100% satisfaction guarantee Immediately available after payment Both online and in PDF No strings attached
logo-home
Previously searched by you
Previously searched by you
logo
GSCM 588 MIDTERM EXAM/GSCM 588 Mid-Term Study Guide $18.49   Add to cart
Quickly navigate to
Preview
  2.  
  3. GSCM 588
  4.  
  5. GSCM 588

Exam (elaborations)

GSCM 588 MIDTERM EXAM/GSCM 588 Mid-Term Study Guide
 0 view  0 purchase
  • Course
  • GSCM 588
  • Institution
  • GSCM 588

GSCM 588 Mid-Term Study Guide TCO A Learn the importance of Quality Management. Examine the different types of process management tools for process improvement. Deming – Plan / Do / Check / Act (pg 463) DMAIC – Define / Measure / Analyze / Improve / Control (pg 468) Understand how an ...

[Show more]

Preview 3 out of 18  pages

Document information

  • April 11, 2022
  • 18
  • 2021/2022
  • Exam (elaborations)
  • Questions & answers

Subjects

  • gscm 588 mid term study guide tco a learn the importance of quality management examine the different types of process management tools for process improvement deming – plan do check act pg

Written for

  • GSCM 588
All documents for this subject (1)

Seller

avatar-seller
academicmaster

Reviews received

Content preview

GSCM I588 IFinal IExam IStudy IGuide

TCO IA

1. Learn Ithe Iimportance Iof IQuality IManagement.

a. Quality Imanagement Iimpacts Iproductivity Ias Iwell Ias Ithe Icost Iand Iquality Iof Iwork.

2. Explore Ithe Ihistoric Iunderpinnings Iof IQuality IManagement.

3. Define Ithe Ivarious Imeanings Iof IQuality IManagement.

a. The Iact Iof Ioverseeing Iall Iactivities Iand Itasks Ineeded Ito Imaintain Ia Idesired Ilevel Iof Iexcellence.
IThis Iincludes Icreating Iand Iimplementing Iquality Iplanning Iand Iassurance, Ias Iwell Ias Iquality


Icontrol Iand Iquality Iimprovement. IIt Iis Ialso Ireferred Ito Ias Itotal Iquality Imanagement I(TQM).




4. Identify Ithe ITrends Iand IPatterns Iof Itotal Iquality Iand Ihow Iit Ihas Ievolved Iover Ithe Iyears I(pg I17).

5. Discuss Iwhy Iwe Iuse Iquality Imanagement Ias Ia Iframework Ifor Iour Ibusiness Idirection.

6. Research Ithe Iquality Ithought Ileader’s Iperspectives Ion Iquality Imanagement Iphilosophies.

a. Deming I– IDeming Ipioneered Istatistical Iquality Icontrol Imethodology, Ithe Ineed Ifor Itotal
Iengagement Ion Ithe Ipart Iof Iorganizational Ileadership, Icustomer/supplier Ipartnerships Iand Icontinuous


Iimprovement Iin Iproduct Iand Iservice Iquality Ithrough Ireduction Iof Iuncertainty Iand Ivariation Iin Idesign,


Imanufacturing Iand Iservice Iprocesses.




b. Juran I– IJuran Ididn’t Ipropose Imajor Icultural Ichange Iin Ithe Imanner IDeming Idid, Ibut Iinstead,
Ichose Ito Iwork Iwithin Iexisting Iorganizational Isystems Ithat Iwere Ifamiliar Ito Imanagers. IThe Ihope Iwas Ito
Ireduce Ithe Irisk Iof Irejection Iby Ithe Icompanies Ithemselves. IHe Iespoused Ithe Ithought Ithat Idifferent Ilevels


Iof Ithe Iorganization Ispoke Idifferent Ilanguages Ibased Ion Itheir Irespective Iroles.




c. Crosby I– ICrosby Ideveloped I“Absolutes Iof IQuality IManagement” Iand I“The IBasic IElements Iof
IImprovements”. IHe Ifelt Iquality Iwas Inever Ia Iproblem, Ibut Iit Iwas Ithe Ilack Iof Iquality Ithat Iwas Ithe Iproblem
Iand Ifocused Idirection Ion Ieliminating Ithe Iroadblocks Ito Iquality. IHe Iwas Ialso Ithe Iauthor Iof Ithe Iquotes


