ExerciseSolutions - Exercise Solutions Chapter 2 2.2 What...

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2.2 What is the most fundamental point of departure of the philosophies of Product Control and Process Control? The fundamental point of departure involves the view of quality inherent in each philosophy. The product control view: measures quality of a product in terms of its acceptability as measured by conformance to engineering specifications. emphasizes detection and containment of defective material through inspection/screening, therefore making quality and productivity opposing rather than supportive forces. The process control view: emphasizes the prevention of defective material from being made in the first place by seeking the root cause of the problem and eliminating it altogether. makes quality and productivity enhancement possible simultaneously by continually seeking ways to reduce variation, thereby eliminating waste and inefficiency in the process and variation in performance of the product. 2.3 How did Deming feel customer-supplier relations ought to be approached? In regards to customer-supplier relations, Deming felt that: single-sourcing ought to be practiced to enhance the trust and teamwork in the relationship. Companies should develop long term partnerships with suppliers that promote close working relationships, continually seeking ways jointly to improve product designs and the manufacturing processes for those products. pitting multiple suppliers against each other to reduce price will lead to poorer quality as suppliers look in the short term for ways to cut costs. Contracts should not be awarded based on price tag alone with no evidence that the supplier is practicing the concepts of never-ending improvement. 2.12 What is the real "cost of quality" issue? The real cost of quality issue is the loss incurred but often unobserved by the organization as a result of failing to pursue improvement/seek reduction in variation never-ending basis. The cost of not having quality is the cost of adhering to a product control mentality for quality control which, for example, promotes the misinterpretation and enhances the misuse of tolerances to the detriment of quality and productivity improvement. The real costs of not having quality include: loss of competitive position in the marketplace because of an inability to reduce costs. lost opportunity in the form of lower efficiency/productivity resulting from a failure to continue to seek and remove further sources of process variability. lost opportunity in the form of all the benefits which are gained from a predictable, consistent, high-quality process, e.g., improved production management, including scheduling, inventory control, MRP, and increased flexibility/adaptability, enhanced environment for breakthrough resulting from lower variability, more positive and participative employee attitudes.
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ExerciseSolutions - Exercise Solutions Chapter 2 2.2 What...

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