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quality management
Quality Management For Organizational Excellence: Introduction To Total Quality 7th Edition David L. Goetsch, Stanley B. Davis - Solutions
= 3. What is meant by variation in processes?
= 5. What is management’s role in the implementation of SPC?
= 10. List and briefly explain the major inhibitors of SPC.
=1. Review the section “Statistical Process Control Defined.” Explain how environment and the Five M’s can affect processes used in the following:a. A hardware storeb. A hospitalc. An accounting firmd. A newspapere. A factoryf. A new-car dealership
= 2. Explain the relationship that exists between the histogram and the control chart.
= 3. Contrast the histogram’s characteristic of representing a “snapshot” of a process with a control chart.
= 4. Defend the statement that the operator of the process should be the owner and data plotter of the control chart, as opposed to a person from quality assurance or engineering, for example.
= 5. Comment on the significance of this statement:“Control chart parameters must be statistically derived and cannot simply be specifications or some arbitrary values that are based on production expectations.”
=1. You are the consultant, and because this is Hi-Sport’s introduction to control charts, you will have to help it develop the chart. From the data table, compute c , UCL c , and LCL t .
= 2. Next, construct a control chart. Be sure to include some“headroom” above the upper control limit to allow for any out-of-limit events that may be encountered. Also make the chart long enough horizontally to include all the data points in the table, plus a few more days of real-time data
= 3. Now plot the appropriate data from the table on the chart. Is the process in control, or is one or more special causes still lingering? Where do you go from here?Complete your task by (a) providing Hi-Sport with a control chart that reflects an in-control process or(b) abandoning the current
=1. What was Shewhart’s source for the data required for his statistical process control?
=2. Shewhart describes two kinds of variation, that resulting from common causes and that resulting from special causes. Define both.
=1. How would you rate the comparative competitiveness of the two companies?
= 2. If you work for a company that does not employ SPC, how could SPC help the firm?
=1. Explain the rationale for continual improvement.
= 2. What is management’s role in continual improvement?
= 3. Describe the five essential improvement activities.
= 5. What is meant by using the scientific approach?
= 8. Explain the following improvement strategies:a. Group technologyb. Synchronized productionc. Jidokad. Supplier Partnerse. Total productive maintenance
= 9. Explain the concept of Kaizen.
= 10. What is CEDAC and how is it used?
= 11. What are the primary objectives of Lean?
= 12. Explain the rationale of Six Sigma’s target of 3.4 NPMO.
= 13. How might a SIPOC map be used in a process improvement project?
=14. Define Lean Six Sigma.
= 15. Explain how Theory of Constraints approaches continual improvement, and how it differs from other approaches.
=1. Define benchmarking.
= 7. Identify the critical members of the benchmarking team.
= 10. Explain how the “Not-invented-here” Syndrome can be a hindrance to benchmarking effectiveness.
= 11. List and discuss the eight obstacles to successful benchmarking.
=1. You are a benchmarking consultant. Empire staff has shared this information with you, and it wants to know why you think benchmarking is an appropriate course for it to follow. Is benchmarking likely to help Empire Communications? What will you tell it?
= 2. Does the pattern of spending more than the average in some areas and under the average in others suggest anything to you? How will this influence any benchmarking strategy?
= 3. How would you determine the best process areas for benchmarking?
= 4. Given the fact that the telecom industry is extremely competitive, is it likely that Empire will find willing benchmarking partners among its competitors? If not, what would you do?
= 5. Develop a recommendation for Empire Communications for how you propose to lead it through the benchmarking activity and what it should expect to gain from it.
=1. What do you think motivates Motorola to invest in benchmarking?
=1. Using public domain information, such as that available on the Internet, determine where Xerox stands relative to its competitors today.
=1. Is it running and turning out product?
= 2. If it is running, is the quality of its output product acceptable?
=1. Define JIT/Lean.
= 5. What two fundamental advantages are provided by JIT/Lean?
= 6. List the seven wastes.
= 7. Identify the two pillars of the Toyota Production System.
= 8. Explain how traditional mass production contributes to the seven wastes.
= 9. Explain how JIT/Lean impacts each of the seven wastes.
= 10. Discuss JIT/Lean’s vulnerability to parts shortages, breakdowns, and bottlenecks from the perspective of the mass production advocate and the JIT/Lean advocate.
= 11. Explain the push system and what triggers it to start.
= 12. Explain the pull system and how it is started.
= 13. Why is superior machine maintenance and improvement critical to JIT/Lean?
= 14. Describe how kanban supports the pull system.
= 15. What are the advantages of reduced setup time?
= 16. Why does this text recommend that JIT/Lean be a part of a total quality system?
= 17. Describe JIT/Lean’s objectives relative to inventory and WIP.
= 18. Discuss the relative complexity of the two production systems.
=19. Explain cycle time, and list its constituent elements.
= 20. Why is a JIT/Lean production line-stop considered a positive phenomenon?
