9e Chapter 1 Test

Chapter 1: Introduction to Quality
TRUE/FALSE
1. People view quality subjectively and in relation to differing criteria based on their individual roles in
the production-marketing value chain.
AN! " P"! 1 #$%! #ifficulty! &asy
NA"! '(P)*+! Analytic "*P! A-head! #efining ,uality
-&.! 'loom/s! -nowledge
0. "he transcendent definition of quality provides a means by which quality can be measured or assessed
as a basis for practical business decisions.
AN! % P"! 1 #$%! #ifficulty! 1oderate
-&.! 'loom/s! 2omprehension
3. According to the product perspective of quality4 larger number of product attributes are equivalent to
higher quality.
5. "he user perspective of quality judges a product based on how well the product performs its intended
function.
6. According to the manufacturing perspective of quality4 quality is based on the relationship of product
benefits to price
7. $nspection was the primary means of quality control during the first half of the twentieth century.
NA"! '(P)*+! Analytic "*P! A-head! 8istory of ,uality 1anagement
9. #uring the 1:5;s and 1:6;s4 after the world war $$4 the quality of products was the most important
priority of top managers as it was recogni<ed as the key to worldwide success.
=. Although quality can drive business success4 it cannot guarantee it4 and one must not infer that
business failures or stock price drops are the result of poor quality.
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:. "he i> igma approach for quality improvement requires increased levels of training and education
for both managers and front-line employees.
1;. $t is the responsibility of the marketing and sales department to learn about the products and product
features that consumers want4 and the prices they are willing to pay for those products.
NA"! '(P)*+! Analytic "*P! A-head! ,uality in 1anufacturing
11. "he receiving department in an organi<ation ensures that the delivered items are of the quality
specified by the purchase contract.
10. "he function of tool engineers in manufacturing industries is to work with product design engineers to
develop realistic specifications.
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13. "he inspection step in manufacturing should ideally be used as a means of gathering information that
can be used to improve quality of the products rather than simply to remove defective items.
15. $f quality is built into the product properly4 inspection should be unnecessary e>cept for auditing
purposes and functional testing.
16. "he production of services typically requires a lower degree of customi<ation than does
manufacturing.
NA"! '(P)*+! Analytic "*P! A-head! ,uality in ervice *rgani<ations
17. ervices cannot be inventoried or inspected prior to delivery as manufactured goods.
19. 1anufacturing is generally more labor intensive compared to services.
1=. ervices are produced prior to consumption.
1:. 2ustomers evaluate a service primarily by the quality of the human contact.
0;. "he quality assurance team in a firm is solely responsible for ensuring that the products produced meet
the required quality specifications.
NA"! '(P)*+! Analytic "*P! A-head! ,uality in 'usiness upport %unctions
01. "he accounting function helps in achieving quality by identifying areas of quality improvement and
tracking the progress of quality improvement programs.
00. 8igh quality of products is an important source of competitive advantage for organi<ations.
NA"! '(P)*+! Analytic "*P! A-head! ,uality and 2ompetitive Advantage
03. $nstituting a strategy of quality improvement usually helps to increase short-run profitability.
05. "oday4 organi<ations are asking employees to take more responsibility for acting as the point of contact
between the organi<ation and the customer.
NA"! '(P)*+! Analytic "*P! A-head! ,uality and Personal ?alues
06. &mployees who embrace quality as a personal value often go beyond what they@re asked or normally
e>pected to do in order to provide e>traordinary service to a customer.
MULTIPLE C!ICE
1. Ahich of the following perspectives of quality considers quality to be synonymous with superiority or
e>cellenceB
a. Product perspective
b. "ranscendent perspective
c. ?alue perspective
d. 1anufacturing perspective
AN! ' P"! 1 #$%! #ifficulty! &asy
0. Ahich of the following is true of the transcendent or judgmental perspective of qualityB
a. $t is of little practical value to the managers4 as standards of e>cellence vary considerably
among individuals.
b. $t provides a precise and universally acceptable definition for quality.
c. $t defines quality on the basis of the relationship of product benefits to price.
d. $t provides a means by which quality can be measured or assessed as a basis for practical
business decisions.
