Explain the knowledge and management expertise that Green Belts, Black Belts, and Master Black Belts should have?
> How should teams deal with “slackers”? How would you deal with them in the context of a student project team?
> Walker Auto Sales and Service (WASS) is a full-service dealership for a major domestic automobile brand. Essentially, WASS provides three main services: new car sales, used car sales, and repair and maintenance service. Because of the competitive nature
> How might a jazz quartet be viewed as a metaphor for a team in a business situation?
> How might the concept of empowerment be employed in a classroom?
> Cite some examples of empowerment or lack of empowerment from your own experiences.
> Describe some examples of job enlargement or job enrichment that you have either seen or personally encountered in a job.
> What is your reaction to Clifton Leaf ’s comments in the opening paragraph of the chapter? Do you feel these hold for most other organizations?
> Distinguish among consumers, external customers, and internal customers. Illustrate how these concepts apply to a Chipotle’s restaurant, a Walmart, or a similar franchise or chain store.
> Summarize the six quality perspectives described in this chapter.
> What practices do Motorola and Mid-American Transplant in the Quality Profiles use to help them achieve high quality?
> What factors have contributed to the increased awareness of quality in modern business?
> Describe some approaches that organizations use to conduct Baldrige self-assessments.
> Think about the “supply chain” for filling a doctor’s prescription. Describe the different types of customers involved in the process.
> What are the characteristics that distinguish Baldrige Award recipients from other organizations?
> Explain the concepts of approach, deployment, learning, and integration in Baldrige assessment.
> Describe the Baldrige Award process. How does it ensure that organizations are truly worthy of receiving the Award?
> What is organizational sustainability? Why is it vital to business success?
> List the Baldrige Core Values and Concepts. Why do you think they are important for any organization to pursue?
> Explain the logic of the Baldrige Criteria framework and why each element is important in any organization.
> Describe the key issues addressed in each of the seven categories of the Criteria for Performance Excellence.
> Why can Baldrige, ISO 9000, and Six Sigma be used together in an organization?
> What are the similarities and differences among Six Sigma, ISO 9000, and the Baldrige approaches?
> What is the role of national culture in adapting the Baldrige framework to a particular country?
> Construct a list of at least 10 different names for a “customer,” for example, buyer, client, and so on.
> Explain the differences between the Baldrige framework and the EFQM framework.
> How does Baldrige support Deming’s 14 Points?
> What are some of the impacts that the Baldrige program has provided, both in the United States and around the world?
> Summarize the purposes of the Baldrige Award.
> Explain the difference between strategies, strategic objectives, and action plans.
> What are strategic challenges? Why is it important to understand them in strategic planning?
> What is the purpose of the Baldrige Organizational Profile? Summarize the information contained in the Organizational Profile. Why is knowing this information important?
> What factors are examined in an environmental assessment?
> Define mission, vision, and guiding principles. What is the purpose of each?
> Explain the elements of a typical strategic planning process.
> A service representative of a major U.S. airline told a customer about an internal memo that had been circulated called “No Waivers, No Favors,” which promises significant and negative consequences to any employee giving a customer special treatment outs
> Summarize the key practices for a strategic focus on performance excellence.
> Why is strategic planning important for all organizations?
> Explain the strategic role of work systems design. How should outsourcing and vertical integration decisions be made from a strategic context?
> What are core competencies? Why is it important to understand them?
> What types of organizational structures are common in TQ-based organizations today?
> Describe the types of organizational structure commonly used. What are the advantages or disadvantages of each?
> Describe the key contextual factors that affect organizational structure. What implications do they have for quality?
> List and explain the seven management and planning tools.
> Why is it important to address human resource plans in strategic planning?
> How does catchall play an important role in policy deployment?
> Many organizations, such as banks, offer significant incentives to attract new customers, such as $150 to open a new checking account. However, existing customers rarely receive incentives to stay. What do you think of such practices? What are the implic
> Explain the concept of hushing kanji and provide a simplified description of this process.
> What is strategy deployment? How does it differ from strategy development?
> What is a strategy? What does a good strategy provide for an organization?
