exam 2
partnering model(11)
1. Develop a partnering briefing 2.identify potential partners 3.identify key decision makers 4.conduct a partnering briefing 5.determine the level of commitment 6.decide whether there is sufficient commitment 7.identify key operational personnel 8.form the partnership team 9.develop a mission statement 10.develop objectives 11.prioritize objectives and begin
Brien Palmer, 3pronged approach to sell higher mngmt on quality culture:
1. align the concept w/organizational goals, and get help to identify the financial benefits 2. become the project manager of this challenge, and then measure and mitigate resistance, inertia, and opposition 3. prepare a brief but powerful presentation that can be made for executive managers
Elements of an Organization's culture (5):
1. business environment 2. organizational values 3. cultural role models 4. organizational rites, rituals, and customs 5. cultural transmitters
Steve Hoisington and Earl Nauman transformed the process of creating customer loyalty into a four phase model
1. business performance 2. global perceptions 3. loyalty behaviors 4. financial outcomes
Innovative alliances and partnerships (3):
1. consortium buying, bulk buying 2. in-house supplier representative 3. customer focus group
Ways internal partners (employees and managers) work to improve quality and productivity(4)
1. cross-functional problem solving teams 2. quality circles 3. problem specific ad hoc teams 4. brainstorming sessions
QFD consists of the following basic activities(6):
1. deployment of customer requirements (quality needs) 2. deployment of measurable quality characteristics 3. determination of the correlation between quality needs and characteristics 4. assignment of numerical values to each quality characteristic 5. integration of quality characteristics into the product 6. detailed design, production, and quality control of the product
customer defined value: (6)
1. product or service quality 2. service provided by the organization 3. the organization's personnel 4. the organization's image 5. selling price of the product/service 6. overall cost of the product or service
mechanisms for improving communication(4)
1. quality circle 2. self-managed teams 3. cross-dept teams 4. improvement teams
Emerging issues in supply-chain mngmt (5):
1. security 2. adaptability and responsiveness 3. globalization 4. misalignment of material technologies and product life cycles 5. transition and crisis management
emotional transition process(7 steps)
1. shock 2. denial 3. realization 4. acceptance 5. rebuilding 6. understanding 7. recovery
6 step strategy by Scholtes, Streibel, and Joiner for identifying customer needs:
1. speculate about results 2. develop an info gathering plan 3. gather the info 4. analyze the results 5. check the validity of conclusions 6. take action
identifying external customer needs(7)
1. speculate about results 2. develop an info-gathering plan 3. gather the info 4. analyze the results 5. check the validity of conclusions 6. take action 7. obtain customer info from internet
Most common approaches for managing quality in supply chain(5)
1. supplier evaluations 2. supplier certifications 3. third-party filters 4. supplier audits 5. supplier development programs
7 stages of development in supplier partnerships:
1. uncertainty and tentativeness 2. short-term pressures 3. need for new approaches 4. adoption of new paradigms 5. awareness of potential 6. adoption of new values 7. mature partnering
Steps in laying a foundation for a quality culture (11):
1. understand 2. assess 3. plan 4. expect 5. model 6. orient 7. mentor 8. train 9. monitor 10. reinforce/maintain 11. involve
Joint activities of Us manufacturing Networks(6)
1.production 2. education and training 3. marketing 4. product development 5. technology transfer 6. purchasing
A workforce that is ready for empowerment: Is accustomed to critical thinking, Understands the decision making process, Knows where it fits into the big picture D. All of the above
All of the above
The customer loyalty model consists of which of the following components? Business performance, Global perceptions, Loyalty behaviors D. All of the above are components of the customer loyalty model
All of the above
The most effective leaders can be found in what part of an organization? Top-level management, Mid-level management, Lowest paid wage earner
All of the above
Which of the following strategies are needed for establishing a quality culture? Take a hearts and minds approach, Put the planned changes in writing, Support of management
All the strategies above are needed for establishing a quality culture.
Advocates of change:
Are often unaware of how a proposed change will be perceived by potential resisters.
Leadership skills are:
C. both inherited and learned (A&B)
The maximum benefits of partnering are realized when all parties in the chain of partners:
COOPERATE
Educational institutions provide which of the following services to help organizations continually improve their people and their processes. On-site customized training, Technical assistance, Consulting services D. All of the above
D. ALL OF THE ABOVE
The change facilitation model contains which of the following steps? Develop a compelling change picture, Conduct a comprehensive roadblock analysis, Monitor and adjust
D. all of the above
Strategies for establishing a quality culture include which of the following?
Developing a plan for making the changes
Employee empowerment is:
Employee input that is heard, seriously considered, and followed up on whether it is accepted or not.
There are several primary reasons why cultural change must either precede or at least parallel the implementation of total quality. Which of the following is NOT a primary reason?
Employees may not adapt to too many changes.
Any supplier would make a good partner.
FALSE
Communication just happens.
FALSE
Democratic leadership is called open, free-reign, or nondirective leadership.
FALSE
Employee empowerment is a new name for participatory management.
FALSE
Government mandated partnerships are recommended when dealing with foreign countries.
FALSE
If a manufacturer is not careful a customer-supplier partnership can be very costly, especially in the product development cycle.
FALSE
If an organization begins to decline after moving to total quality it should return to its traditional approach.
FALSE
It is important to acquire as many customers as an organization is able because customers are not reliable and an organization must always be replacing a lost customer.
FALSE
Misleaders surround themselves with knowledgeable, strong people who are able to make them appear to be good leaders.
FALSE
Satisfied customers will not migrate to a competitor.