I“The IOnly IPerformance IStandard Iis IZero”, Iand I“The Ionly Iperformance Imeasurement Iis Ithe Icost Iof


Iquality, Iwhich Iis Ithe Iexpense Iof Inon-conformance”. IHis Ibook I“Quality Iis IFree” Iwas Iwidely Iembraced Iby


Itop IU.S. Icorporate Imanagers. I Crosby Idiffered Ifrom IDeming Iand IJuran Iin Istating Ithat Iquality Ifailures Iwere


Iin Ipart Idue Ito Ihuman Ierror.




d. Feigenbaum I– IFeigenbaum Iquoted Ithe Iphrase I“Total IQuality IControl”, Iwhich Iintegrated
Iquality Idevelopment, Iquality Imaintenance Iand Iquality Iimprovement Iacross Iall Iorganizational Ilevels.


I His Iphilosophy Iwas Isummarized Iin I“Three ISteps Ito IQuality”, Iwhich Iinvolved Iquality Ileadership, Imodern


Iquality Itechnology, Iand Iorganizational Icommitment. IFeigenbaum’s Iphilosophies Iare Iseen Ias Imore


Icontemporary Iwhen Icompared Ito IDeming Iand IJuran.

,7. Describe Ihow Iunderstanding Ithe Iquality Ithought Ileader’s Iperspective Ican Iimprove Ia Ibusiness.

8. Analyze Ithe Icurrent Ibest Ipractices Iin Iutilizing Iprocess Imanagement Itechniques I(pg I671).

9. Examine Ithe Idifferent Itypes Iof Iprocess Imanagement Itools Ifor Iprocess Iimprovement.

a. Deming I– IPlan I/ IDo I/ ICheck I/ IAct I(pg I463)

a. Plan I– IDesign Ithe IProduct.
b. Do I– IEnsure Iproduction Imakes Ithe Iproduct Ias Idesigned.
c. Check I– ICheck Isales/complaints. IConfirm Iwhether Ithe Icustomer Iis Isatisfied.
d. Act I– IUse Ifeedback Ito Iincorporate Iimprovements Iin Ithe Inext Iphase Iof Iplanning.

b. DMAIC I– IDefine I/ IMeasure I/ IAnalyze I/ IImprove I/ IControl I(pg I468)

a. Define I– IDefine Ithe Iproblem Iin Ioperational Iterms.
b. Measure I– IUnderstand Ithe Iprocess Iperformance Iand Icollect Idata Inecessary Ifor
Ianalysis.


c. Analyze I- IUnderstand Ithe Inature Iof Ithe Iproblem Iand Iidentify Ithe Isource.
d. Improve I– IGenerate Iideas Ito Iremove Ior Iresolve Ithe Iproblem, Iand Iimprove Ithe
Iperformance Imeasures.


e. Control I– IMaintain Ithe Iimprovements.

c. Six ISigma I–

10. Understand Ihow Ian Iorganization Ican Iimplement Iand Iutilize Ithe Itechniques Iof IISO I9000, IBaldridge
Iand ISix ISigma I(pg I543).




a. Each Iof Ithe Ithree Iframeworks Ioffer Ia Idifferent Iemphasis Iin Ihelping Iorganizations Iimprove
Iperformance Iand Iincrease Icustomer Isatisfaction. I Baldridge Ifocuses Ion Iperformance


Iexcellence. IISO I9000 Ifocuses Ion Iproduct Iand Iservice Iconformity. ISix ISigma Ifocuses Ion


Imeasuring Iproduct Iquality.




