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