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CluseWImlaw These are the airipmabcaly onrruuied resins prynur exam. Grades rpr essay museums. and comments rrprri wur nstruotpr. are n the 'Deiais' seepprt below. #Curreuli Tnemerezpegmmmisesani ”*0 I 1. muestpn: (TOO E) Leading practices orcustorner rocused organizations inciude all ortiie roiidiiinng EXCEPT “1W MSW“ 0 deﬁning and segmenting customer groups
0 naving eﬂectNe complaint management processes
Q ensuring that every contact With a customer results in a sale
0 employing systematic processes for listening to customers
2. museum: (TOO D) six sigma represents a quality level orat most:
YWVAWS'WV- 0 1.5 defects per million opportunities.
0 2.0 defects per million opportunities.
Q 3.4 defects per million opportunities.
0 4.5 defects per million opportunities.
3. museum: (TOO C) in a service context, lean production
is referred to as'
VnurAnE-wer' e iean operation.
Q iean enterprise.
@ iean process.
@ iean senrice.
4. QUEEN (T00 C) Which one ofthe Following is NOT one oftlie three levels of mistakeprooﬁng”
VnurAnE-wer' 0 Designing potentiai errors out of tiie process.
0 identifying potentiai derects and stopping a process herore tiie defect is produced.
Q Training tiie workrorce in impiementing and monitoring tiie modiﬁed process.
6 Finding derects tnat enter or ieaire a process.
5. 0mm" (T00 B) Marketplace performance indicators could include all oftne lolloivinng EXCEPT:
VnurArw-wer' 0 measures orpusiness growtri
a new product and geograpriic markets entered. Vniirenssuer e iean operation.
0 iean enterprise
0 iean process
0 iean sewice 4. museum ticu c) wnicn one ottne roiiovinng is Noi one or tne tnree ieveis or mistakeprooringr
Yum Aim-vi 0 Designing potentiai errors out or tne process
0 identrrying potentiai derecte and stopping a proce uerore tne derect is produced
0 Training tne workrorce in impiementing and monitoring tne nmdrﬁed process.
0 rinding derscts tnat enter ar ieare a process.
5_ ouseum ("l-CO B) Marketpiace perrormance indicators couid inciude aii ortne roiiowing EXCEPT:
humus-var 0 measures or husincc: growtri.
a new product and geograpnic markets entered
0 percentage or new product saies as appropnate.
0 customer surveys on product and sennce perrormance
museum ticu l) A macnined pan is returned to tne dniiino department tor rework. ine additionai iapor tnat is used to correct tne guaiity propiem witn tne part is
"urms'ver e a prevention cost.
0 an appraisai cost
0 an internai raiiure cost
0 an external raiiure cost.
1. ouseum ("l-Co A) rocuses on tne eiimination or waste in aii rorms. inciuding derects reouinng rework, unnecessary processing steps. unnecessary movement or matenais or peopie, waiting time. excess inventory, and overproduction
“promoter 0 Law. WWW"
a Six Sigma
0 Deming Quaiity cineies o Kaiaen
a. museum (Too B) Agood balanced scorecard snouid contain:
WWW‘S'W e iagging measure oriiy o ieading measures only.
0 mm iawino and ieading measures
0 neitner iagging nar ieading measures 3_ museum (i-co D) The Baidnge Award cntena, as a tooi rur seireassessment: “warms-var O can he userui ror nrms never intending to appiy For tne award 0 is most userui to ﬁrms intending to apply For tne award.
0 is or iittie vaiue rrtne ﬁrm has aiready applied fur the award.
0 is or iittieiraiiie rrtriemm nas siready vimn tneaward 10. museum (Too H) Focusing on now to maintain improvements occurs in wnicn DMAlC phase?
Ynurnnswer 0 Measure
0 Control Tnaeauez page InInIsaiam JI- peg 1. Guam" (TCO B) identlfy two key components of service system quality. Explain why these components are particularly important to service system quality (when compared to manufacturing system quality). Your 'l'lie two key components ofservioe system quality are Itie workforce and InlnrmaIlon Iecnnolngyr (Evans. u 3. Lindsay w. 2pm Its Imperative to empower Ine workforce so InaI Iney feel Important to Ine big picture and Ine company Tliie can be done Inrnugn prnper numan
Answer resource selectlnn. Irainin g. recognitlon to aspire otners and reward Ine lop perlnnners. and proper superv'slon Inal gives feedback and works wItn Ine team members In Ine role ola ooacn instead ola dictator Because customers want more Informallnn at a nigner rate ofspoed.