= 21. Explain how inventory can deter problem solving.
= 22. Describe the difference in plant organization and layout between the two production systems.
= 23. Explain how JIT/Lean can cause immediate cycle time reduction.
= 24. To whom is credit given for the development of the JIT/Lean system?
=1. Study the operations of an electric utility company, and determine where the production of electricity stands vis-à-vis push or pull systems. Using charts and narrative, explain your finding.
= 2. Study the operation of a supermarket, and list the JIT/Lean features in use. Look for special JIT/Lean practices such as supplier partnerships, and describe how they operate in a supermarket environment.
= 3. Develop a chart contrasting the philosophies of mass production and JIT/Lean.
= 4. Mass production was the most successful production system from the time of Henry Ford’s Model T until the 1960s. There is no question that this system permitted the manufacture of a wide range of goods at much lower prices than had been possible before then. Given this success, how do you
= 5. You are the president of a new division of a major auto producer. Your organization has been chartered to design and build a line of cars to compete with intermediate-size Asian and European imports. The division is to be located in a historically agricultural state that has availability of
= who will make up the division’s management team are experts in mass production. Going the traditional route looks like an easier start-up path. Going directly to total quality or JIT/Lean has unknowns. The CEO is leaning toward letting you make the call, but he wants you to convince him and the
=1. What steps were taken by the U.S. auto industry to close the gap with the Japanese?
= 2. How are the rankings of the import brands affected by the inclusion of those from Europe?
= 3. What can you say about the IQS performance of the Korean brands, Hyundai, and Kia? You will find the following Web site helpful: www.jdpower.com .
=1. If something as trivial as a missing screw or a broken tool can stop a JIT/Lean production line, how could Ohno consider that to be a power of the concept?
= 2. Discuss what would likely happen if a needed screw or a working tool is missing from a traditional mass production line.
= 3. Discuss the implications of a JIT/Lean production system that employs buffer stocks or materials and parts.
= 4. Discuss the potential for a nonmanufacturing organization to benefit from employment of JIT/Lean.
= 3. Differentiate between leadership and bossmanship.
= 5. Describe the necessary components of an infrastructure that supports goal deployment and continual improvement.
=8. List the implementation steps that follow after the vision statement and broad objectives have been developed.
= 10. Implementation of total quality happens in phases.Explain each phase in the order it occurs.
= 11. What is ISO 9000 registration, and how does it relate to total quality?
= 12. List the various categories of criteria for the Malcolm Baldrige National Quality Award.
=1. The chart below was developed from the J.D. Power and Associates Initial Quality Studies for the years 2004 through 2007. Using Jaguar as an example, we see that in 2004, the Jaguar nameplate was ranked 3rd in initial quality with 98 problems per 100 cars, improved to 2nd in 2005, and dropped
= 2. E-Z Open Manufacturing Company is a leading maker of manual can openers. In the year just closed, E-Z Open controlled 17.2% of the manual can opener market in North America. That placed the company in the number two sales position for manual can openers. The company in the number one
= 3. E-Z Open Manufacturing’s organization structure is straight out of the 1950s. The president is the senior executive, and he has a secretary and five department heads reporting to him. The departments are product development, manufacturing, finance, marketing, and human resources. Each is
= 4. Using your place of work as the model, how does (or could) TQM benefit it in general, and in particular, what improvements would you expect from following the 20-step implementation process? (If you are a fulltime student, and not employed, skip this question.)
= 5. Using your college as the model, explain how implementing a total quality program might benefit both the institution and its students. Include specific areas for improvement.
=1. Explain how the use of TQM could contribute to the improvement noted in McDonnell Douglas Corporation’s key business performance indicators.
= 2. What was John McDonnell’s motive in making improvement in the company’s Baldrige self-assessment score a part of executive performance evaluation.
1. Define the term quality .
2. What is total quality?
3. List and explain the key elements of total quality.
5. Describe the following concepts:. Deming’s Fourteen Points. The Deming Cycle. Deming’s Seven Deadly Diseases
7. Why do some quality initiatives fail?
8. For what contributions to the quality movement is Philip B. Crosby known?
10. Explain the trends that are affecting the future of quality management.
1. What features in the modern automobile are customer driven?
2. Henry Ford once said something to the effect that the customer can have any color Model T he wants, as long as it’s black. How did the world evolve from Henry Ford’s attitude toward customers to the modern attitude of customer-driven quality?
3. Are global consumers spoiled and unrealistic in their expectations, or are they finally demanding their rights in the marketplace?
4. How has the worldwide demand for quality driven the concept of innovation? How has innovation changed your life?
1. Why would a company that is turning out a satisfactory product want to continually examine its processes and the work environment? What happened to the old adage “If it’s not broke, don’t fix it”?
2. Create a manufacturing, processing, or service sector parallel for this activity. Discuss how this assignment would apply to a company.
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