Instructor Slides For Quality in Practice and Case Discussion Questions

Instructor Slides
for Quality in Practice

and Case Discussion
Questions
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM
Chapter 1
Introduction to Quality
The Xerox Transformation

1. What aspects of Xeroxs management
practices would support the results they
obtained? How do these practices lead to
accomplishing the three Leadership
Through Quality objectives?
2. Discuss the meaning of Quality is a race
without a finish line. What is its
significance to Xerox, or to any
organization?
Building Trust through Quality

at Gerber
1. How do the various definitions of quality
discussed in this chapter relate to the quality
practices at Gerber?
2. How does Gerber exhibit the fundamental
principles of total quality customer and
stakeholder focus, participation and
teamwork, and a process focus and
continuous improvement?
Building Trust through Quality

at Gerber
3. How did quality help Gerber
overcome the crisis it faced in the
consumer-tampering situation?
What lessons do their steps have for
other companies?
A Tale of Two Restaurants

1. Contrast these two restaurants from
the perspective of TQ. How do they
exhibit or not exhibit the fundamental
principles of TQ?
2. What advice would you recommend
to the owners?
A Total Quality Business Model

1. What advice would you give Rob and
Diane about the management
practices they are proposing within
each element of the TQ
infrastructure? What additional
practices might you suggest?
A Total Quality Business Model

2. How might viewing the organization
from the three levels of quality
discussed in the chapter help improve
their business plan?
Deere & Co.

1. How has their perspective on quality
changed?
2. How has it helped them to stay
competitive in a tough business
environment?
3. Do you think that their technologyfocused efforts will help them to
remain competitive in the future?
Chapter 2
Total Quality
in Organizations
10
Service Quality at the

Ritz-Carlton Hotel Company
What value does a focus on the Gold

Standards have for The Ritz-Carlton Co.?
What must a company do to reduce job
offer processing times so dramatically?
How does information play a central role
in everything that The Ritz-Carlton Hotel
Co. does?
11
Pinellas County Schools

1. Discuss how the practices at Pinellas
County Schools reflect quality
principles.
2. Thinking back on your own K-12
education, what things does Pinellas
County do differently?
12
Shiny Hill Farms
Describe the scope of quality efforts in

this organization.
What is the role of the quality assurance
department at Shiny Hill Farms? Does it
promote the concept of total quality?
What suggestions do you have for
improving Shiny Hill Farms quality
effort?
13
The Nightmare on Phone Street

1. Summarize the service failures
associated with this experience.
2. What might the travel agency have
done to guarantee a better service
experience for Mr. Harrington?
14
Chapter 3
Philosophies and
Frameworks
15
Ford Becomes
a Deming Company
1. Discuss specific themes in the
Deming philosophy that are evident
in statements made in Fords annual
reports.
2. Which definition of quality is used
inn the 1985 Annual Report?
16
Ford Becomes
a Deming Company
3. Review recent Ford annual reports
and summarize their quality efforts.
What changes, if any, are evident,
either in their view of quality or
approaches to achieve it?
17
Florida Power and Light
What makes FPL unique in the types of

quality problems it encounters? How is
its product similar and different from oil
being processed in a refinery? From
water being delivered by a city water
department?
How did FPL use policy deployment to
improve quality?
18
Florida Power and Light

3. What was the role of QIP teams at FPL in
developing quality, which enabled them to
win the Deming Prize?
4. What lessons did FPL learn after winning
the Deming Prize? What can other
companies learn about implementing
quality from FPLs example?
19
The Reservation Clerk

1. What is Marys job? What might
Deming say about this situation?
2. Drawing upon Demings principles,
outline a plan to improve this
situation.
20
Modern Steel Technology
Using the Baldrige Criteria, identify any

key strengths and weaknesses or gaps in
this companys management practices in
each of the seven categories.
How well does the company address the
principles of total quality described in
Chapter 1?
21
Collin Technologies:
Key Business Factors
1. Summarize the important business factors
in each of the following categories:
Basic description of the company

Customer and market requirements
Supplier and partnering relationships
Competitive situation
Business directions
22
Key Business Factors
2. Discuss how these business factors might
influence Collins approach to designing
its total quality system. What specific
practices might Collin use to support its
infrastructure?
23
Chapter 4
Focusing on Customers
24
Customer Focus at Granite Rock
Explain the relationships between the

customer importance survey and the
customer report card. Do these surveys
provide enough information to perform an
importance-performance analysis?
Explain why.
25
Customer Focus at Granite Rock

