Solution-Manual-for-Quality-and-Performance-Excellence-8th-Edition-by-Evans.pdf

INSTRUCTOR'S NOTES TO ACCOMPANY QUALITY AND PERFORMANCE EXCELLENCE: MANAGEMENT, ORGANIZATIONAND STRATEGY, Eighth Edition James R. Evans These notes are intended to provide guidance for discussion of the questions and cases at the end of the chapters. Most questions have been purposely designed to be open-ended, so there is no one correct answer. Rather, their purpose is to stimulate discussion and make the concepts of total quality more personal to the student. Other questions are designed to ensure that students have grasped the basic concepts in the chapter and are basically review in nature. Chapter 1: Introduction Discussion Questions and Experiential Exercises 1. Describe how the specific practices of PVHS in the opening Performance Excellence Profile support the principles of TQ. Students should link their answers to Table 1.1. Solution Manual for Quality and Performance Excellence 8th Edition by EvanCustomer Focus: diversified services; listening to customers to improve ER layouts and patient rooms; Getwell Network Leadership: high-performance culture; communication mechanisms/ Involvement of People: interdisciplinary teams; open door policy Process Approach: innovative systems and technologies System Approach to Management: mission – to remain independent while providing innovative, comprehensive care of the highest quality, and exceeding customer expectations; vision – to provide world-class health care Continual Improvement: performance improvement system called Global Path to Success; action plans to address performance issues; innovation strategies Factual Approach to Decision Making: Balanced Scorecard system; Meditech Information System Mutually Beneficial Supplier Relationships: partnering relationships 2. Explain why quality became the most important issue facing American business in the 1980s. In addition to economic competition from Japan, what other factors may have contributed to the importance that quality has assumed? Quality became an important business issue because of the fall of American competitiveness in world markets, and particularly, the economic competition from Japan and other Asian countries. During the preceding decades, American manufacturers focused more on quantity of output rather than quality. As the rate of quality improvement in Japan was faster than that in America, the overall quality of goods produced in Japan exceeded those produced in the U.S. sometime during the 1970s. Other factors include increasingly quality-conscious consumers, rapid advances in technology that required better attention to quality, and growing realization that managers were focused on the wrong goals and objectives. 3. Examine the annual reports of one company over a period of years. Summarize how quality is discussed or implied in the company’s statements and philosophy. Are any changes in the perspectives of quality evident over time? Most annual reports will make reference to customers, improvement initiatives, and so on, particularly in their mission statements. Many address quality issues directly. Of course, this was more prevalent in the 1990s and early 2000s; however, many aspects of quality, particularly those in Table 1.1 are often evident. Here is one summary of John Deere & Co. Instructors might use this for discussion prior to assigning this question and provide it as a template for students to follow. • In 1999, the themes of continuous improvement, profitable growth, and business innovation continued to be dominant. The continuous improvement area featured six sigma quality goals for performance and customer satisfaction. It was mentioned that during the year some 900 projects involving several thousand employees had been carried out. These six sigma projects had the objectives of streamlining business processes, focusing on customers, and structuring around core processes. Solution Manual for Quality and Performance Excellence 8th Edition by Evan s • In 2005, Deere employees were aligned with business objectives and evaluated and compensated accordingly. Most salaried employees worldwide Full file at https://TestbankDlowed detailed, tailored performance plans that spelled out how each/ individual's efforts contribute to meeting unit and company goals. Also stewardship of the environment was emphasized, pointing to how the company developed product solutions that were less disruptive to the surrounding environment, such as the John Deere 2500 E greens mower that uses hybrid technology, resulting in lower noise, better fuel efficiency, and plenty of power (18-hp); the Tier 3-compliant PowerTech Plus engines using the latest technology to deliver better fuel economy and more power while meeting stringent emissions regulations; and becoming the first equipment manufacturer to use biodiesel as a factory fill at its U.S. manufacturing locations. • In 2008, Deere emphasized four key approaches: rigorous processes, the Deere Product Quality System, corporate responsibility, and an emphasis on a performance-based work culture. Following rigorous processes everywhere helped Deere address the growing scope and scale of operations and achieve increased levels of consistency, simplicity, efficiency and quality. Many of their approaches were unique to Deere and hard to copy. Concurrently, the company implemented the Deere Product Quality System (DPQS), a set of world-class manufacturing practices designed to meet rising customer expectations for increased product reliability. Product lines responsible for most of the company’s sales received advanced quality certification through 2008. Deere affirmed that it takes its responsibilities seriously. This included continuing to set employee safety as one of John Deere’s top priorities, and endeavoring to treat the environment with increasing care, by making sustainability an integral part of its operations. Their biomass energy system went into operation during the year at their German combine factory. Further in 2008, Deere announced plans to reduce greenhouse gas emissions from its global operations as part of participation in the U.S. Environmental Protection Agency’s Climate Leaders program. Finally, John Deere established a performance-based culture that features a employee teaming and collaboration, promotes a global and inclusive work environment, and helps the company strengthen its competitive advantage through the attraction and retention of highly talented employees from all backgrounds.