AN! A P"! 1 #$%! #ifficulty! 1oderate
3. A consumer electronics company introduced a new music system into the market with multiple
features like built in alarm4 mobile and iPod charger4 radio and many more. "he company is trying to
influence the CCCCC perspective of quality by providing multiple features in a single product.
a. product
b. user
c. value
d. transcendent
NA"! '(P)*+! )eflective "hinking "*P! A-head! #efining ,uality
-&.! 'loom/s! Application
5. Ahich of the following perspectives of quality judges a product on the basis of how well the product
performs its intended functionB
a. ?alue perspective
b. Product perspective
c. (ser perspective
AN! 2 P"! 1 #$%! #ifficulty! &asy
6. "he value perspective defines quality of a product on the basis of!
a. the ability of the product to perform its intended function.
b. the relationship of product benefits to price.
c. the quantity of some product attribute.
d. the product@s conformance to its specifications.
AN! ' P"! 1 #$%! #ifficulty! 1oderate
7. -osher@s4 a supermarket in urbury4 employs various strategies to provide good quality products to
consumers at lower prices compared to other competing stores. "his marketing strategy is most likely
to influence the CCCCC perspective of quality.
a. user
b. product
c. manufacturing
d. value
AN! # P"! 1 #$%! #ifficulty! 1oderate
9. Ahich of the following perspectives of quality judges quality of a product on the basis of consistency
in meeting product specificationsB
a. 1anufacturing perspective
b. (ser perspective
d. "ranscendent perspective
AN! A P"! 1 #$%! #ifficulty! &asy
=. "he CCCCC perspective defines quality as the totality of features and characteristics of a product or
service that bears on its ability to satisfy given needs.
a. value
b. transcendent
c. manufacturing
d. customer
AN! # P"! 1 #$%! #ifficulty! &asy
:. "he ultimate purchaser of a product or service is referred to as aDnE CCCCC.
a. supplier
b. e>ternal customer
c. consumer
d. internal customer
1;. hen<en &lectronics4 a cell phone manufacturing company4 buys microphones and bluetooth handsets
from Atid $nfotech which manufactures cell phones and cellular accessories. %or Atid $nfotech4
hen<en is aDnE CCCCC.
a. consumer
b. supplier
c. e>ternal customer
d. internal customer
AN! 2 P"! 1 #$%! #ifficulty! 1oderate
11. Ahich of the following is true regarding internal customers of an organi<ationB
a. "hey buy products or services for their own personal use.
b. "hey receive goods or services from suppliers within the organi<ation.
c. "hey are the ultimate purchasers of a product or service.
d. "hey do not add any value to the product before it reaches the consumer.
AN! ' P"! 1 #$%! #ifficulty!1oderate
10. 2ustomers generally view quality from the CCCCC perspective.
a. transcendent
b. manufacturing
c. value
d. user
13. Ahich of the following perspectives of quality is most likely to be meaningful to people who work in
marketing because they are responsible for determining the needs and e>pectations of the customersB
a. (ser perspective
b. 1anufacturing perspective
d. "ranscendent perspective
15. "he value perspective of quality is most important at the CCCCC stage in the creation and delivery of
goods and services.
a. manufacturing
b. design
c. marketing
d. distribution
16. Ahich of the following perspectives of quality is meaningful for production workers who are
responsible for guaranteeing that design specifications are met during productionB
a. (ser perspective
b. 2ustomer perspective
c. Product perspective
17. Ahich of the following perspectives of quality provides the basis for coordinating the entire value
chainB
a. 2ustomer perspective
b. (ser perspective
c. "ranscendent perspective
d. ?alue perspective
19. Ahich of the following is true of quality management during the age of craftsmanship that e>isted
before the advent of industrial revolutionB
a. $nspection was the primary means of quality control.
b. ?arious statistical methods and control charts were being used to identify quality problems
in production processes and to ensure consistency of output.
c. &nsuring quality of the products was the responsibility of the quality departments and not
the workers who were directly involved in creating the products.
d. ,uality assurance was informal and efforts were made to ensure that quality was built into
products by the people who produced them.