2. Discuss the benefit of plotting
competitors results along with ones own
company results on an importanceperformance graph. How can this
information be used?
26
Waiting Time and

Customer Satisfaction
at Florida Power and Light
1. Have one of your friends time you while
you wait for varying amounts of time
between 30 seconds and 3 minutes.
Estimate the amount of time you waited.
Did you find that your actual waiting
times were longer or shorter than your
estimates? What does this experiment
mean for organizations that are trying to
set service standards?
27
Waiting Time and

Customer Satisfaction
at Florida Power and Light
2. What key lessons can be learned by other
organizations from FPLs experience?
28
Improving Customer Satisfaction

at a Software Support Call Center
What does this case suggest about the

importance of understanding customers
true needs and expectations?
What are the implications of the
transparency principle?
29
Improving Customer Satisfaction

at a Software Support Call Center
3. The concept of studying the best people in
an organization as a method of learning to
improve others skills has long been
advocated by Joseph Juran. How might
the learning from this case be applied to
other organizations?
30
The Case of the Missing Reservation
Were the hostesss actions consistent with

a customer-focused quality philosophy?
What might she have done differently?
31
The Case of the Missing Reservation

2. How would you have reacted to the letter
that Mark received? Could the Total
Quality Lead have responded differently?
What does the fact that the hotel manager
did not personally respond to the customer
tell you?
32
Cincinnati Veterans
Administration Medical Center
Propose a set of approaches that the

medical center might pursue to help
achieve its vision and truly be customer
focused. Focus on the types of customer
the CVAMC has identified, their needs,
and the organizations role in the
community with respect to its
competition.
33
Cincinnati Veterans
Administration Medical Center
2. Classify the questions in the VA survey
according to the key dimensions of service
quality described in this chapter. Analyze
the questions as to their ability to provide
actionable information for improvement,
address key patient needs and
expectations, and assess satisfaction and
loyalty.
34
Collin Technologies: Customer

Satisfaction and Relationships
Develop a list of strengths and

opportunities for improvement.
Why are they important and what insights
can they provide to upper-level managers
that they might not have realized?
35
Gold Star Chili: Customer and

Market Knowledge
What advice would you tell this company?

What specific tools and techniques might
help them?
36
Chapter 5
Leadership and Strategic
Planning
37
Leadership in the Virgin Group
Given the free-wheeling style of Branson

and his managers, do you think that the
Virgin enterprises can be classified as a
TQ organization? Why or why not?
How well do you think that Branson and
his managers perform the strategic
planning process? What are some
indications that they do, or do not do,
strategic planning?
38
Leadership in the Virgin Group

3. How well do you think that Branson and
his managers perform managerial and
leadership tasks? How might these tasks
be better balanced?
4. What leadership theory do you think best
fits the senior leadership of the Virgin
Group? What theory would best fit
Branson as leader? Why might they
differ?
39
Strategic Planning and

Deployment at Solectron
Compare Solectrons approach to the

generic strategic planning process described
in this chapter. What are some of its unique
features?
Explain how the hoshin planning process
aligns site plans with corporate strategies.
Why is this alignment especially important
for a company such as Solectron?
40
Teaching the Buffalos to Fly:

Johnsonville Foods
From a strategic management standpoint,

does Ralph Stayer provide sufficient
planning and control to keep the company
on track?
What type of management style does he
seem to follow? Does it fit any of the
leadership theories that were developed in
the chapter?
41
Teaching the Buffalos to Fly:

Johnsonville Foods
3. How easy or difficult would it be for other
companies to duplicate the leadership
style of Stayer and the organizational
systems practiced at Johnsonville Foods?
42
Corryville Foundary Company
Comment on the current mission

statement. Does it provide the strategic
direction necessary for success for this
company?
How can the mission statement be
improved? Suggest a better statement of
mission, vision, and guiding principles.
43
Organizational Leadership

