TRUE OR FALSE? 1.       The total quality view is that lasting productivity gains are made only as a result of quality improvements.

(a)  

TRUE OR FALSE? The traditional view is that quality is defined solely as meeting customer specifications.

(a)  

TRUE OR FALSE? The total quality view is that quality means satisfying customer needs and exceeding customer expectations.

(a)  

TRUE OR FALSE?The total quality view is that quality is measured by establishing an acceptable level of nonconformance and measuring against that benchmark.

(a)  

TURE OR FALSE? The traditional view is that quality is measured by establishing high-performance benchmarks for customer satisfaction and then continually improving performance.

(a)  

TRUE OR FALSE? The traditional view is that quality is inspected into the product.

(a)  

TRUE OR FALSE? The total quality view is that quality is determined by product and process design and achieved by effective control techniques.

(a)  

TRUE OR FALSE? The total quality  view is that quality is a separate function.

(a)  

TRUE OR FALSE? The total quality view is that quality should be fully integrated throughout the organization—it should be everybody’s responsibility.

(a)  

TRUE OR FALSE?The traditional view is that employees are blamed for poor quality.

(a)  

TRUE OR FALSE? The total quality view is that at least 85% of quality problems are management’s fault.

(a)  

TRUE OR FALSE? The total quality view is that supplier relationships are short term and cost driven.

(a)  

TRUE OR FALSE? The total quality view is that supplier relationships are long term and quality oriented.

(a)  

TRUE OR FALSE? World War II dad an impact on quality that is still being felt today. In general, the effect was negative for the Japan and positive for United states because of the urgency to meet production schedules during the war, U.S. companies focused more on meeting delivery dates than on quality.

 

(a)  

One of Demings Cycle that means conducting consumer research and use it in planning the product.

(a)  

One of Demings Cycle that means analyze how the product is received in the marketplace

in terms of quality, cost, and other criteria

(a)  

involves developing the products, systems, and processes needed to meet or exceed customer expectations. The following steps are required.

(a)  

It includes developing the infrastructure necessary to make annual quality improvements and  Identifying specific areas in need of improvement, and implement improvement projects.

(a)  

It involves assessing actual quality performance, comparing performance with goals and act on differences between performance and goals.

(a)  

World-class manufacturers use the following methods to stay ahead of the competition: collaborative planning, forecasting, and replenishment; collaborative manufacturing and product design; direct delivery of materials to point of use; supplier- managed inventory; and use of channel-assembly distributors. Other manufacturers also use these strategies to varying degrees. Ultimate manufacturers stay ahead of the competition by using them extensively.

(a)  

World-class manufacturers use the following methods: building to order, mass production that is configured for individual customers, configuring to order (linking sales operations to production schedules), one-to-one customization for customers in real time, and global sourcing and manufacturing. As with the other strategies, it is not just the fact that ultimate manufacturers use these methods that makes them world class; it is the extent to which they use them.

(a)  

World-class manufacturers use the following methods: supply management, buying, auctioning, Internet ordering, status and availability tracking by Internet, and accepting Internet orders from customers.

(a)  

It  is management that bases all actions, activities, and decisions on what is most likely—within an ethical framework—to ensure successful performance in the marketplace.

(a)  

Strategies in this category seek to improve efficiency and control costs throughout an organization’s activity-cost chain (supplier activity costs, in-house activity costs, and distribution activity costs).

(a)  

   Strategies in this category seek to add value, as defined by customers, to the organization’s products or services. Such strategies typically involve gaining technological superiority over competitors, continually outperforming competitors in the area of quality, providing more and better support services to customers, and providing customers more value for their money.

 

(a)  

Strategies in this category focus on a narrowly defined segment of the market (market niche) and attempt to make the organization in question the market leader in that niche. Leadership can be achieved by adopting cost leadership or differentiation strategies or both designed to appeal specifically to the target market.

(a)  

is the process by which an organization answers such questions as the following: Who are we? Where are we going? How will we get there? What do we hope to accomplish? What are our strengths and weaknesses? What are the opportunities and threats in our business environment? It involves developing a written plan that has the following components: an organizational vision; an organizational mission; guiding principles; broad strategic objectives; and specific tactics, projects, and activities for achieving the broad objectives. Specific tactics, projects, and activities are often referred to as the “action plan.”

(a)  

It involves implementing strategies set forth in strategic planning, monitoring progress toward their achievement, and adjusting the plans and strategies as necessary. Strategic execution is implementation that achieves maximum efficiency and effectiveness.

(a)  

1.       The steps in the _ should be completed in this particular order because each successive step grows out of the preceding one.

(a)