Instructor Slides  for Quality in Practice  and Case Discussion Questions
Chapter 1 Introduction to Quality
The Xerox Transformation <ul><li>What aspects of Xerox’s management practices would support the results they obtained?  Ho...
Building Trust through Quality  at Gerber <ul><li>How do the various definitions of quality discussed in this chapter rela...
Building Trust through Quality  at Gerber <ul><li>How did quality help Gerber overcome the crisis it faced in the consumer...
A Tale of Two Restaurants <ul><li>Contrast these two restaurants from the perspective of TQ.  How do they exhibit or not e...
A Total Quality Business Model <ul><li>What advice would you give Rob and Diane about the management practices they are pr...
A Total Quality Business Model <ul><li>How might viewing the organization from the three levels of quality discussed in th...
Deere & Co.  <ul><li>How has their perspective on quality changed? </li></ul><ul><li>How has it helped them to stay compet...
Chapter 2 Total Quality  in Organizations
Service Quality at the  Ritz-Carlton Hotel Company <ul><li>What value does a focus on the Gold Standards have for The Ritz...
Pinellas County Schools <ul><li>Discuss how the practices at Pinellas County Schools reflect quality principles. </li></ul...
Shiny Hill Farms <ul><li>Describe the scope of quality efforts in this organization. </li></ul><ul><li>What is the role of...
The Nightmare on Phone Street <ul><li>Summarize the service failures associated with this experience. </li></ul><ul><li>Wh...
Chapter 3 Philosophies and Frameworks
Ford Becomes  a Deming Company <ul><li>Discuss specific themes in the Deming philosophy that are evident in statements mad...
Ford Becomes  a Deming Company <ul><li>Review recent Ford annual reports and summarize their quality efforts.  What change...
Florida Power and Light <ul><li>What makes FPL unique in the types of quality problems it encounters?  How is its product ...
Florida Power and Light <ul><li>What was the role of QIP teams at FPL in developing quality, which enabled them to win the...
The Reservation Clerk <ul><li>What is Mary’s job?  What might Deming say about this situation? </li></ul><ul><li>Drawing u...
Modern Steel Technology <ul><li>Using the Baldrige Criteria, identify any key strengths and weaknesses or gaps in this com...
Collin Technologies: Key Business Factors <ul><li>Summarize the important business factors in each of the following catego...
Collin Technologies: Key Business Factors <ul><li>Discuss how these business factors might influence Collin’s approach to ...
Chapter 4 Focusing on Customers
Customer Focus at Granite Rock <ul><li>Explain the relationships between the customer importance survey and the customer r...
Customer Focus at Granite Rock <ul><li>Discuss the benefit of plotting competitors’ results along with one’s own company r...
Waiting Time and  Customer Satisfaction  at Florida Power and Light <ul><li>Have one of your friends time you while you wa...
Waiting Time and  Customer Satisfaction  at Florida Power and Light <ul><li>What key lessons can be learned by other organ...
Improving Customer Satisfaction at a Software Support Call Center <ul><li>What does this case suggest about the importance...
Improving Customer Satisfaction at a Software Support Call Center <ul><li>The concept of studying the best people in an or...
The Case of the Missing Reservation <ul><li>Were the hostess’s actions consistent with a customer-focused quality philosop...
The Case of the Missing Reservation <ul><li>How would you have reacted to the letter that Mark received?  Could the Total ...
Cincinnati Veterans Administration Medical Center <ul><li>Propose a set of approaches that the medical center might pursue...
Cincinnati Veterans Administration Medical Center <ul><li>Classify the questions in the VA survey according to the key dim...
Collin Technologies: Customer Satisfaction and Relationships <ul><li>Develop a list of strengths and opportunities for imp...
Gold Star Chili: Customer and Market Knowledge <ul><li>What advice would you tell this company? </li></ul><ul><li>What spe...
Chapter 5 Leadership and Strategic Planning
Leadership in the Virgin Group <ul><li>Given the free-wheeling style of Branson and his managers, do you think that the Vi...
Leadership in the Virgin Group <ul><li>How well do you think that Branson and his managers perform managerial and leadersh...
Strategic Planning and Deployment at Solectron <ul><li>Compare Solectron’s approach to the generic strategic planning proc...
Teaching the Buffalos to Fly: Johnsonville Foods <ul><li>From a strategic management standpoint, does Ralph Stayer provide...
Teaching the Buffalos to Fly: Johnsonville Foods <ul><li>How easy or difficult would it be for other companies to duplicat...
Corryville Foundary Company <ul><li>Comment on the current mission statement.  Does it provide the strategic direction nec...
Collin Technologies: Organizational Leadership <ul><li>Develop a list of strengths and opportunities for improvement.  </l...
Collin Technologies:  Strategic Planning <ul><li>Develop a list of strengths and opportunities for improvement.  </li></ul...