FALSE
The most effective way to implement changes is to make sure all employees have sufficient warning prior to the actual changes.
FALSE
The primary inhibitor of empowerment is:
Human nature's resistance to change.
In the US, the 2 most common third-party filters are:
ISO 9000 and the Malcolm Baldrige criteria
Which of the following statements are true concerning communication with customers?
Is essential in a competitive marketplace
Which of the following is a strategy for maintaining a quality culture?
Keep employees involved
Which of the following strategies will help organizations move beyond empowerment to enlistment?
Make it clear to all employees that their ownership is not just wanted and needed but that it is expected.
Partnering can lead to continual improvements in such key areas as relationships between customers and suppliers, customer satisfaction, and
PROCESSES AND PRODUCTS
The rules for establishing global partnerships are the same as those for establishing domestic partnerships when:
Partnerships are based on sound business principles rather than politics
Which of the following mechanisms can help improve communication?
Self-managed and cross-departmental teams
A quality circle is a group of employees that meets regularly for the purpose of identifying, recommending, and making workplace improvement.
TRUE
A workforce that is ready for empowerment is accustomed to critical thinking.
TRUE
Because of globalization suppliers are just as likely to be located in other countries as in the home country.
TRUE
Building trust requires leadership on the part of managers.
TRUE
Educational institutions provide on-site customized training, technical assistance, and consulting services to help organizations continually improve their people and their processes.
TRUE
Employee enlistment means not simply empowering employees to participate in the decision-making process but expecting them to do so.
TRUE
Expectations are important determinants of organizational culture.
TRUE
Fear of exclusion can cause managers to resist employee empowerment.
TRUE
It is important for those who want to lead to first learn how to follow.
TRUE
It might be necessary to change an organization's leadership to ensure needed cultural change.
TRUE
Leadership and management are not the same thing but both are needed.
TRUE
Meeting customer specifications does not produce customer satisfaction.
TRUE
Quality Function Deployment is a model for incorporating customer input and feedback into product development.
TRUE
Servant leadership/stewardship seeks to do a better job of serving both external and internal customers.
TRUE
The customer in a total quality setting defines quality.
TRUE
The key people in an organization that is establishing a quality culture are those who can facilitate and those who can inhibit implementation of the change.
TRUE
The overall purpose of internal partnering is to harness the full potential of the workforce and focus it on continual improvement of quality.
TRUE
The rationale for partnering with potential competitors is competitiveness.
TRUE
To facilitate change in a positive way, leaders must have a clear vision and corresponding goals, exhibit a strong sense of responsibility, be effective communicators, have a high energy level, and have the will to change.
TRUE
To maintain a quality culture organizations must recognize and reward behaviors that nurture quality.
TRUE
Without empowerment, involvement is just another management tool that doesn't work.
TRUE
Which of the following is NOT a law of organizational change?
Trust people and treat them with dignity and respect.
Quality culture is driven by
a commitment to quality, continual improvement, and competitiveness
Successful supplier partnerships evolve in seven stages. They begin in the following order: Uncertainty and tentativeness; Short-term pressures; Need for new opportunity and ___________________.
adoption of new paradigms
The word that best describes management's role in employee empowerment is: Facilitation, Leadership, Commitment D. All of the above
all of the above
low-profitability/long term customers
barnacles
high profitability/short term customers
butterflies
Which of the following characteristics is not necessarily needed to be a good leader?
charismatic personality
Which of the following is an element of management's role in empowerment?
commitment
internal partnering is also called
employee involvment & employee empowerment
Which of the following is a benefit of mentoring?
enhances performance
manufacturing network
group of SMEs that cooperate in ways that enhance their quality, productivity, and competitiveness network activities: joint production, education and training, marketing, product development, technology transfer, and purchasing
QFD - Quality Function Deployment
integrated approach to product development and quality in all preproduction activities, model for incorporating customer input and feedback into product development -Professor Y. Akao
traditional mngmt, mngmt-by-results approach
inward looking
Internal partnering occurs at three levels. Which of the following is NOT one of these levels?
management-to-management partnerships
what 2 characteristics make manufacturing networks succeed
mutual need and interdependence
Differences between quality and traditional culture:
operating philosophy, objectives, mngmt approach, attitude toward customers, problem-solving approach, supplier relationships, and performance-improvement approach.
quality culture
organizational value system that results in an environment that is conducive to the establishment and continual improvement of quality. Consists of values, traditions, procedures, and expectations that promote quality.
change-oriented culture
organizations that operate highly competitive business environment that changes rapidly and continually
don't rock the boat culture
organizations that operate in a stable market in which competition is limited
An organization with a customer focus is:
outward looking
Which of the following is the most appropriate leadership style in a total quality setting?
participative
internal partnering
purpose: harness full potential of workforce & focus on continuous improvement of quality 3 types: mngmt-to-employee, team-to-team, and employee-to-employee
1. Which of the following characteristics will help build and maintain followership?
sense of purpose
traditional culture are driven by
short-term profits
low-profitability/short-term customers
strangers
The best way to generate customer loyalty is to provide customers with:
superior value
A common approach for managing quality in the supply chain is:
supplier evaluations
In a total quality setting, quality is defined by:
the customer
high profitability/long-term customers
true friends
a quality culture is distinguished by:
widely shared philosophy of mngmt, emphasis on the importance of HR, ceremonies to celebrate organizational events, recognition, and rewards, extensive internal network for communicating the culture, informal rules of behavior, strong value system, high standards of performance, and definite organizational character
Partnering
working together for mutual benefit involves: pooling resources, sharing costs, and cooperating in ways that benefit all involved