1=. "he concept of total quality is defined as aDnE!
a. customer-focused4 results-oriented approach to business improvement that integrates
many traditional quality improvement tools and techniques with a bottom-line and
strategic orientation.
b. people-focused management system that aims at continual increase in customer
satisfaction at continually lower real cost.
c. structured approach to organi<ational management that is used to prioriti<e and select
projects that have high benefits relative to the effort involved in accomplishing them.
d. integrated approach to organi<ational performance management that results in lower
consumption of resources.
1:. Ahich of the following is true regarding the si>-sigma approach to quality improvementB
a. $t does not address problems involving cost reduction and efficiency.
b. $t integrates many traditional quality improvement tools and techniques that have been
tested and validated over the years4 with a bottom-line and strategic orientation.
c. $t become less effective in addressing problems related to quality and efficiency if the si>
sigma tools are combined with lean tools from the "oyota production system.
d. $t focuses entirely on the training and education of managers and not the front-line
employees and the technical staff in the organi<ation.
0;. "he marketing and sales department in an organi<ation contributes to the quality of the product by!
a. bringing together technical staffs from both the buyer@s and suppliers@ companies to design
products and solve technical problems.
b. designing and maintaining the tools used in manufacturing and inspection of goods.
c. learning the products and product features that consumers want and knowing the prices
that consumers are willing to pay for them.
d. ensuring that the items delivered by the suppliers are of the quality specified by the
purchase contract.
01. "he purchasing department helps a firm in achieving quality by!
a. defining long-term and short-term production requirements for filling customer orders and
meeting anticipated demand.
b. ensuring that the products are assembled correctly and eliminating the causes that can lead
to defects or errors in the final product.
c. collaborating with product design engineers to develop realistic specifications for the
product.
d. providing quality-improvement training to suppliers.
00. Aho among the following in an organi<ation are responsible for selecting appropriate technologies4
equipment4 and work methods for producing quality productsB
a. Production workers
b. alespeople
c. $ndustrial engineers
d. "ool engineers
03. Ahich of the following functions in the manufacturing system is responsible for specifying long-term
and short-term production requirements for filling customer orders and meeting anticipated demandB
a. Product design and engineering
b. 1anufacturing and assembly
c. Production planning and scheduling
d. $ndustrial engineering and process design
05. "he inspection and testing function in a manufacturing system contributes to the quality of the product
by!
a. gathering information that can be used to improve the quality of the products.
b. selecting quality-conscious suppliers and ensuring that purchase orders clearly define the
quality requirements specified by product design and engineering.
c. designing and maintaining the tools used in manufacturing of products.
d. selecting appropriate technologies4 equipment4 and work methods for producing quality
products.
06. "he production of services differs from manufacturing as services!
a. can be inspected prior to delivery.
b. require lesser customi<ation compared to manufactured goods.
c. produce outputs that are mostly intangible.
d. are less labor intensive and involve minimal human interaction.
07. Ahich of the following is true regarding production of servicesB
a. 2ompared to manufacturing4 it is easier for service organi<ations to identify and measure
customers@ needs and performance standards as they involve human contact.
b. "he production of services typically requires a lower degree of customi<ation than
does manufacturing.
c. 2ompared to manufacturing4 production of services is typically less labor intensive.
d. ervices are produced and consumed simultaneously
09. 2ustomers evaluate a service primarily by the!
a. speed of the service.
b. accuracy of the service.
c. quality of the human contact.
d. degree of customi<ation offered by the service.
0=. Ahich of the following is a negative impact of information technology on the customer service
provided by service organi<ationsB
a. $t has increased the labor intensity involved in the production of services.
b. $t has resulted in lesser personal interaction between consumers and service providers
leading to decreased customer satisfaction among some consumers.
c. $t has decreased the speed of service.
d. $t has restricted the ability of the customers to compare products with competitor brands
before making a purchase.