> Explain the role of projects in Six Sigma. How Six Sigma teams are typically organized?
> List and explain the five categories into which all quality problem solving can be classified. Provide some quality-related examples in each category.
> What is Kempner and Trego’s definition of a problem?
> Explain the theoretical basis for the six-sigma 3.4 dpmo measure. How does it relate to process capability concepts?
> List the key principles of the Six Sigma philosophy. How does it differ from TQM?
> What is Six Sigma? Briefly outline its history at Motorola and General Electric.
> A person who runs an auto repair shop related that he routinely washes cars or changes the oil for his best customers at no charge. What are the benefits of such a policy?
> Nashville Custom Guitars (NCG) is a small-scale manufacturing operation, producing fewer than 800 instruments a year. The company does not have a formal quality department nor has it consciously tried to apply the principles of TQM. Nevertheless, a tour
> Why is Lean Six Sigma especially useful in services? Cite some examples.
> How did Lean Six Sigma evolve? How does it differ from the original concept of Six Sigma?
> Describe the key tools used in lean production.
> Explain the steps of the Deming cycle.
> Why is brainstorming an important tool in the Improvement phase of DMAIC?
> What is root cause analysis? Describe some tools that are useful in identifying a root cause.
> What is a value stream map and how does it differ from an ordinary flowchart?
> Explain different types of check sheets and how they are used.
> What is an operational definition? Why is it important?
> State the typical elements that make up a project charter.
> Are you loyal to any particular businesses? Why or why not?
> What is a SIPOC diagram? How is it used in DMAIC?
> Explain the concept of Pareto analysis. How is a Pareto distribution created?
> Explain the structure and purpose of the A3 Report that Toyota created. How does it support the DMAIC process?
> Discuss factors that should be considered when selecting Six Sigma projects.
> Explain the four themes that different improvement methodologies share. How are they reflected in the Deming cycle, creative problem-solving process, and DMAIC?
> Provide some examples of low-tech and high-tech measuring instruments used in quality control.
> List and explain the four major categories of quality costs. Give examples of each.
> Why are cost of quality programs valuable to managers?
> Explain the difference in measuring nonconformance’s per unit and defects per million opportunities (dpmo)? What advantages does dpmo have as a quality measure?
> What is the difference between an attribute measurement and a variable measurement?
> One national home improvement store trained employees to “make a customer, not a sale.” For instance, if a customer tried to buy a small item such as a bolt that didn’t have a barcode or one that was unreadable, employees would let the customer have it f
> Explain the difference between a nonconformance and a nonconforming unit of work.
> What trade-offs are involved in selecting the sample size for a control chart?
> Explain the concept of rational subgroups.
> What is a dashboard and why is it valuable in quality control?
> What guidance does ISO standard 11462-1 provide for organizations wishing to use SPC?
> Explain the difference between a c-chart and a u-chart.
> Does an np-chart provide any different information than a p-chart? Why would an np-chart be used?
> Describe some situations in which a chart for individual measurements would be used.
> Why is the s-chart sometimes used in place of the R-chart?
> What does one look for in interpreting control charts? Explain what a control chart for a process in statistical control should look like, and the characteristics of out-of-control indicators.
> A criticism of the Net Promoter Score is that different percentages of promoters, passives, and detractors can result in the same scores. For example, suppose that one firm has 20 percent detractors, 0 percent passives, and 80 percent promoters, while an
> Briefly describe the methodology of constructing and using control charts.
> Explain how pre-control is applied. How does it differ from statistical process control?
> How does a process performance index differ from a process capability index?
> What does the term in statistical control mean?
> What does the acronym SMART signify for measurement? Why are these characteristics important?
> Explain how to interpret the ratio Cpk /Cp .
> Define the process capability indexes, Cp , Cpl, and Cpu, and explain how they may be used to establish or improve quality policies in operating areas or with suppliers.
> What are the three major types of process capability studies? Describe the methodology of conducting a process capability study.
> Explain the term process capability. How can process capability generally be improved?
> How is an R&R study performed? What is its purpose?