Chapter 6 Human Resource Practices
TD Industries <ul><li>Explain how human resource activities at TD Industries work toward achieving the company’s vision st...
L.L. Bean <ul><li>Discuss L.L. Bean’s approach to blending human resource management with total quality.  What lessons can...
L.L. Bean <ul><li>Because L.L. Bean is primarily a service firm, what special challenges does it face as it attempts to em...
The Hopeful Telecommuter <ul><li>As Jennifer Smith, what “talking points” would you prepare to support your case? </li></u...
The Hopeful Telecommuter <ul><li>How does your answer demonstrate the principles of empowerment?  How might it fit the com...
TVS Partnership Proprietary, Ltd. <ul><li>How may changes in the organizational structure have affected human resource pol...
TVS Partnership Proprietary, Ltd. <ul><li>Why has the HR function undergone so many changes in a short period of time? Wha...
Collin Technologies: Work Systems <ul><li>Develop a list of strengths and opportunities for improvement.  </li></ul><ul><l...
Collin Technologies:  Employee Well-Being  and Satisfaction <ul><li>Develop a list of strengths and opportunities for impr...
Chapter 7 Process Management
Applying QFD to a  University Support Service <ul><li>Do you agree with the relative importance measures of the voice of t...
Applying QFD to a  University Support Service <ul><li>Using the relative importance ratings of the customer attributes on ...
Gold Star Chili  Process Management <ul><li>How does the organization structure in Figure 7.21 reflect Deming’s view of a ...
Gold Star Chili  Process Management <ul><li>As a small, privately-held company, Gold Star is relatively new at applying to...
The State University Experience <ul><li>What breakdowns in service processes has this student experienced? </li></ul><ul><...
A Case of Failure  in Product Development <ul><li>What factors in the product development process caused this disaster?  W...
Collin Technologies:  Support Processes  <ul><li>Develop a list of strengths and opportunities for improvement.  </li></ul...
Collin Technologies:  Supplier and Partnering Processes  <ul><li>Develop a list of strengths and opportunities for improve...
Chapter 8 Performance Measurement  and Strategic Information Management
Measurement and Data Management at Xerox <ul><li>Discuss how data captured by Xerox span the entire scope of company perfo...
Measurement and Data Management at Xerox <ul><li>“ Operability” means expanded features that are simple and easy to use.  ...
Modeling Cause-and-Effect Relationships at IBM Rochester <ul><li>Explain why the relationships shown in Figure 8.13 make s...
Ultra-Productivity Fasteners,  Part I <ul><li>Summarize the key factors that drive this company’s business and define a se...
Ultra-Productivity Fasteners,  Part II <ul><li>Identify the strengths and areas for improvement relative to the Baldrige r...
Collin Technologies:  Measurement of Organizational Performance  <ul><li>Develop a list of strengths and opportunities for...
Chapter 9 Statistical Thinking  and Applications
Improving Quality of a Wave Soldering Process through Design of Experiments <ul><li>Why did the first experimental design ...
Improving Process Capability  through Statistical Thinking at Alcoa <ul><li>How was statistical thinking applied to the pr...
Improving Process Capability through Statistical Thinking at Alcoa <ul><li>If all the variances associated with the indivi...
The Disciplinary Citation <ul><li>What is your opinion of the manager’s approach?  How does it compare with the Deming phi...
The Quarterly Sales Report <ul><li>How can Hagler improve his approach by applying principles of statistical thinking?  Us...
The HMO Pharmacy Crisis <ul><li>How do you think Dover should approach this problem, using what he has just learned? </li>...
Hydraulic Lift Co. <ul><li>Using the histograms in the case, estimate the process capability indexes for each situation. <...
Chapter 10 Quality Improvement
Implementing Six Sigma  at GE-Fanuc <ul><li>How was GE’s corporate-level vision of Six-Sigma put into practice at the GE-F...
Implementing Six Sigma  at GE-Fanuc <ul><li>Verify that the number of defective boards found in the test gives a dpmo of 1...
Process Improvement  on the Free-Throw Line <ul><li>How does this application conform to Deming’s PDSA cycle? </li></ul><u...
Welz Business Machines <ul><li>From the conversation between Tim and his staff, draw a cause-and-effect diagram. </li></ul...
Readilunch Restaurant <ul><li>Plot the average number of empty tables on a run chart, computing the average value but igno...
Readilunch Restaurant <ul><li>Analyze the check sheet in Table 10.5.  What conclusions do you reach? </li></ul><ul><li>Wha...
Chapter 11 Quality Control
Quality Control for an International Wine Producer  <ul><li>Explain the different approaches the company uses to control i...
Quality Control at Dunlavy Audio Labs, Inc. <ul><li>Describe the types of quality controls used at DAL.  Why does the comp...
