quality initiatives
Question 1.1. Cite three ways that middle management can impede an organization's transition towards a total quality environment. Why is it important that middle management be supportive of a total quality initiative? (Points : 20)
Question 2.2. Describe how a Six Sigma project may lead to increase customer satisfaction.
Question 2.8. Identify and discuss the five key dimensions of service quality. Given an example of a service and describe how a customer may define quality along each of these dimensions.
Question 3.3. The Malcolm Baldrige National Quality Award was named after:
a famous quality consultant.
a former senator.
a former secretary of commerce.
a Fortune 500 CEO.
Question 3.3. The criteria for Performance Excellence for the Malcolm Baldrige award consist of a hierarchical set of categories, items, and areas to address. Which of the following four is NOT one of them?
Strategic Planning.
Workforce Focus.
Process Management.
Return on Investment.
Question 4.4. "Moments of truth" are instances when:
new products are launched.
a firm is audited.
a customer comes into contact with an employee.
a new competitor enters the market with higher quality
Question 4.4. "Moments of truth" are instances when:
new products are launched.
a firm is audited.
a customer comes into contact with an employee.
a new competitor enters the market with higher quality.
Question 5.5. The ability of an organization to change in order to deal with increasingly hyper-turbulent environments is referred to as:
proactive capacity.
pliability and malleability.
adaptive capacity.
absorptive capacity.
Question 6.6. The financial measure that managers use to prioritize improvement projects an gauge the effectiveness of total quality efforts is:
revenue.
return on equity.
operating profit.
cost of quality
all of the above
Question 5.5. Characteristics of effective strategic leadership include all of the following EXCEPT:
serving as both leaders and team members.
demonstrating the importance of integrity through actions rather than simply articulating it.
thinking in terms of processes rather than outcomes.
viewing employees as resources.
Question 6.6. The financial measure that managers use to prioritize improvement projects an gauge the effectiveness of total quality efforts is:
revenue.
return on equity.
operating profit.
cost of quality
all of the above