questions to chapter 5 tqm

7/23/2019 Questions to Chapter 5 TQM

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Chapter 5: Total Quality Management

Answers to Discussion Questions in Textbook

1. Define quality for the following products: a university, an exercise facility, spaghetti

sauce, and toothpaste. Compare your definitions with those of others in your class.

The quality of a university can be defined as:

quality of professors have Ph.D., helpful, knowledgeable, able to clearly explain

aterial, fair

ability to place students in a good position at a high salary in a tiely anner

facilities are up!to!date in ters of technology "i.e. wireless classroos#

value for the price of the education

ability to prepare students for success in the business world

variety of course offerings efficiency and accuracy of processing paperwork, such as registration for classes

appearance of the capus

perceived prestige of the university

The quality of an exercise facility can be defined as:

variety of gy equipent

variety and availability of fitness classes

value for the price of ebership

ability to help ebers get into shape

accurate billing

atosphere eets eber$s needs waiting ties for achines are two inutes or less

The quality of spaghetti sauce can be defined as:

good taste

the %ar is filled to &' ounces plus or inus one ounce

value for price paid

perceived quality of the product

ability to quickly answer questions at the address listed on the %ar of sauce

the sauce has chunks of toatoes

ease of opening %ar

ease of preparing the sauce to eat

able to keep leftover sauce in container in refrigerator easily to last longer

length of tie the sauce can still be eaten

The quality of toothpaste can be defined as:

ability to clean teeth

good taste

perceived quality of the product


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ability to keep breath fresh

ability to prevent plaque

ability to whiten teeth

ability to prevent cavities

tube of toothpaste is filled

ability to fight gingivitis

ability to fight tartar

able to quickly and accurately answer questions in a friendly anner at the toll!

free nuber listed on toothpaste tube

tube is filled with (.& ounces plus or inus ).* ounce.

toothpaste is certified by the +erican Dental +ssociation "+D+#

2. Describe the !" philosophy and identify its ma#or characteristics.

T- focuses on identifying the causes of quality probles and correcting these

probles. T- ephasies the need to include every eployee in the organiationin the quality iproveent efforts. T- ephasies the need to define quality basedon the custoer$s needs. /ts a%or characteristics are custoer focus, continuous

iproveent, quality at the source, eployee epowerent, understanding quality

tools, a tea approach, bencharking and anaging supplier quality.

$. %xplain how !" is different from the traditional notions of quality. &lso, explain

the differences between traditional organi'ations and those that have implemented

!".

Traditional notions of quality focused on inspection of products. /nstead of relying

on inspection as the priary tool for quality, T- focuses on identifying the causesof quality probles and correcting these probles. T- takes a broader view of the

organiation than traditional views of quality. 0rganiations that ipleented T-

successfully were able to produce a higher quality product at a lower price, therebyincreasing arket share. Traditional organiations have either failed or will fail in the

future if quality is poor.

(. )ind three local companies that you believe exhibit high quality. *ext find threenational or international companies that are recogni'ed for their quality

achievements.

The selection of the local copanies will depend on the location of the universityutiliing this textbook. The 1it!2arlton 3otel 2opany, a winner of the -alcol

4aldrige 5ational uality +ward, is known for outstanding custoer service. /tseployees are trained well and are epowered to deal with quality probles on the

spot. 6lorida Power 7 8ight "6P8# was the first +erican copany to win 9apan$s

Deing Prie, which is a prestigious quality award. 6P8 has created and used aprocess for identifying and dealing with quality probles that has been bencharked

by a nuber of copanies. 6or exaple, 6P8 applied this process to the proble of


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service interruptions to deterine the a%or causes. They ade changes based on the

analysis, such as oving power poles away fro dangerous curves in the road to deal

with one iportant cause "6lorida Power 8ight uality /proveent "# ;tory


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. hin- again about the four costs of quality. Describe how each would change if we

hired more inspectors without changing other aspects of quality.