It aso cmcial lor InlnrmaIlon Iecnnolngy to be on Ine cutting edge and be adaptable to Ine growing needs orlne customer wnIle maintaining security measures to keep Ine customer secure the workforce must be Innrougnty trained to access and utilize tne infomiallon Iecnnnlngy In order to better serve Ine customer Tlirougn nappy employees and Ine lecnnology In inpin data. process orders. and serve Itie customer at iIgnIenIng speed and at Itie nIgnesI level olsecurily can be Itie difference InaI sets ynur nrganizatlon above Ine rest Source
Evans. J R. 5 Lindsay w lii t2pttl liianaging forouaity and performanceexceilence (atn edtlon) Mason. on 5nII1heWestai'n Cengage Laaming 2. QUBUDH' (TOO i) What criterion is used to classify a failure cost as ‘ifllernai' versus 'extemai'? Give lhlee examples of an internal failure cost and thlee examples of an external failure cost. Your Tne cntena used to classify a failure cost as 'Intemar versus 'externai- Is from wnere tne defect was found iftne defective product never left tne facility. tnen it Is deemed an Internal failure However. Iftne defective product was returned In tne faciiny by a customer wno Answer- purcnasedtne product. tnen it Isdeemed an external Iaiiure anee examples olan Intemai failure costareas foilows- rework cost (tne expenses incurred wnen a product nas been manufactured toa Den-3m extentnreveny completey. tnen nastn backtrack in tne Illness In
order In ﬁx a mstake Thts may even lead to tne product being dlscaroed. or scrappedl. downgrading cost (wnere prom Is lost due to naving In sen tne Item at less tnan tne onginai retail value because nfa defect). and process failures (whale a macnine SlmpN breaks witnnin
warning and snuts down tne plums) anee examples ofan extemai failure cost are as follows complaints and returns (naving In rework tne returned nem. orders tnat may be canceled as a result and returned). resale and warrantles (all encompassng costs In administer and
repaimephoe defective or failed items). and labiiny (wnicn are a result ora lawsuit In court or a settlement nm of court In compensate tne customers) for tne defective product and any narm I may nas caused tne customer) Snufee' Evans. J R . a Lindsay. w M (Zuni)
Managing for quality and performance excellence (atn editlon) Mason. OH' Scum—Westem Cen gage Learning 3. auesinu. (TCO G) Discuss tne Iiiree major reasons inin companies adopt total quality Also. discuss Iiie Initial key steps are Involved In Iiie adoption process. Your The Inree mapf reasons wny companles adopt total quainy are. organeallnnai sustainability. growln. and proﬁts wtn Ine adoptlnn ofInIai quality. a company can attain competnive advantage over Its competitlon in order In adopt total quality. tne iniIlai key steps involved are. soild
Answer. management and leadersnip skills and devoIlon to InIai duality try recogneing Ine beneﬁts In organizatlonai goals. a soild organizatlonal culture tnat embraces InIai nuaiity. focusing of customers and stakenolders by istening Io Ine voice nftne customer In dscover wnaI Iney realty want. engagement onlie employees and creating a teamwork environment tnrougnovt Ilie organizatlon so tnat in riovatlon can be sparked and employee satlsfactlon will lead to better productivny. and Ilirougn continuous improvement to constaan strive to rrlake process. products
and services better Ilian tne competitlon. Iliree mater reasons wlly companles adopt total quanty 4. Guam" (TCO Fl Explain the Importance ofa mission statement with respect to Quality Management. Your An organeallnn's m'sslon statement describes snould articulate wny Itie company s In busintss. IneIr purpose, IneIr pnilosopny. and snould locus on Itie customer and tne quality InaI Ine company provldea Io Itie customer Tlie m'sslon statement snnuld set Ine company ap.an
Answer irom Ine competition and snould Inspire customers to do business by revealing values. wno s Ine customer. wnaI are Ine products. and Ine level ofaccounlability nflne company tne msslnn sIaIemenI snould be precse and entwined inIn Ine labnc ollne company culture In live
and breatnelne words nflne msslon sIaIemenI Source Evans. J R . & Lindsay. w M (2pm lllanaging lorguality and perfomiance excellence [8th edIIlon) lilason. on SouthsWaslei'n oengage teaming 5. mallow (TOO H) Explain tne process ofdeslgfl failure mode and eitects analysis and descnne nnuii it could he applied In tne casniercnecknut stand aIa supermarket. Make sure you pininde aI least three examples. Your Design failure mode and elfects ahaNSls looks at rlslcs of failure before tne product leaves tne lacillty Tnerefore. DFIIIEA ls a rlsk assessment tool Tne Idea ls to evaluate any nems being sold or ownersnip transferred to anayze wnere and now it may fail or becorrle detective. Answer: Failure modes snould be recorded lor nlstorical documentatlon so tnat corrective needs can be lﬂehtihecl How tlils eflects tne customer In terms olsatlsfactlon or salety snould also be recorded and analyzed. Frequency and severity of tne occurrence as well as now easlni tne