Stuart Injection Molding Company <ul><li>What would you recommend to the company?  Discuss what should be included in the ...
World-Wide Appliances <ul><li>What criteria should Harold use to decide whether to use outside consultants?  If he does no...
Bloomfield Tool Co. <ul><li>Calculate the R&R, process, and total variation for the data.  </li></ul><ul><li>Using TV as t...
Bloomfield Tool Co. <ul><li>What conclusions can you draw about the variations that were observed?  </li></ul><ul><li>What...
Chapter 12 Statistical Process Control
Applying SPC in Pharmaceutical Product Manufacturing <ul><li>Using the data for the initial process capability study sampl...
Applying SPC in Pharmaceutical Product Manufacturing <ul><li>Explain why it was incorrect that the operators did not plot ...
Using a u-Chart  in a Receiving Process <ul><li>Verify the computation of the center line and the control limits in Figure...
La Ventana Window Company <ul><li>Interpret the data in the LVWC Case worksheet, establish a state of statistical control,...
La Ventana Window Company <ul><li>Using the additional data, evaluate whether the process remains in control and suggest a...
Murphy Trucking, Inc.  Assignment 1 <ul><li>Determine the process capability.  What is the average rate of defective bills...
Murphy Trucking, Inc.  Assignment 2 <ul><li>Construct another appropriate control chart that could better tell you about t...
Murphy Trucking, Inc. Assignment 2 <ul><li>Use the charts to advise Rick on the next steps.  How do the results differ fro...
Chapter 13 Reliability
Testing Audio Components  at Shure, Inc. <ul><li>Describe how the definition of reliability applies to the performance tes...
Software Quality Assurance  at Los Alamos National Laboratory <ul><li>Describe the approach used by Los Alamos National La...
Automotive Air Bag Reliability <ul><li>What is the role of the dual actuators in the mechanical air bag system? Describe t...
Automotive Air Bag Reliability <ul><li>Plot the engineering calculations of system reliabilities over time on a graph.  Wh...
Chapter 14 Building and Sustaining Total Quality Organizations
Xerox 2000: Sustaining Leadership through Quality <ul><li>In what ways is the Xerox Management Model similar to the Baldri...
Xerox 2000: Sustaining Leadership through Quality <ul><li>In recent years, Xerox and others have fallen on hard times. Can...
The Eastman Way <ul><li>Trace the development of total quality at Eastman.  What lessons can you derive that would be usef...
The Parable of the Green Lawn <ul><li>Within the context of the continual struggles to create a “world-class” lawn and “wo...
The Yellow Brick Road  to Quality <ul><li>For the scene summaries from the film,  The Wizard of Oz , discuss the lessons t...
Equipto, Inc. <ul><li>Discuss the way in which the TQ program was launched.  Could it have been done differently, and perh...
Equipto, Inc. <ul><li>What are the pros and cons of up-front training versus JIT training.  Do you think that some momentu...
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  1. 1. Instructor Slides for Quality in Practice and Case Discussion Questions
  2. 2. Chapter 1 Introduction to Quality
  3. 3. The Xerox Transformation <ul><li>What aspects of Xerox’s management practices would support the results they obtained? How do these practices lead to accomplishing the three Leadership Through Quality objectives? </li></ul><ul><li>Discuss the meaning of Quality is a race without a finish line . What is its significance to Xerox, or to any organization? </li></ul>
  4. 4. Building Trust through Quality at Gerber <ul><li>How do the various definitions of quality discussed in this chapter relate to the quality practices at Gerber? </li></ul><ul><li>How does Gerber exhibit the fundamental principles of total quality – customer and stakeholder focus, participation and teamwork, and a process focus and continuous improvement? </li></ul>
  5. 5. Building Trust through Quality at Gerber <ul><li>How did quality help Gerber overcome the crisis it faced in the consumer-tampering situation? What lessons do their steps have for other companies? </li></ul>
  6. 6. A Tale of Two Restaurants <ul><li>Contrast these two restaurants from the perspective of TQ. How do they exhibit or not exhibit the fundamental principles of TQ? </li></ul><ul><li>What advice would you recommend to the owners? </li></ul>
  7. 7. A Total Quality Business Model <ul><li>What advice would you give Rob and Diane about the management practices they are proposing within each element of the TQ infrastructure? What additional practices might you suggest? </li></ul>
  8. 8. A Total Quality Business Model <ul><li>How might viewing the organization from the three levels of quality discussed in the chapter help improve their business plan? </li></ul>
  9. 9. Deere & Co. <ul><li>How has their perspective on quality changed? </li></ul><ul><li>How has it helped them to stay competitive in a tough business environment? </li></ul><ul><li>Do you think that their technology-focused efforts will help them to remain competitive in the future? </li></ul>
  10. 10. Chapter 2 Total Quality in Organizations
  11. 11. Service Quality at the Ritz-Carlton Hotel Company <ul><li>What value does a focus on the Gold Standards have for The Ritz-Carlton Co.? </li></ul><ul><li>What must a company do to reduce job offer processing times so dramatically? </li></ul><ul><li>How does information play a central role in everything that The Ritz-Carlton Hotel Co. does? </li></ul>