44
Strategic Planning

45
Chapter 6
Human Resource Practices
46
TD Industries
Explain how human resource activities at

TD Industries work toward achieving the
companys vision statement
How do HRM processes at TD Industries
support the fundamental principles of TQ:
customer focus, participation and
teamwork, and continuous improvement?
47
L.L. Bean
Discuss L.L. Beans approach to blending

human resource management with total
quality. What lessons can be applied to
other organizations?
How has the TQHR department modeled
the characteristics of teams given in
Scholtess list of successful team
characteristics?
48
L.L. Bean
3. Because L.L. Bean is primarily a service
firm, what special challenges does it face
as it attempts to emphasize quality to its
employees?
49
The Hopeful Telecommuter
As Jennifer Smith, what talking points

would you prepare to support your case?
What issues do you think that the VP of
human resources might raise? What
issues do you think the senior VP of
operations might raise?
50
The Hopeful Telecommuter

3. How does your answer demonstrate the
principles of empowerment? How might
it fit the components of the HackmanOldham job characteristics model?
51
TVS Partnership Proprietary, Ltd.
How may changes in the organizational

structure have affected human resource
policies? What were the strengths and
weaknesses in the human resources
management approaches that TVS adopted?
52
TVS Partnership Proprietary, Ltd.

2. Why has the HR function undergone so
many changes in a short period of time?
What approaches might you recommend?
3. How could managers from the different
divisions be encouraged to share their
perspectives and knowledge to benefit the
whole organization?
53
Work Systems
Develop a list of strengths and opportunities

for improvement.
54
Employee Well-Being
and Satisfaction

55
Chapter 7
Process Management
56
Applying QFD to a
University Support Service
Do you agree with the relative importance

measures of the voice of the customer in
Figure 7.19? Explain why these rankings
are reasonable, or provide counter arguments
for a different ranking.
57
Applying QFD to a
University Support Service
2. Using the relative importance ratings of
the customer attributes on a 5-point scale,
compute a weighted score for each
technical requirement. Do your scores
support the conclusions of the study?
3. What other recommendations might you
suggest?
58
Gold Star Chili

Process Management
How does the organization structure in

Figure 7.21 reflect Demings view of a
production system as discussed in Chapter
1?
59
Gold Star Chili

Process Management
2. As a small, privately-held company, Gold
Star is relatively new at applying total
quality management approaches to its
process management. Based on the
information provided, what suggestions
might you provide in the process
management area as the company matures
in its journey to total quality?
60
The State University Experience
What breakdowns in service processes has

this student experienced?
What types of process management
activities should State University
administrators undertake?
61
A Case of Failure
in Product Development
1. What factors in the product development
process caused this disaster? Which
individuals were responsible?
2. Discuss how techniques of quality
engineering might have improved the
product development process for the
compressor.
3. What lessons did GE probably learn for
the future?
62
Support Processes

63
Supplier and Partnering Processes

64
Chapter 8
Performance Measurement
and Strategic Information
Management
65
Measurement and Data

Management at Xerox
1. Discuss how data captured by Xerox span
the entire scope of company performance.
2. This description of Xeroxs data and
information approaches was written
before the concept of interlinking. What
approaches might Xerox now employ
based on the information presented?
66
Measurement and Data

Management at Xerox
3. Operability means expanded
features that are simple and easy to
use. Describe some methods to
measure operability.
67
Modeling Cause-and-Effect
Relationships at IBM Rochester
1. Explain why the relationships shown
in Figure 8.13 make sense in theory.
2. Can these results apply to other
businesses? Why or why not?
68
Ultra-Productivity Fasteners,
Part I
Summarize the key factors that drive
this companys business and define a
set of quality performance indicators
that would be consistent with these
factors.
69
Ultra-Productivity Fasteners,
Part II
Identify the strengths and areas for
improvement relative to the Baldrige
results criteria for Organizational
Effectiveness. What differences do you
find between Versions A and B? Why
did your scores differ between
versions?
70
Measurement of Organizational
Performance
1. Develop a list of strengths and
2. Why are they important and what
insights can they provide to upperlevel managers that they might not
have realized?
71
Chapter 9
Statistical Thinking
and Applications
72
Improving Quality of a Wave

Soldering Process through
Design of Experiments
Why did the first experimental design not

find the true optimum combination of
factors to achieve the maximum reduction
of defects?
What were some of the advantages in
using experimental design over a
traditional trial-and-error approach?
73
Improving Process Capability

through Statistical Thinking at Alcoa
1. How was statistical thinking applied
to the problem Alcoa faced?
2. Explain the relationships between the
results of the statistical analyses and
the actions the team took.
74
Improving Process Capability

through Statistical Thinking at Alcoa
3. If all the variances associated with the
individual effects that the team
estimated contribute to the variability
of the product, what is the standard
deviation of the product?
75
The Disciplinary Citation
What is your opinion of the managers

approach? How does it compare with the
Deming philosophy?
How might the analysis of the data help
the manager to understand the variation in
the system? How can the data help the
manager improve the performance of this
system?
76
The Quarterly Sales Report

1. How can Hagler improve his
approach by applying principles of
statistical thinking? Use any analyses
of the data that you feel are
appropriate to fully explain your
thinking and help him.
77
The HMO Pharmacy Crisis

How do you think Dover should
approach this problem, using what he
has just learned?
78
Hydraulic Lift Co.

