1. Some critics argue that Six Sigma is a collection of superficial changes that often result in doing a superb job of building the wrong product or offering the wrong service. Do you agree or disagree? Explain.
2. What types of analysis can managers perform to help them diagnose a company’s financial condition? How can a review of financial statements help managers diagnose other kinds of performance problems as well?
3. Why is benchmarking an important component of TQM programs? Do you believe a company could have a successful TQM program without using benchmarking?