  12. 12. Pinellas County Schools <ul><li>Discuss how the practices at Pinellas County Schools reflect quality principles. </li></ul><ul><li>Thinking back on your own K-12 education, what things does Pinellas County do differently? </li></ul>
  13. 13. Shiny Hill Farms <ul><li>Describe the scope of quality efforts in this organization. </li></ul><ul><li>What is the role of the quality assurance department at Shiny Hill Farms? Does it promote the concept of total quality? </li></ul><ul><li>What suggestions do you have for improving Shiny Hill Farms’ quality effort? </li></ul>
  14. 14. The Nightmare on Phone Street <ul><li>Summarize the service failures associated with this experience. </li></ul><ul><li>What might the travel agency have done to guarantee a better service experience for Mr. Harrington? </li></ul>
  15. 15. Chapter 3 Philosophies and Frameworks
  16. 16. Ford Becomes a Deming Company <ul><li>Discuss specific themes in the Deming philosophy that are evident in statements made in Ford’s annual reports. </li></ul><ul><li>Which definition of quality is used inn the 1985 Annual Report? </li></ul>
  17. 17. Ford Becomes a Deming Company <ul><li>Review recent Ford annual reports and summarize their quality efforts. What changes, if any, are evident, either in their view of quality or approaches to achieve it? </li></ul>
  18. 18. Florida Power and Light <ul><li>What makes FPL unique in the types of quality problems it encounters? How is its product similar and different from oil being processed in a refinery? From water being delivered by a city water department? </li></ul><ul><li>How did FPL use policy deployment to improve quality? </li></ul>
  19. 19. Florida Power and Light <ul><li>What was the role of QIP teams at FPL in developing quality, which enabled them to win the Deming Prize? </li></ul><ul><li>What lessons did FPL learn after winning the Deming Prize? What can other companies learn about implementing quality from FPL’s example? </li></ul>
  20. 20. The Reservation Clerk <ul><li>What is Mary’s job? What might Deming say about this situation? </li></ul><ul><li>Drawing upon Deming’s principles, outline a plan to improve this situation. </li></ul>
  21. 21. Modern Steel Technology <ul><li>Using the Baldrige Criteria, identify any key strengths and weaknesses or gaps in this company’s management practices in each of the seven categories. </li></ul><ul><li>How well does the company address the principles of total quality described in Chapter 1? </li></ul>
  22. 22. Collin Technologies: Key Business Factors <ul><li>Summarize the important business factors in each of the following categories: </li></ul><ul><ul><li>Basic description of the company </li></ul></ul><ul><ul><li>Customer and market requirements </li></ul></ul><ul><ul><li>Supplier and partnering relationships </li></ul></ul><ul><ul><li>Competitive situation </li></ul></ul><ul><ul><li>Business directions </li></ul></ul>
  23. 23. Collin Technologies: Key Business Factors <ul><li>Discuss how these business factors might influence Collin’s approach to designing its total quality system. What specific practices might Collin use to support its infrastructure? </li></ul>
  24. 24. Chapter 4 Focusing on Customers
  25. 25. Customer Focus at Granite Rock <ul><li>Explain the relationships between the customer importance survey and the customer report card. Do these surveys provide enough information to perform an importance-performance analysis? Explain why. </li></ul>
  26. 26. Customer Focus at Granite Rock <ul><li>Discuss the benefit of plotting competitors’ results along with one’s own company results on an importance-performance graph. How can this information be used? </li></ul>
  27. 27. Waiting Time and Customer Satisfaction at Florida Power and Light <ul><li>Have one of your friends time you while you wait for varying amounts of time between 30 seconds and 3 minutes. Estimate the amount of time you waited. Did you find that your actual waiting times were longer or shorter than your estimates? What does this experiment mean for organizations that are trying to set service standards? </li></ul>
  28. 28. Waiting Time and Customer Satisfaction at Florida Power and Light <ul><li>What key lessons can be learned by other organizations from FPL’s experience? </li></ul>
  29. 29. Improving Customer Satisfaction at a Software Support Call Center <ul><li>What does this case suggest about the importance of understanding customers’ true needs and expectations? </li></ul><ul><li>What are the implications of the transparency principle? </li></ul>
  30. 30. Improving Customer Satisfaction at a Software Support Call Center <ul><li>The concept of studying the best people in an organization as a method of learning to improve others’ skills has long been advocated by Joseph Juran. How might the learning from this case be applied to other organizations? </li></ul>
  31. 31. The Case of the Missing Reservation <ul><li>Were the hostess’s actions consistent with a customer-focused quality philosophy? What might she have done differently? </li></ul>