/f we hired ore inspectors without changing other aspects of quality, then we would

still produce the sae nuber of defects. 3owever, we would find ore, but not

necessarily all, of these defects before they reach the custoer. Therefore, internalfailure costs will increase, while external failure costs will decrease. +ppraisal costs

would increase since we are now paying for ore inspectors. Prevention costs would

reain the sae since we did not change other aspects of quality.

3. %xplain the meaning of the 4lan5do5study5act cycle. hy is it described as a cycle

The Plan!do!study!act cycle is a procedure for continuous iproveent. 6irst, a planis developed after we have docuented procedures, collected data and identified

probles. 5ext, the plan is ipleented. @e then study the results of our

ipleentation. 6inally, we act based on the results. /t is described as a cycle since

it is an ongoing process or series of steps that is repeated.

6. Describe the use of quality function deployment 0!)D. Can you find examples inwhich the voice of the customer was not translated properly into technical

requirements

6D is a tool for atching custoer requireents to technical requireents. This

tool incorporates the custoer requireents, the relative iportance of the custoer

requireents, the technical requireents "how we can eet custoer requireents#,

the strength and type of relationships between the custoer and technicalrequireents, the relationships or trade!offs between the different technical

requireents and the ratings of the ability of copetitors and our copany to eet

custoer requireents into one diagra in order to evaluate all this inforation in anintegrated anner.

/n the airline industry, low prices and direct, non!stop flights are two iportantcustoer requireents. -ost airlines have focused on developing a hub!and!spoke

syste in order to iprove efficiencies. + hub!and!spoke syste is one in which

any flights stop at a hub city, such as +tlanta, before continuing on to the final

destinations, or the spokes. This liits the ability of the custoers to find a direct,non!stop flight to their destination, thus increasing travel tie.

17. Describe the seven tools of quality control. &re some more important than othersould you use these tools separately or together 8ive some examples of tools that

could be used together.

The seven tools of quality control are the cause!an!effect diagra, flowchart,

checklist, control chart, scatter diagra, Pareto chart and histogra. The cause!and!

effect diagra, or fishbone diagra, shows all possible causes of one quality proble

or defect type "effect#, where the causes are separated into categories "or bones# on


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the diagra. /t is used as a brainstoring tool to deterine which causes to

investigate. The flowchart docuents the flow of the aterials or custoer through

the steps of the process. The checklist lists the type of defects, along with a tally ofthe frequency of each type. 2ontrol charts show plots of saples of a product or

service characteristic taken fro the process over tie. The control chart helps us

deterine whether the process is in control, which eans that only rando variationexists. ;catter diagras are plots on an x!y axis used to deterine the relationship

between two variables. Pareto charts show the frequency and cuulative percentages

of defect types arranged fro ost frequent to least frequent defect types. This chartdeonstrates which defect types cause the a%ority of the quality probles or

coplaints. + histogra shows the frequency of each quality proble.

The Pareto chart and cause!and!effect diagra can be effectively used incobination. 6irst, the Pareto chart is used to identify the proble"s# that cause the

highest nuber of actual defects or coplaints. 5ext, a coon proble becoes

the effect on the cause!and!effect diagra. This diagra then helps us identify

causes to investigate in order to solve the proble.

11. hat is the "alcolm 9aldrige *ational !uality &ward hy is this awardimportant, and what companies have received it in the past

The -alcol 4aldrige 5ational uality +ward "-45+# is an award that wascreated by ?.;. 2ongress in ='A to proote quality and iprove the trade deficit.

The award is iportant because it provides an effective fraework for iproving

quality. -any copanies have used the -45+ fraework to iprove quality,

without an intention of applying for the award. ;oe of the copanies that havereceived it are -otorola, +T7T, Berox, 6ederal


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2rosby$s contribution is a result of his arguent that quality is free, which is based on

that idea that any costs of quality are hard to quantify.

questions to chapter 5 tqm

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