11. Determine Ithe Idifferences Ibetween ISix ISigma Iand ILean Iprinciples.

a. Lean Iand ISix ISigma Ieach Iattack Idifferent Ikinds Iof Iproblems. I Lean Iaddresses Ivisible Iproblems
Iin Iprocesses. ISix ISigma Iis Imore Iconcerned Iwith Iless Ivisible Iproblems, Ilike Ivariation Iin


Iperformance. ILean Ifocuses Ion Iefficiency Iby Ireducing Iwaste Iand Iimproving Iprocess Iflow. ISix


ISigma Ifocuses Ion Ieffectiveness, Iby Ireducing Ierrors Iand Idefects. ILean Iprocesses Iare Imore


Iintuitive Iand Ieasier Ito Iapply Ithroughout Ithe Iorganization’s Iworkforce. ISix ISigma Irequires


Iextensive Itraining.




12. Analyze Ihow Ian Iorganization Ican Isustain Ithe Iquality Iorganization.

a. Continuous Iimprovement.

, 13. Compare Iand Icontrast Ithe Ievolution Iof Iquality Iand Ithe Irole Iit Iplayed Iin Ithe Imanagement Iof IU.S. Iand
IJapanese Ibusiness Ifirms Ifrom Ithe I1950s Ito Ithe Ipresent.




After Ithe Iwar, Igoods Iwere Iin Ishort Isupply. I Productivity Iand Ioutput Itook Ipriority Iover Iquality.
ITop Imanagement Ichose Imass Iinspection Iover Iquality Iimprovement. IDeming Iand IJuran Iwent Ito

IJapan, Iwho Iembraced Iand Iimplemented Itheir Iquality Itheories. IJapan Ibecame Imuch Imore Ihighly

Isuccessful, Ibut Ithe IU.S. Iexperienced Ia Ihuge Idecline Iin Iproduct Iquality.




14. Explain Ithe Ithree Icore Iprinciples Iof Itotal Iquality.

a. Customer IFocus I-


b. Teamwork


c. Continuous IImprovement


15. The Ifinance Ifunction Iis Iresponsible Ifor:
a. Obtaining Ifunds, Icontrolling Itheir Iuse, Ianalyzing Iinvestment Iopportunities Iand Iensuring Ithat
Ithe Ifirm Ioperates Icost-effectively, Iand, Iideally, Iprofitably.




16. Discuss Ihow Ia Ifast-food Irestaurant Icould Imeasure Iits Iquality Ieffectiveness Iusing Ieach Iof Ithe Ifollowing
Idefinitions Iof Iquality: Iproduct-based, Iuser-based, Ivalue-based, Iand Imanufacturing-based.




a. Product-Based I- Ample IPortion ISize
b. User-Based I- Agreeable ITaste
c. Value-Based I- Reasonable IPrice
d. Manufacturing-Based I- Prepared ICorrectly

17. Contrast I the I mindset I of I management I under I total I quality I and I more I traditional I management
Istructures Iwith Irespect Ito Iemployees, Imanufacturing, Iand Ileadership.




a.

18. Describe Ithe Irelationship Ibetween Iquality Iand Ipersonal Ivalues.

a. Quality Ibegins Iwith Iindividual Iattitudes Iand Ibehavior. ISurveys Ihave Ishown Ithat Ipersonal
Iinitiative, Iwhen Icombined Iwith Ia Icustomer Iorientation, Iresult Iin Ia Ipositive Iimpact Ion Ibusiness

Isuccess Iand Isales Igrowth Irate. IUnless Iquality Iis Iinternalized Iat Ithe Ipersonal Ilevel, Iit Iwill Inever

Ibecome Irooted Iin Ithe Iculture Iof Ian Iorganization.

The benefits of buying summaries with Stuvia:

Guaranteed quality through customer reviews

Guaranteed quality through customer reviews

Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.

Quick and easy check-out

Quick and easy check-out

You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.

Focus on what matters

Focus on what matters

Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!

Frequently asked questions

What do I get when I buy this document?

You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.

Satisfaction guarantee: how does it work?

Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.

Who am I buying these notes from?

Stuvia is a marketplace, so you are not buying this document from us, but from seller academicmaster. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy these notes for $18.49. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

81531 documents were sold in the last 30 days

Founded in 2010, the go-to place to buy study notes for 14 years now

Start selling
$18.49
  • (0)
  Add to cart