  32. 32. The Case of the Missing Reservation <ul><li>How would you have reacted to the letter that Mark received? Could the Total Quality Lead have responded differently? What does the fact that the hotel manager did not personally respond to the customer tell you? </li></ul>
  33. 33. Cincinnati Veterans Administration Medical Center <ul><li>Propose a set of approaches that the medical center might pursue to help achieve its vision and truly be customer focused. Focus on the types of customer the CVAMC has identified, their needs, and the organization’s role in the community with respect to its competition. </li></ul>
  34. 34. Cincinnati Veterans Administration Medical Center <ul><li>Classify the questions in the VA survey according to the key dimensions of service quality described in this chapter. Analyze the questions as to their ability to provide actionable information for improvement, address key patient needs and expectations, and assess satisfaction and loyalty. </li></ul>
  35. 35. Collin Technologies: Customer Satisfaction and Relationships <ul><li>Develop a list of strengths and opportunities for improvement. </li></ul><ul><li>Why are they important and what insights can they provide to upper-level managers that they might not have realized? </li></ul>
  36. 36. Gold Star Chili: Customer and Market Knowledge <ul><li>What advice would you tell this company? </li></ul><ul><li>What specific tools and techniques might help them? </li></ul>
  37. 37. Chapter 5 Leadership and Strategic Planning
  38. 38. Leadership in the Virgin Group <ul><li>Given the free-wheeling style of Branson and his managers, do you think that the Virgin enterprises can be classified as a TQ organization? Why or why not? </li></ul><ul><li>How well do you think that Branson and his managers perform the strategic planning process? What are some indications that they do, or do not do, strategic planning? </li></ul>
  39. 39. Leadership in the Virgin Group <ul><li>How well do you think that Branson and his managers perform managerial and leadership tasks? How might these tasks be better balanced? </li></ul><ul><li>What leadership theory do you think best fits the senior leadership of the Virgin Group? What theory would best fit Branson as leader? Why might they differ? </li></ul>
  40. 40. Strategic Planning and Deployment at Solectron <ul><li>Compare Solectron’s approach to the generic strategic planning process described in this chapter. What are some of its unique features? </li></ul><ul><li>Explain how the hoshin planning process aligns site plans with corporate strategies. Why is this alignment especially important for a company such as Solectron? </li></ul>
  41. 41. Teaching the Buffalos to Fly: Johnsonville Foods <ul><li>From a strategic management standpoint, does Ralph Stayer provide sufficient planning and control to keep the company on track? </li></ul><ul><li>What type of management style does he seem to follow? Does it fit any of the leadership theories that were developed in the chapter? </li></ul>
  42. 42. Teaching the Buffalos to Fly: Johnsonville Foods <ul><li>How easy or difficult would it be for other companies to duplicate the leadership style of Stayer and the organizational systems practiced at Johnsonville Foods? </li></ul>
  43. 43. Corryville Foundary Company <ul><li>Comment on the current mission statement. Does it provide the strategic direction necessary for success for this company? </li></ul><ul><li>How can the mission statement be improved? Suggest a better statement of mission, vision, and guiding principles. </li></ul>
  44. 44. Collin Technologies: Organizational Leadership <ul><li>Develop a list of strengths and opportunities for improvement. </li></ul><ul><li>Why are they important and what insights can they provide to upper-level managers that they might not have realized? </li></ul>
  45. 45. Collin Technologies: Strategic Planning <ul><li>Develop a list of strengths and opportunities for improvement. </li></ul><ul><li>Why are they important and what insights can they provide to upper-level managers that they might not have realized? </li></ul>
  46. 46. Chapter 6 Human Resource Practices
  47. 47. TD Industries <ul><li>Explain how human resource activities at TD Industries work toward achieving the company’s vision statement </li></ul><ul><li>How do HRM processes at TD Industries support the fundamental principles of TQ: customer focus, participation and teamwork, and continuous improvement? </li></ul>
  48. 48. L.L. Bean <ul><li>Discuss L.L. Bean’s approach to blending human resource management with total quality. What lessons can be applied to other organizations? </li></ul><ul><li>How has the TQHR department modeled the characteristics of teams given in Scholtes’s list of successful team characteristics? </li></ul>
  49. 49. L.L. Bean <ul><li>Because L.L. Bean is primarily a service firm, what special challenges does it face as it attempts to emphasize quality to its employees? </li></ul>
  50. 50. The Hopeful Telecommuter <ul><li>As Jennifer Smith, what “talking points” would you prepare to support your case? </li></ul><ul><li>What issues do you think that the VP of human resources might raise? What issues do you think the senior VP of operations might raise? </li></ul>
  51. 51. The Hopeful Telecommuter <ul><li>How does your answer demonstrate the principles of empowerment? How might it fit the components of the Hackman-Oldham job characteristics model? </li></ul>