0:. "he CCCCC function helps an organi<ation in achieving quality by e>posing the costs of poor quality
and opportunities for reducing it.
a. marketing and sales
b. manufacturing and assembly
c. legal services
d. finance and accounting
3;. Ahich of the following business support functions helps in achieving quality by ensuring that the
product labeling4 packaging4 and safety measures are in compliance with the rules and regulationsB
a. 1arketing and sales
b. Fegal services
c. "ool engineering
d. %inance and accounting
31. "he quality assurance function helps to achieve quality by!
a. ensuring that the firm provides adequate training to its salespeople so that they can
appropriately answer all customer queries.
b. ensuring that the firm complies with laws and regulations regarding such things as product
labeling4 packaging4 safety4 and transportation.
c. providing special statistical studies and analyses to the manufacturing or business support
functions.
d. authori<ing sufficient budgeting for equipment4 training4 and other means of assuring
quality.
30. Ahich of the following terms best represents a firm@s ability to achieve market superiorityB
a. %le>ibility
b. Agility
c. ,uality assurance
d. 2ompetitive advantage
33. "he book G,uality $s %reeH is written by CCCCC.
a. Philip 2rosby
b. &dwards #eming
c. 1alcolm 'aldrige
d. Ioseph Iuran
35. $mproved conformance in production or service delivery tends to increase profitability as!
a. it helps in differentiating the product from its competitors and improves the perceived
value of the product.
b. it ensures that the services are performed according to the convenience of the customer.
c. it leads to lower costs through savings in rework4 scrap4 resolution of errors4 and warranty
e>penses.
d. it leads to improved employee motivation.
36. *rgani<ations can ensure that the quality is rooted in their culture by!
a. encouraging employees to do more than what they are e>pected to do through reward
programs.
b. internali<ing quality at the personal level and encouraging employees to practice quality in
all activities of life.
c. ensuring that the company follows all the laws and regulations regarding product labeling4
packaging4 and other marketing requirements.
d. allotting sufficient budget for equipment4 training4 and other means of assuring quality.
ESSA"
1. &>plain the significance of integrating different quality perspectives in the value chain.
AN!
$ndividuals in different business functions speak different languages. "hus4 different quality
perspectives at different points in the value chain are important to ultimately create and deliver goods
and services that will satisfy customers@ needs and e>pectations. "he customer is the driving force for
the production of goods and services4 and customers generally view quality from either the
transcendent or the product perspective.
"he goods and services produced should meet customers@ needs and e>pectations. $t is the role of the
marketing function to determine these. 8ence4 the user perspective of quality is meaningful to people
who work in marketing.
"he manufacturer must translate customer requirements into detailed product and process
specifications. 1aking this translation is the role of research and development4 product design4 and
engineering. Product specifications might address such attributes as si<e4 form4 finish4 taste4
dimensions4 tolerances4 materials4 operational characteristics4 and safety features. Process
specifications indicate the types of equipment4 tools4 and facilities to be used in production. Product
designers must balance performance and cost to meet financial and marketing objectivesJ thus4 the
value perspective of quality is most useful at this stage.
"he manufacturing function is responsible for guaranteeing that design specifications are met during
production and that the final product performs as intended. "hus4 for production workers4 quality is
defined by the manufacturing perspective.
"hroughout the value chain4 each function is an internal customer of others4 and the firm itself may be
an e>ternal customer or supplier to other firms. "hus4 the customer perspective provides the basis for
coordinating the entire value chain.
P"! 1 #$%! #ifficulty! 1oderate NA"! '(P)*+! Analytic
"*P! A-head! #efining ,uality -&.! 'loom/s! 2omprehension
0. #iscuss the Gquality revolutionH that took place in the (nited tates after 1:7;s.
AN!
