Total Quality Management help.
technology automation financial investment people |
the workers management engineers the maintenance staff |
An Ishikawa diagram A Pareto chart A flowchart or Process Map A control chart |
Process improvement is more efficiently undertaken within one organizational function. Process improvement does not affect traditional organizational structures. Process improvement projects generally cut across traditional organizational functions. Process improvement is an operational decision, not a strategic decision. |
performance, innovation control, improvement inspection, anticipation standardization, customization |
Information An indicator A scorecard A dashboard |
An enterprise resource plan An interlinking model A data mine A balanced scorecard |
Customer-focused measure Service measure Market measure Social responsibility measure |
errors defects dollars lost sales |
nonconformity problem error complication |
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1. (TCO 9) Match the following: (Points : 10) |
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Potential Matches: |
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1 : Flexibility and short cycles times |
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2 : Important to staying competitive |
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3 : The time it takes to complete one cycle of an activity |
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4 : Continuous improvement philosophy |
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5 : Discontinuous change |
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Answer |
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: Process improvement |
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: Kaizen |
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: Cycle time |
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: Agility |
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: Breakthrough improvement |
2. (TCO 10) What is activity-based costing?
3. (TCO 10) What are three of the five purposes of a performance measurement system?
4. (TCO 10) What three observations were made by Osborne and Gaebler concerning data?
5. (TCO 9) Both Juran and Deming advocated ongoing product development. In fact, Deming's introductory lecture to Japanese managers in 1950 contrasted the old way of product design-design it, make it, and try to sell it-with a new way. List three items in Deming's way. (Points : 5)
6. (TCO 9) Briefly describe mass customization. (Points : 5)
7. (TCO 9) Briefly describe breakthrough quality improvement. (Points : 5)