  52. 52. TVS Partnership Proprietary, Ltd. <ul><li>How may changes in the organizational structure have affected human resource policies? What were the strengths and weaknesses in the human resources management approaches that TVS adopted? </li></ul>
  53. 53. TVS Partnership Proprietary, Ltd. <ul><li>Why has the HR function undergone so many changes in a short period of time? What approaches might you recommend? </li></ul><ul><li>How could managers from the different divisions be encouraged to share their perspectives and knowledge to benefit the whole organization? </li></ul>
  54. 54. Collin Technologies: Work Systems <ul><li>Develop a list of strengths and opportunities for improvement. </li></ul><ul><li>Why are they important and what insights can they provide to upper-level managers that they might not have realized? </li></ul>
  55. 55. Collin Technologies: Employee Well-Being and Satisfaction <ul><li>Develop a list of strengths and opportunities for improvement. </li></ul><ul><li>Why are they important and what insights can they provide to upper-level managers that they might not have realized? </li></ul>
  56. 56. Chapter 7 Process Management
  57. 57. Applying QFD to a University Support Service <ul><li>Do you agree with the relative importance measures of the voice of the customer in Figure 7.19? Explain why these rankings are reasonable, or provide counter arguments for a different ranking. </li></ul>
  58. 58. Applying QFD to a University Support Service <ul><li>Using the relative importance ratings of the customer attributes on a 5-point scale, compute a weighted score for each technical requirement. Do your scores support the conclusions of the study? </li></ul><ul><li>What other recommendations might you suggest? </li></ul>
  59. 59. Gold Star Chili Process Management <ul><li>How does the organization structure in Figure 7.21 reflect Deming’s view of a production system as discussed in Chapter 1? </li></ul>
  60. 60. Gold Star Chili Process Management <ul><li>As a small, privately-held company, Gold Star is relatively new at applying total quality management approaches to its process management. Based on the information provided, what suggestions might you provide in the process management area as the company matures in its journey to total quality? </li></ul>
  61. 61. The State University Experience <ul><li>What breakdowns in service processes has this student experienced? </li></ul><ul><li>What types of process management activities should State University administrators undertake? </li></ul>
  62. 62. A Case of Failure in Product Development <ul><li>What factors in the product development process caused this disaster? Which individuals were responsible? </li></ul><ul><li>Discuss how techniques of quality engineering might have improved the product development process for the compressor. </li></ul><ul><li>What lessons did GE probably learn for the future? </li></ul>
  63. 63. Collin Technologies: Support Processes <ul><li>Develop a list of strengths and opportunities for improvement. </li></ul><ul><li>Why are they important and what insights can they provide to upper-level managers that they might not have realized? </li></ul>
  64. 64. Collin Technologies: Supplier and Partnering Processes <ul><li>Develop a list of strengths and opportunities for improvement. </li></ul><ul><li>Why are they important and what insights can they provide to upper-level managers that they might not have realized? </li></ul>
  65. 65. Chapter 8 Performance Measurement and Strategic Information Management
  66. 66. Measurement and Data Management at Xerox <ul><li>Discuss how data captured by Xerox span the entire scope of company performance. </li></ul><ul><li>This description of Xerox’s data and information approaches was written before the concept of interlinking. What approaches might Xerox now employ based on the information presented? </li></ul>
  67. 67. Measurement and Data Management at Xerox <ul><li>“ Operability” means expanded features that are simple and easy to use. Describe some methods to measure operability. </li></ul>
  68. 68. Modeling Cause-and-Effect Relationships at IBM Rochester <ul><li>Explain why the relationships shown in Figure 8.13 make sense in theory. </li></ul><ul><li>Can these results apply to other businesses? Why or why not? </li></ul>
  69. 69. Ultra-Productivity Fasteners, Part I <ul><li>Summarize the key factors that drive this company’s business and define a set of quality performance indicators that would be consistent with these factors. </li></ul>
  70. 70. Ultra-Productivity Fasteners, Part II <ul><li>Identify the strengths and areas for improvement relative to the Baldrige results criteria for Organizational Effectiveness. What differences do you find between Versions A and B? Why did your scores differ between versions? </li></ul>
  71. 71. Collin Technologies: Measurement of Organizational Performance <ul><li>Develop a list of strengths and opportunities for improvement. </li></ul><ul><li>Why are they important and what insights can they provide to upper-level managers that they might not have realized? </li></ul>
  72. 72. Chapter 9 Statistical Thinking and Applications
  73. 73. Improving Quality of a Wave Soldering Process through Design of Experiments <ul><li>Why did the first experimental design not find the true optimum combination of factors to achieve the maximum reduction of defects? </li></ul><ul><li>What were some of the advantages in using experimental design over a traditional trial-and-error approach? </li></ul>
