After reading the study case, Taking in consideration that your main focus is quality answer the last 5 questions

Case Study: ACME Controls Company Background ACME Controls specializes in hydraulic control valves for military applications. They are one of three companies in the nation that produce control valves for the U.S. Department of Defense and the related defense contractors. Founded in the 1930s, the company switched to focusing on military applications when World War II broke out and has been able to remain prosperous through the decades following. The company currently consists of about 1,200 employees all of whom are located at their Groton, Connecticut plant. The majority of the employees (about 900 of them) are hourly and are represented by a union. Lately, the management and union relations have been productive and stable, although there had been a few periods in the past when that relationship was strained. ACME Control's "can do" attitude and ability to turn orders around quickly made them a preferred vendor up until recently. Hard Times For the past few years the company has been struggling. Five years ago the company branched out into the commercial sector, but could not compete and burned through a lot of cash before admitting defeat and shutting down the commercial program. Their products were designed for the military sector which has strict requirements and specifications, and they exceeded the requirements of the commercial sector. Their valves cost significantly more than the market was willing to pay. Product sales were returning losses not profits, and despite their best efforts at redesigning the product and their processes, they eventually had to abandon the commercial market. It reaped a heavy toll on their finances. In addition to recovering from the losses due to the failed business venture, ACME Controls is also now struggling with customer relations on their military product line. During a recent tour at one of their defense customer's plants, they encountered a group of machinists who were very energetic about ACME Controls "lack of quality." A problem with a control valve during plant testing resulted in the machinists missing their delivery date. The discussion was brief, but the team from ACME Controls felt the frustration of the machinists and got the impression that the machinists were going to recommend to their purchasing department that they use a different supplier. The Customer Service department was not able to shed much light on the incident. The valve passed inspection at ACME Controls, and they were not able to determine if it was truly a valve issue or something that happened during installation at the customer location; however, the whole plant did scramble to expedite another valve out to that customer. Customer Service was able to provide some overall customer information. They have been attempting to improve customer satisfaction and recently gathered data from a survey they sent to all their customers: The Plan Forward From Customer Service's discussion with the customers, it seems the other two companies supplying military grade hydraulic control valves are having similar issues in meeting customer needs. Furthermore, two of ACME Control's major customers are about to be awarded additional construction contracts and they will be picking suppliers shortly. If critical issues can be addressed, ACME Controls may have an opportunity to win those contracts which would represent a significant boost in revenue. The Vice President of Operations, Bill Green, has been tasked by ACME Controls' board of directors to get the company back on track and staged to win those contracts. A few months back, Bill attended a one-day executive session on Lean Six Sigma and continuous improvement and firmly believes this is the best way to proceed. He has hired you to help him. He is not certain on the best way forward and is looking to you to develop the strategy. Bill estimates they have about 3 months to get an improvement in place in order to be staged to win those contracts. Assignment You have been assigned to execute one improvement project that must be completed within 3 months. In the interview you will be asked about: - Your main focus - Strategic approach, include timeline with scheduled dates to achieve 3 month deadline - Problem solving techniques - How you would engage the workforce - Project management methods - Key challenges you might face