SCM - FINAL EXAM COMPLETE QUESTIONS AND
CORRECT DETAILED ANSWERS (VERIFIED
ANSWERS) |ALREADY GRADED A+||BRAND
NEW!!
Quality - the degree to which an object satisfies a set of requirements.
Quality helps firms increase sales and improve profitability through sales gains
and reduced costs
The Flow of Activities - Organizational practices, quality principles,
employee fulfillment, customer satisfaction
Implications of quality (how quality management can impact an organization) -
1. Company reputation (perception of new products, employment
practices, supplier relations)
2. Product liability (reduce risks)
3. Global implications (improved quality to compete with other companies)
ISO 9000 International Quality Standards - A set of quality standards
developed by the International Organization for Standardization that encourages
quality management, detailed documentation, record keeping, etc
Ethics and quality management - -operations managers must deliver
healthy, safe, quality products and services
-poor quality risks injuries, lawsuits, recalls, and regulation
,-ethical conduct must dictate response to problems
-all stakeholders must be considered
W. Edwards Deming - - had a holistic view of responsibility for quality
- believed variability as a source of most problems
- emphasized importance of customers
Joseph Juran - - had a broadened definition of quality
- His "quality trilogy" is a concept that consists of quality planning, quality control,
and quality improvement
Philip Crosby - "do it right the first time"
- believed quality is free
- have zero defects
- focus on incremental change
Maasaki Imai - - had an intense process oriented view
- heavy emphasis on dependence on frontline worker insights
- emphasis on worker training and development
total quality management - - encompasses entire organization from
supplier to customer
, - stresses a commitment by management to have a continuing companywide
drive toward excellence
Seven Concepts of TQM (total quality management) - 1. Continuous
improvement (Focus on making small, consistent improvements in processes and
systems over time)
2. Six Sigma (Use data-driven methods to eliminate defects and improve quality)
3. Employee empowerment (Give employees the tools, responsibility, and
authority to improve processes and solve problems)
4. Benchmarking (Compare your performance with industry leaders to identify
areas for improvement)
5. Just-in-time: JIT (Produce and deliver goods or services only when needed,
reducing waste and inefficiency)
6. Taguchi concepts (Design products and processes to minimize variation and
ensure consistent quality)
7. Knowledge of TQM tools (Use specific tools like flowcharts and cause-and-
effect diagrams to identify and solve quality issues effectively)
Continuous improvement - Never ending process of continuous
improvement covering people, equipment, suppliers, materials, procedures, etc.
Every operation can be improved!
Shewhart's PDCA (plan, do, check, act) Model - 1. plan- identify the pattern
and make a plan
2. do- test the plan
3. check- is the plan working?
4. act- implement the plan document
CORRECT DETAILED ANSWERS (VERIFIED
ANSWERS) |ALREADY GRADED A+||BRAND
NEW!!
Quality - the degree to which an object satisfies a set of requirements.
Quality helps firms increase sales and improve profitability through sales gains
and reduced costs
The Flow of Activities - Organizational practices, quality principles,
employee fulfillment, customer satisfaction
Implications of quality (how quality management can impact an organization) -
1. Company reputation (perception of new products, employment
practices, supplier relations)
2. Product liability (reduce risks)
3. Global implications (improved quality to compete with other companies)
ISO 9000 International Quality Standards - A set of quality standards
developed by the International Organization for Standardization that encourages
quality management, detailed documentation, record keeping, etc
Ethics and quality management - -operations managers must deliver
healthy, safe, quality products and services
-poor quality risks injuries, lawsuits, recalls, and regulation
,-ethical conduct must dictate response to problems
-all stakeholders must be considered
W. Edwards Deming - - had a holistic view of responsibility for quality
- believed variability as a source of most problems
- emphasized importance of customers
Joseph Juran - - had a broadened definition of quality
- His "quality trilogy" is a concept that consists of quality planning, quality control,
and quality improvement
Philip Crosby - "do it right the first time"
- believed quality is free
- have zero defects
- focus on incremental change
Maasaki Imai - - had an intense process oriented view
- heavy emphasis on dependence on frontline worker insights
- emphasis on worker training and development
total quality management - - encompasses entire organization from
supplier to customer
, - stresses a commitment by management to have a continuing companywide
drive toward excellence
Seven Concepts of TQM (total quality management) - 1. Continuous
improvement (Focus on making small, consistent improvements in processes and
systems over time)
2. Six Sigma (Use data-driven methods to eliminate defects and improve quality)
3. Employee empowerment (Give employees the tools, responsibility, and
authority to improve processes and solve problems)
4. Benchmarking (Compare your performance with industry leaders to identify
areas for improvement)
5. Just-in-time: JIT (Produce and deliver goods or services only when needed,
reducing waste and inefficiency)
6. Taguchi concepts (Design products and processes to minimize variation and
ensure consistent quality)
7. Knowledge of TQM tools (Use specific tools like flowcharts and cause-and-
effect diagrams to identify and solve quality issues effectively)
Continuous improvement - Never ending process of continuous
improvement covering people, equipment, suppliers, materials, procedures, etc.
Every operation can be improved!
Shewhart's PDCA (plan, do, check, act) Model - 1. plan- identify the pattern
and make a plan
2. do- test the plan
3. check- is the plan working?
4. act- implement the plan document