  74. 74. Improving Process Capability through Statistical Thinking at Alcoa <ul><li>How was statistical thinking applied to the problem Alcoa faced? </li></ul><ul><li>Explain the relationships between the results of the statistical analyses and the actions the team took. </li></ul>
  75. 75. Improving Process Capability through Statistical Thinking at Alcoa <ul><li>If all the variances associated with the individual effects that the team estimated contribute to the variability of the product, what is the standard deviation of the product? </li></ul>
  76. 76. The Disciplinary Citation <ul><li>What is your opinion of the manager’s approach? How does it compare with the Deming philosophy? </li></ul><ul><li>How might the analysis of the data help the manager to understand the variation in the system? How can the data help the manager improve the performance of this system? </li></ul>
  77. 77. The Quarterly Sales Report <ul><li>How can Hagler improve his approach by applying principles of statistical thinking? Use any analyses of the data that you feel are appropriate to fully explain your thinking and help him. </li></ul>
  78. 78. The HMO Pharmacy Crisis <ul><li>How do you think Dover should approach this problem, using what he has just learned? </li></ul>
  79. 79. Hydraulic Lift Co. <ul><li>Using the histograms in the case, estimate the process capability indexes for each situation. </li></ul><ul><li>What lessons can be learned in terms of performing process capability studies and interpreting the results? </li></ul>
  80. 80. Chapter 10 Quality Improvement
  81. 81. Implementing Six Sigma at GE-Fanuc <ul><li>How was GE’s corporate-level vision of Six-Sigma put into practice at the GE-Fanuc manufacturing site? </li></ul><ul><li>What is the difference between direct labor savings and labor cost avoidance savings from a managerial perspective? </li></ul>
  82. 82. Implementing Six Sigma at GE-Fanuc <ul><li>Verify that the number of defective boards found in the test gives a dpmo of 130. </li></ul><ul><li>If you were Splaun and were asked to make a presentation to other team leaders and managers, what conclusions would you draw about the project? </li></ul>
  83. 83. Process Improvement on the Free-Throw Line <ul><li>How does this application conform to Deming’s PDSA cycle? </li></ul><ul><li>Design a check sheet that might be useful to collect data for this analysis. How might Pareto diagrams be useful to enhance the analysis? </li></ul>
  84. 84. Welz Business Machines <ul><li>From the conversation between Tim and his staff, draw a cause-and-effect diagram. </li></ul><ul><li>Perform a Pareto analysis of the data on the frequency of reasons why some callers had to wait. </li></ul><ul><li>Discuss some actions the company might take to improve the situation. </li></ul>
  85. 85. Readilunch Restaurant <ul><li>Plot the average number of empty tables on a run chart, computing the average value but ignoring the control limits. What do these data show? </li></ul><ul><li>Use one of the seven QC tools to come up with possible causes to explain customer dissatisfaction, based on the reasons described in the case. </li></ul>
  86. 86. Readilunch Restaurant <ul><li>Analyze the check sheet in Table 10.5. What conclusions do you reach? </li></ul><ul><li>What do you recommend that Carol Read do to overcome these problems? </li></ul>
  87. 87. Chapter 11 Quality Control
  88. 88. Quality Control for an International Wine Producer <ul><li>Explain the different approaches the company uses to control its quality. </li></ul><ul><li>Explain the importance of understanding process capability in setting standards and specifications. How can lessons learned from this case be generalized? </li></ul>
  89. 89. Quality Control at Dunlavy Audio Labs, Inc. <ul><li>Describe the types of quality controls used at DAL. Why does the company use so many checkpoints? </li></ul><ul><li>Based on the limited information described in this case, what additional methods or procedures might the company engage to assure the quality of its products? </li></ul>
  90. 90. Stuart Injection Molding Company <ul><li>What would you recommend to the company? Discuss what should be included in the quality manual, and note any additional information that you might need. </li></ul>
  91. 91. World-Wide Appliances <ul><li>What criteria should Harold use to decide whether to use outside consultants? If he does not use outside consultants, what types of training should he consider for the plant employees? </li></ul><ul><li>Evaluate the proposed “bundling” auditing technique. What advantages or disadvantages might it have? </li></ul>
  92. 92. Bloomfield Tool Co. <ul><li>Calculate the R&R, process, and total variation for the data. </li></ul><ul><li>Using TV as the divisor, calculate the percentage of total variation that the EV, AV, R&R, and PV encompass. </li></ul>
  93. 93. Bloomfield Tool Co. <ul><li>What conclusions can you draw about the variations that were observed? </li></ul><ul><li>What recommendations could you make on how the measurement system could be improved? </li></ul><ul><li>What would you tell the production manager? </li></ul>