1. Using the histograms in the case,
estimate the process capability
indexes for each situation.
2. What lessons can be learned in terms
of performing process capability
studies and interpreting the results?
79
Chapter 10
Quality Improvement
80
Implementing Six Sigma

at GE-Fanuc
1. How was GEs corporate-level vision of
Six-Sigma put into practice at the GEFanuc manufacturing site?
2. What is the difference between direct
labor savings and labor cost avoidance
savings from a managerial perspective?
81
Implementing Six Sigma

at GE-Fanuc
3. Verify that the number of defective
boards found in the test gives a dpmo of
130.
4. If you were Splaun and were asked to
make a presentation to other team
leaders and managers, what conclusions
would you draw about the project?
82
Process Improvement
on the Free-Throw Line
1. How does this application conform to
Demings PDSA cycle?
2. Design a check sheet that might be
useful to collect data for this analysis.
How might Pareto diagrams be
useful to enhance the analysis?
83
Welz Business Machines

1. From the conversation between Tim
and his staff, draw a cause-and-effect
diagram.
2. Perform a Pareto analysis of the data
on the frequency of reasons why
some callers had to wait.
3. Discuss some actions the company
might take to improve the situation.
84
Readilunch Restaurant
1. Plot the average number of empty
tables on a run chart, computing the
average value but ignoring the control
limits. What do these data show?
2. Use one of the seven QC tools to come
up with possible causes to explain
customer dissatisfaction, based on the
reasons described in the case.
85
Readilunch Restaurant
3. Analyze the check sheet in Table 10.5.
What conclusions do you reach?
4. What do you recommend that Carol
Read do to overcome these problems?
86
Chapter 11
Quality Control
87
Quality Control for an

International Wine Producer
1. Explain the different approaches the
company uses to control its quality.
2. Explain the importance of
understanding process capability in
setting standards and specifications.
How can lessons learned from this
case be generalized?
88
Quality Control at Dunlavy

Audio Labs, Inc.
Describe the types of quality controls used

at DAL. Why does the company use so
many checkpoints?
Based on the limited information
described in this case, what additional
methods or procedures might the company
engage to assure the quality of its
products?
89
Stuart Injection Molding

Company
What would you recommend to the
company? Discuss what should be
included in the quality manual, and
note any additional information that
you might need.
90
World-Wide Appliances
What criteria should Harold use to decide

whether to use outside consultants? If he
does not use outside consultants, what
types of training should he consider for the
plant employees?
Evaluate the proposed bundling auditing
technique. What advantages or
disadvantages might it have?
91
Bloomfield Tool Co.

Calculate the R&R, process, and total
variation for the data.
Using TV as the divisor, calculate the
percentage of total variation that the EV,
AV, R&R, and PV encompass.
92
Bloomfield Tool Co.

What conclusions can you draw about
the variations that were observed?
What recommendations could you
make on how the measurement system
could be improved?
What would you tell the production
manager?
93
Chapter 12
Statistical Process Control
94
Applying SPC in Pharmaceutical

Product Manufacturing
1. Using the data for the initial process
capability study sample, compute the
process capability indexes and construct
a histogram for these data.
95
Applying SPC in Pharmaceutical

Product Manufacturing
2. Explain why it was incorrect that the
operators did not plot the initial data,
find special causes, and compute new
control limits. What might have
happened had they done it this way?
3. What lessons can be learned from this
case?
96
Using a u-Chart
in a Receiving Process
1. Verify the computation of the center
line and the control limits in Figure
12.48.
2. What information might a separate
chart for each error category provide?
Would you recommend spending the
time and effort to make these
additional computations?
97
La Ventana Window Company

1. Interpret the data in the LVWC Case
worksheet, establish a state of
statistical control, and evaluate the
capability of the process to meet
specifications. What might be the
likely causes for lack of control? Is
LVWC facing a serious problems?
How might they eliminate the
problems found by SVH?
98
La Ventana Window Company

2. Using the additional data, evaluate
whether the process remains in
control and suggest any actions that
should be taken.
99
Murphy Trucking, Inc.