#uring the 1:6;s and 1:7;s4 when Gmade in IapanH was associated with inferior products4 (..
consumers purchased domestic goods and accepted their quality without question. #uring the 1:9;s4
however4 increased global competition and the availability of higher-quality foreign products led (..
consumers4 armed with increased access to information4 to consider their purchasing decisions more
carefully and to demand high quality and reliability in goods and services at a fair price. "he decade of
the 1:=;s was a period of remarkable change and growing awareness of quality by consumers4
industry4 and government. As technology advanced and products became more comple>4 the likelihood
of a quality problem increased. +overnment safety regulations4 product recalls4 and the rapid increase
in product-liability judgments changed society@s attitude from Glet the buyer bewareH to Glet the
producer beware.H 'usinesses began to recogni<e that quality was vital to their survival. ,uality
became recogni<ed as a key to worldwide competitiveness and was heavily promoted throughout
industry. 1ost major (.. firms instituted e>tensive quality improvement campaigns4 directed not only
at improving internal operations4 but also toward satisfying e>ternal customers.
P"! 1 #$%! #ifficulty! &asy NA"! '(P)*+! Analytic
"*P! A-head! 8istory of ,uality 1anagement -&.! 'loom/s! -nowledge
3. &>plain the role of information technology in service industries.
AN!
1any service industries e>ploit information technology to achieve high customer service. $nformation
technology systems helps to save time4 improve accuracy by standardi<ing the order-taking4 billing4
and inventory procedures and reducing the need for handwriting. 2redit authori<ations4 which once
took several minutes by telephone4 are now accomplished in seconds through computeri<ed
authori<ation systems. $t allows businesses to maintain a database of individual customer preferences4
previous difficulties4 family and personal interests4 and preferred credit cards. $nformation technology
has had a huge impact on e-commerce. 2ustomers can shop for almost any productJ configure4 price4
and order computer systemsJ and take virtual test drives of automobiles and select from thousands of
possible combinations of options on the $nternet in the convenience of their homes. $nformation
technology can be used to develop and enhance customer relationships. 8owever4 while information
technology reduces labor intensity and increases the speed of service4 it can have adverse effects on
other dimensions of quality due to reduced personal interaction between the customers and the
organi<ation.
"*P! A-head! ,uality in ervice *rgani<ations -&.! 'loom/s! 2omprehension
5. 8ow do quality of design and conformance influence the profitability of an organi<ationB
AN!
Profitability is driven by both the quality of design and conformance. $mprovements in design will
differentiate the product from its competitors4 improve a firm@s quality reputation4 and improve the
perceived value of the product. "hese factors allow the firm to command higher prices as well as to
achieve a greater market share4 which in turn leads to increased revenues that offset the costs of
improving the design. $mproved conformance in production or service delivery leads to lower costs
through savings in rework4 scrap4 resolution of errors4 and warranty e>penses.
"*P! A-head! ,uality and 2ompetitive Advantage -&.! 'loom/s! 2omprehension
6. Ahy is it important for organi<ations to internali<e quality at the personal levelB
AN!
*rgani<ations today4 e>pect their employees to take more responsibility for acting as the point of
contact between the organi<ation and the customer4 to be team players4 and to provide better customer
service. ,uality begins with individual attitudes and behavior. &mployees who embrace quality as a
personal value often go beyond what they@re asked or normally e>pected to do in order to reach a
difficult goal or provide e>traordinary service to a customer. Personal quality is an essential ingredient
to make quality happen in the workplace. (nless quality is internali<ed at the personal level4 it will
never become rooted in the culture of an organi<ation.
"*P! A-head! ,uality and Personal ?alues -&.! 'loom/s! 2omprehension
CASE
1. Ahich of the following was the first plain-paper copier introduced in 1:6:B
a. 2anon :=;
b. $'1 =;;
c. -odak 115
d. Kero> :15
AN!
#
"*P! A-8ead! "he &volution of ,uality at Kero> -&.! 'loom/s! -nowledge
0. Ahat was the reason for the competitive advantage of Kero>B
AN!
"he 2ompetitive advantage of Kero> was due to strong patents4 a growing market4 and little
competition.
