please help with this case study provided by amswering last 3 questions!

Quality at Axon then acceptance sampling at Axon's receiving dock confirms shipment conformance. The same process occurs for the supplier of injection molded components, such as weapons casings. Testing includes functionality checks, drop tests to assure the product can withstand being dropped, and temperature checks to assure the weapons will work between a temperature range of -20 Centigrade and +50 Centigrade. When finished goods are ready, Axon performs a final quality assurance check on 100% of goods to assure everything functions properly prior to shipping to the customer. All goods come with a one-year warranty. In 2009, 25 company managers from Engineering, Manufacturing, R\&D, and Quality Assurance enrolled in a Six Sigma Green Belt training program offered at a nearby university. While the coursework was meaningful, Avon faced intense pressure to bring new products to market, due to which management focus on implementing Sox Sigma principles waned. It wasn't until 2011 that Axon would again revisit its Six Sigma joumey with renewed interest. Management broadened the employee base to be trained, including customer service and marketing divisions, and chose to incorporate more stringent Six Sigma methodologies into its training. Six Black Belts emerged with projects targeted to strengthen operations at the company. One such project initiated by Vice President of Manulacturing, Bill Denzer, took aim at the sotter side of production: its employees. Bill saw a need to empower manufacturing line employees with data so that they could take greater ownership of what was occurring within their environments. Although Axon collected manufacturing data daily for continuous improvement purposes prior to 2011, line level employees weren't involved in the analysis and problem solving required to rapidly change or fix issues. The Manufacturing Engineering group only reviewed the data after problems emerged, taking some time to investigate and resolve even as production tried to continue. Bill's project sought to engage Manufacturing Engineering in the automation of test data collection to develop baselines for processes and establish upper and lower control limits. Line workers were given explicit parameters for processes, and they immediately tock ownership of those processes. As a result, it quickly became evident when something in the work cell was trending out of control so the issue could be resolved within hours. A formal escalation process further ensured that the right individuals were notified to get action. In 2013, Avon installed computer monitors above each work cell so that all manufacturing employees could see the data related to how they were thinn The data inctivles srran dhllars as a nerrentane of thtal nmdiction nm- oy vide fiesount of Manulacturing, Bill Denzer, took am at the sotter side of production: its employees. Bill saw a need to empower manufacturing line employees with data so that they could take greater ownership of what was occurring within their environments. Although Avon collected manufacturing data daily for continuous improvement purposes prior to 2011, Ine level employees weren't imvolved in the analysis and problem solving required to rapidly change or fox issues. The Manufacturing Engineering group only reviewed the data after problems emerged, taking some time to investigate and resolve even as production tried to continue. Bill's project sought to engage Manufacturing Engineering in the automation of test data collection to develop baselines for processes and establish upper and lower control limits. Line workers were given explicit parameters for processes, and they immediately took ownership of those processes. As a result, it quickly became evident when something in the work cell was trending out of control so the issue could be resolved within hours. A formal escalation process further ensured that the right individuals were notified to get action. In 2013, Axon installed computer monitors above each work cell so that all manulacturing employees could see the data related to how they were doing. The data includes scrap dollars as a percentage of total production, process yield (units produced), average labor cost per unit compared to expected labor cost, average material costs per unit compared to expected material costs, daily/monthly/quarterly production output compared to planned output, throughput times compared to standards, and more. To close the loop on data collection and performance analysis, Axon holds daly meetings at the start of each shift to review the metrics. In addition, the Axon Continuing Improvement program, or TCI, was created. This program generates over 15 suggestions weekly from employees across all areas of the manutacturing process. Bulletin boards in each work cell make it easy to wite up issues, and the visiblity of the suggestions gets immediate attention. Further, anyone can stop production it a problem is detected, and issues get resolved within hours instead of days or weeks, leading to reduced downtime and qualty problems. QUESTIONS 1. Implementing Six Sigma programs takes considerable time and commitment trom an organization. Evaluate Axon's eftorts with regard to management commitment, measurement systems to track progress, tough goal setting, education, communication, and customer priorities. 2. How might Axon's commitment to employee engagement help the company avoid the tour costs of poor process pertormance and quality (prevention, appraisal, internal fallure, external falure)? 3. Describe Axon's total quality management approach as it relates to fustomer satisfaction, employee involvement, and continuous improvement