Assignment 1
a. Determine the process capability.
What is the average rate of defective
bills? Is the process in control? What
error rates might the company
expect? What general conclusions do
you reach?
b. How do the results differ for the
second set of data?
100

Assignment 2
a. Construct another appropriate control
chart that could better tell you about
the nature of the defects. Also
construct a Pareto diagram and
suggest recommendations to reduce
billing errors.
101

Assignment 2
b. Use the charts to advise Rick on the
next steps. How do the results differ
from the first to second study? What
error categories have improved?
Which ones might the company need
to work on immediately?
102
Chapter 13
Reliability
103
Testing Audio Components

at Shure, Inc.
Describe how the definition of reliability

applies to the performance tests described.
Do these tests measure inherent reliability
or achieved reliability?
For the examples provided, what quality or
reliability measurements might be taken and
how might the data be analyzed?
104
Software Quality Assurance

at Los Alamos National Laboratory
1. Describe the approach used by Los
Alamos National Laboratory to assure
the quality and reliability of its
software.
2. Does the use of the separate testing
group conflict with TQ principles?
Why or why not?
105
Automotive Air Bag Reliability

1. What is the role of the dual actuators
in the mechanical air bag system?
Describe the effect of having only
one.
2. Compute the reliabilities of each
system. What conclusions do the
data suggest?
106
Automotive Air Bag Reliability

3. Plot the engineering calculations of
system reliabilities over time on a
graph. What do the data suggest?
107
Chapter 14
Building and Sustaining
Total Quality Organizations
108
Xerox 2000: Sustaining

Leadership through Quality
1. In what ways is the Xerox
Management Model similar to the
Baldrige framework? In what ways
does it differ?
2. Discuss some of the issues that Xerox
would have to face in implementing
the new model throughout its vast
organization.
109
Xerox 2000: Sustaining

Leadership through Quality
3. In recent years, Xerox and others
have fallen on hard times. Can one
place blame on its quality
management approaches? How
would you respond to such criticism?
110
The Eastman Way

1. Trace the development of total quality
at Eastman. What lessons can you
derive that would be useful to other
organizations?
2. How does Eastman exhibit principles
of a learning organization?
111
The Parable of the Green Lawn
Within the context of the continual struggles

to create a world-class lawn and worldclass business, draw analogies between the
events when total quality is implemented.
Translate the problems in the case into
business language. What are the
implementation barriers to achieving total
quality?
112
The Yellow Brick Road

to Quality
For the scene summaries from the film,
The Wizard of Oz, discuss the lessons
that organizations can learn in pursuing
change and a TQ culture.
113
Equipto, Inc.
1. Discuss the way in which the TQ
program was launched. Could it have
been done differently, and perhaps
better?
114
Equipto, Inc.
2. What are the pros and cons of upfront training versus JIT training. Do
you think that some momentum
might have been lost because
employees were trained before they
were sent out to work on projects?
115

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Instructor Slides

for Quality in Practice

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

The Xerox Transformation

Building Trust through Quality

Building Trust through Quality

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

A Tale of Two Restaurants

A Total Quality Business Model

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

A Total Quality Business Model

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Deere & Co.

Service Quality at the

What value does a focus on the Gold

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Pinellas County Schools

Shiny Hill Farms

Describe the scope of quality efforts in

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

The Nightmare on Phone Street

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Florida Power and Light

What makes FPL unique in the types of

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Florida Power and Light

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

The Reservation Clerk

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Modern Steel Technology

Using the Baldrige Criteria, identify any

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Basic description of the company

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Customer Focus at Granite Rock

Explain the relationships between the

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Customer Focus at Granite Rock

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Waiting Time and

Waiting Time and

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Improving Customer Satisfaction

What does this case suggest about the

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Improving Customer Satisfaction

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

The Case of the Missing Reservation

Were the hostesss actions consistent with

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

The Case of the Missing Reservation

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Propose a set of approaches that the

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Collin Technologies: Customer

Develop a list of strengths and

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM

Gold Star Chili: Customer and

What advice would you tell this company?