3. Ahat led to the fall of Kero>@s market share to less than 6; percentB
AN!
everal Iapanese companies introduced high-quality low-volume copiers4 a market that Kero> had
virtually ignored4 and established a foundation for moving into the high-volume market. $n addition4
the %ederal "rade 2ommission accused Kero> of illegally monopoli<ing the copier business. After
negotiations4 Kero> agreed to open appro>imately 149;; patents to competitors. Kero> was soon losing
market share to Iapanese competitors4 and by the early 1:=;s it faced a serious competitive threat from
copy machine manufacturers in Iapan. All these led to the fall of Kero>@s market share to less than 6;
percent.
"*P! A-8ead! "he &volution of ,uality at Kero> -&.! 'loom/s! 2omprehension
5. Ahat is the quality policy of Kero> written by -earns and 06 other top employees of Kero>B
AN!
-earns and the company@s top 06 managers wrote the Kero> ,uality Policy4 which states! Kero> is a
quality company. ,uality is the basic business principle for Kero>. ,uality means providing our
e>ternal and internal customers with innovative products and services that fully satisfy their
requirements. ,uality improvement is the job of every Kero> employee.
6. Ahat are the objectives of the Feadership "hrough ,uality processB
AN!
"he Feadership "hrough ,uality process had three objectives!
1. "o instill quality as the basic business principle in Kero>4 and to ensure that quality improvement
becomes the job of every Kero> person.
0. "o ensure that Kero> people4 individually and collectively4 provide our e>ternal and internal
customers with innovative products and services that fully satisfies their e>isting and latent
requirements.
3. "o establish4 as a way of life4 management and work processes that enable all Kero> people to
continuously pursue quality improvement in meeting customer requirements.
7. Ahat were the four goals that Feadership "hrough ,uality process was directed at achieving in all
Kero> activitiesB
AN!
Feadership "hrough ,uality was directed at achieving four goals in all Kero> activities!
1. 2ustomer +oal! "o become an organi<ation with whom customers are eager to do business.
0. &mployee +oal! "o create an environment where everyone can take pride in the organi<ation and
feel responsible for its success.
3. 'usiness +oal! "o increase profits and presence at a rate faster than the markets in which Kero>
competes.
5. Process +oal! "o use Feadership "hrough ,uality principles in all Kero> does.
9. 8ow did Feadership "hrough ,uality radically changed the way Kero> did businessB
AN!
Feadership "hrough ,uality radically changed the way Kero> did business. All activities4 such as
product planning4 distribution4 and establishing unit objectives4 began with a focus on customer
requirements. 'enchmarking Lidentifying and studying the companies and organi<ations that best
perform critical business functions and then incorporating those organi<ations@ ideas into the firm@s
operations Lbecame an important component of Kero>@s quality efforts. Kero> benchmarked more
than 0;; processes with those of noncompetitive companies. 1easuring customer satisfaction and
training were important components of the program. &very month4 5;4;;; surveys were mailed to
customers4 seeking feedback on equipment performance4 sales4 service4 and administrative support.
Any reported dissatisfaction was dealt with immediately and was usually resolved in a matter of
days.Ahen the program was instituted4 every Kero> employee worldwide4 and at all levels of the
company4 received the same training in quality principles. "his training began with top management
and filtered down through each level of the firm.
=. Ahich was the first program in Kero> that linked managers with employees in a mutual problem
solving approach and served as a model for other corporationsB
AN!
Kero> had always had good relationships with its unions. $n 1:=;4 the company signed a contract with
its principal union4 the Amalgamated 2lothing and "e>tile Aorkers4 encouraging union members@
participation in quality improvement processes. $t was the first program in the company that linked
managers with employees in a mutual problem-solving approach and served as a model for other
corporations.
:. Fist some the most obvious impacts of the Feadership "hrough ,uality program at Kero>.
AN!
%rom the initiation of Feadership "hrough ,uality until the point at which Kero>@s 'usiness Products
and ystems organi<ation won the 1alcolm 'aldrige National ,uality Award in 1:=:4 some of the
most obvious impacts of the Feadership "hrough ,uality program included the following!
1. )eject rates on the assembly line fell from 1;4;;; parts per million to 3;; parts per million.