detect can be detected wnicn can nave a rating attacned to it so tnat. Iftne failure nappens. wnat ls tne severity level oftne consequences? Tnls type of rating snould be perlormed by experts. By constantnr testing and analyzing product. potentlai reasons lor lailu re can be
dtscovered and design cnanges can go Into effect Design cnanges are part oftne corrective actlons tnat need to take place to lessen tne rate of failure or eliminate It altogetner Tne five steps are applicable to any role wnere item ownersnip s cnanging nands even tne casnler
at a supermarket cneckourt stand ts liable to tne qualny oltne product leaving tne store try using tne anayss tools and men expenence in addrtlon to maintaining a ltst ofan defective products dscovered In tne cneckoin stand. tne following are a few examples of now a clerk can
pan-3K: ill DFMEA a) The Elem has .3 tustnn'lel at "IE Dhetkotn stand DU fch-asihg a ﬂashilglll The Dark know that "IE nem E having pmhlems and Is high on mall returns its! The Eleni snould infuri'n the costumer that me nem has a lllgh return Val: th tun-Steve! Issues ale known
The Eleni should then suggest an alternative ploduct to the customer In) The Dark has a custunlel .at the checkout stand wnn thlee children in and mum the Dirt nnne OHIIEm III the Ehilﬂ earner Seam!" ll 5 "IE fannnsit'lilny Dnhe cnecknln Clerk to intnri'n the customer that they
must navetneir ctiildren property restrained in ttie carts cnIld carrier sectlon Asa resolutlon. ttie clerk goesnut and retrieveea cart mm a multI.cnild aarnerand delivers ittottie customer The customer may Dumplain tnatttiey are leavingtne store In a few minutes. buttne clerk
snould explain ttie iiabiiny to tne store and tnat ttie customer needs In InIlIze tnat proper mnstraints. even If only for tne next few minutes 1:) Tne clerk notices tnat many olttie egg cartons coming Inrougti tne cnecknut stand today are damaged Several times tie nas noticed
external damage on tne packaging as well as Intemai damage In Itie product Aﬂel several occurrences. tne clerk notiﬁes tne manager In Ine diary section In nave a stock person cneck tne eggs tow. to ensure Ineir sen ability Source Evans. J R . 5 Lindsay. w ill (2pm
Managing for quality and performance excellence (8th editlon) Mason. on Scotti—Weslem Cen gage Learning Ii. ouestnn: (TCO C) Explain tne concepts ofiean production Describe IIs relation to six sigma. Please provide examples oftlie pros and cans for iinkingtnem Your Tne goal of lean productlon Is to reduce to eiImInatlon ali aspects of waste. rework. unnecessary processes. unnecessary relocailnn (petrol: and material). keeping too mu cn inventory on nand. and overproductlnn Lean productlon follows Ine 55's Sort (nave a speciﬁc place for Answer. everyining needed and noInIng In a place wnere it Is not needed). Set In order [ensuring tnaI items needed are visible and cleany arranged for efnclent use). Snine [nousekeeping to maintain a safe work environment as well as Ine abiiIty to spot lssuesl. Standardze [Standard
operating procedures tnat are clear and conclse and snow Ine correct way to perform Ine process). and Sustain (feedback. training. openooor voices. and navIng an organizaIlon InaI s open In deway communicatonl Lean productlon also uses many otner tools. sucn as
vtsuai controls so tnat items and places in tne process can be easily ldentined 11y otneis. Kanban systems wnere product kits are not taken from inventory llntil tney are ready to go into assembly. Plii [preventlve maintenance) procedures to ensure tnat equipment will be
operatlonai wnen needed for as long as needed. and continuous improvement tnat llnlcs lean productlon to SIX Sigma lly researcning and dlscoveririg tne root cause ofan lsspe. combining Lean Productlon wrtn Six Sigma ls known as Lean SIX Sigma An advantage of Lean SIX
Sigma ls tnat it uses tne best practices of botn Lean Prodllctlon and Six Sigma so tnat tne advantages of Lean Productlon ﬁnding vtsible lsslles and Six Sigma nridlng lsslles tnat are not vlslble can be combined to dlscover botn Boln processes use root cause analyse and are
driven tiy customer focus Adsamiantage of Lean 5n: Sigma Is tnat Lean Productlon Is about waste eiIminatlon and Six Sigma Is about error and defect eliminatlnn Lean Is primarily easy to Implement wnile Six Sigma requires some pretty extensive training Source Evans. J R. 3
Lindsay. w lii (2pm Managing fnrqualny and perinrmanceexceilence (Inn ednlnnl Mason. an Siam—Western cengage Learning Tnaeauez page InInIsaiam at 4 | ...
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