  94. 94. Chapter 12 Statistical Process Control
  95. 95. Applying SPC in Pharmaceutical Product Manufacturing <ul><li>Using the data for the initial process capability study sample, compute the process capability indexes and construct a histogram for these data. </li></ul>
  96. 96. Applying SPC in Pharmaceutical Product Manufacturing <ul><li>Explain why it was incorrect that the operators did not plot the initial data, find special causes, and compute new control limits. What might have happened had they done it this way? </li></ul><ul><li>What lessons can be learned from this case? </li></ul>
  97. 97. Using a u-Chart in a Receiving Process <ul><li>Verify the computation of the center line and the control limits in Figure 12.48. </li></ul><ul><li>What information might a separate chart for each error category provide? Would you recommend spending the time and effort to make these additional computations? </li></ul>
  98. 98. La Ventana Window Company <ul><li>Interpret the data in the LVWC Case worksheet, establish a state of statistical control, and evaluate the capability of the process to meet specifications. What might be the likely causes for lack of control? Is LVWC facing a serious problems? How might they eliminate the problems found by SVH? </li></ul>
  99. 99. La Ventana Window Company <ul><li>Using the additional data, evaluate whether the process remains in control and suggest any actions that should be taken. </li></ul>
  100. 100. Murphy Trucking, Inc. Assignment 1 <ul><li>Determine the process capability. What is the average rate of defective bills? Is the process in control? What error rates might the company expect? What general conclusions do you reach? </li></ul><ul><li>How do the results differ for the second set of data? </li></ul>
  101. 101. Murphy Trucking, Inc. Assignment 2 <ul><li>Construct another appropriate control chart that could better tell you about the nature of the defects. Also construct a Pareto diagram and suggest recommendations to reduce billing errors. </li></ul>
  102. 102. Murphy Trucking, Inc. Assignment 2 <ul><li>Use the charts to advise Rick on the next steps. How do the results differ from the first to second study? What error categories have improved? Which ones might the company need to work on immediately? </li></ul>
  103. 103. Chapter 13 Reliability
  104. 104. Testing Audio Components at Shure, Inc. <ul><li>Describe how the definition of reliability applies to the performance tests described. Do these tests measure inherent reliability or achieved reliability? </li></ul><ul><li>For the examples provided, what quality or reliability measurements might be taken and how might the data be analyzed? </li></ul>
  105. 105. Software Quality Assurance at Los Alamos National Laboratory <ul><li>Describe the approach used by Los Alamos National Laboratory to assure the quality and reliability of its software. </li></ul><ul><li>Does the use of the separate testing group conflict with TQ principles? Why or why not? </li></ul>
  106. 106. Automotive Air Bag Reliability <ul><li>What is the role of the dual actuators in the mechanical air bag system? Describe the effect of having only one. </li></ul><ul><li>Compute the reliabilities of each system. What conclusions do the data suggest? </li></ul>
  107. 107. Automotive Air Bag Reliability <ul><li>Plot the engineering calculations of system reliabilities over time on a graph. What do the data suggest? </li></ul>
  108. 108. Chapter 14 Building and Sustaining Total Quality Organizations
  109. 109. Xerox 2000: Sustaining Leadership through Quality <ul><li>In what ways is the Xerox Management Model similar to the Baldrige framework? In what ways does it differ? </li></ul><ul><li>Discuss some of the issues that Xerox would have to face in implementing the new model throughout its vast organization. </li></ul>
  110. 110. Xerox 2000: Sustaining Leadership through Quality <ul><li>In recent years, Xerox and others have fallen on hard times. Can one place blame on its quality management approaches? How would you respond to such criticism? </li></ul>
  111. 111. The Eastman Way <ul><li>Trace the development of total quality at Eastman. What lessons can you derive that would be useful to other organizations? </li></ul><ul><li>How does Eastman exhibit principles of a learning organization? </li></ul>
  112. 112. The Parable of the Green Lawn <ul><li>Within the context of the continual struggles to create a “world-class” lawn and “world-class” business, draw analogies between the events when total quality is implemented. </li></ul><ul><li>Translate the problems in the case into business language. What are the implementation barriers to achieving total quality? </li></ul>
  113. 113. The Yellow Brick Road to Quality <ul><li>For the scene summaries from the film, The Wizard of Oz , discuss the lessons that organizations can learn in pursuing change and a TQ culture. </li></ul>
  114. 114. Equipto, Inc. <ul><li>Discuss the way in which the TQ program was launched. Could it have been done differently, and perhaps better? </li></ul>
  115. 115. Equipto, Inc. <ul><li>What are the pros and cons of up-front training versus JIT training. Do you think that some momentum might have been lost because employees were trained before they were sent out to work on projects? </li></ul>

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