0. Ninety-five percent of supplied parts no longer needed inspectionJ in 1:=:4 3; (.. suppliers went
the entire year defect-free.
3. "he number of suppliers was cut from 64;;; to fewer than 6;;.
5. "he cost of purchased parts was reduced by 56 percent.
6. #espite inflation4 manufacturing costs dropped 0; percent.
7. Product development time decreased by 7; percent.
9. *verall product quality improved :3 percent.
1;. Ahat are the basic principles of Kero> which supports its core value GAe deliver quality and
e>cellence in all we doHB
AN!
"he basic principles of Kero> which support its core value GAe deliver quality and e>cellence in all
we doH are!
1. 2ustomer-focused employees4 accountable for business results4 are fundamental to our success.
0. *ur work environment enables participation4 speed4 and teamwork based on trust4 learning4 and
recognition.
3. &veryone at Kero> has business objectives aligned to the Kero> direction. A disciplined process is
used to assess progress towards delivery of results.
5. 2ustomer-focused work processes4 supported by disciplined use of quality tools4 enable rapid
changes and yield predictable business results.
6. &veryone takes responsibility to communicate and act on benchmarks and knowledge that enable
rapid change in the best interests of customers and shareholders.
11. Ahat are the key components of Kero>@s Fean i> igmaB
AN!
"he key components of Kero>B @s Fean i> igma are as follows!
1. Performance e>cellence process
M upports clearer4 simpler alignment of corporate direction to individual objectives
M &mphasi<es ongoing inspectionNassessment of business priorities
M 2lear links to market trends4 benchmarking4 and Fean i> igma
M upports a simplified G'aldrige-typeH business assessment model
0. #1A$2 Ddefine4 measure4 analy<e4 improve4 controlE process
M 'ased on industry-proven i> igma approach with speed and focus
M %our steps support improvement projects4 set goals
M (sed to proactively capture opportunities or solve problems
M %ull set of lean and i> igma tools
3. 1arket trends and benchmarking
M )einforces market focus and encourages e>ternal view
M #isciplined approach to benchmarking
M &stablishes a common four-step approach to benchmarking
M &ncourages all employees to be aware of changing markets
M trong linkage to performance e>cellence process and #1A$2
5. 'ehaviors and leadership
M )einforces customer focus
M &>pands interactive skills to include more team effectiveness
M Promotes faster decision making and introduces new meeting tool
10. Ahat do today@s 2hinese quality systems strongly emphasi<e onB
AN!
"oday@s 2hinese quality systems strongly emphasi<e tools4 methodology and measurement4 and place
great importance on key quality management processes4 including self-inspection4 traceability4 and
recruiting and training of workers.
"*P! A-8ead! ,uality Practices in 1odern 2hina -&.! 'loom/s! -nowledge
13. #escribe the steps taken by 8uawei@s senior management to become the G"oyota of the telecom
industry.H
AN!
8uawei@s senior management recently declared the company@s desire to be the G"oyota of the telecom
industry.H "o achieve this4 8uawei has studied Aestern telecom manufacturing in great detail and has
invested heavily in the latest tools and technology. $t is constantly looking for better tools and
techniques that will make it a world leader4 moving away from its current emphasis on low-cost
production.
15. #iscuss the key features of the ,u&" forum.
AN!
"he ,u&" %orum is a unique collaboration of telecommunications service providers and suppliers
dedicated to telecom supply chain quality and performance. "he %orum supports its member
organi<ations to pursue performance e>cellence through implementing a common quality standard4
emphasi<ing industry best practices and delivering a benchmarking measurement system. "here are 11
benchmark measurements4 including number of problem reports4 problem report fi> response time4 on-
time delivery4 network element impact outage measurement4 and field replacement unit returns.
16. Ahat are the key areas in corporation health that are measured by the e>ecutive management team
balanced scorecard at 8uaweiB
AN!
"he balanced scorecard at 8uawei measures four key areas in corporation health! financial and profit4
customer and quality4 growth and learning4 and internal business performance.

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Chapter 1: Introduction to Quality

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