Instructor Slides
for Quality in Practice
and Case Discussion
Questions
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Chapter 1
Introduction to Quality
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The Xerox Transformation
1. What aspects of Xerox’s management
practices would support the results they
obtained? How do these practices lead to
accomplishing the three Leadership
Through Quality objectives?
2. Discuss the meaning of Quality is a race
without a finish line. What is its
significance to Xerox, or to any
organization?
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Building Trust through Quality
at Gerber
1. How do the various definitions of quality
discussed in this chapter relate to the quality
practices at Gerber?
2. How does Gerber exhibit the fundamental
principles of total quality – customer and
stakeholder focus, participation and
teamwork, and a process focus and
continuous improvement?
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Building Trust through Quality
at Gerber
3. How did quality help Gerber
overcome the crisis it faced in the
consumer-tampering situation?
What lessons do their steps have for
other companies?
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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A Tale of Two Restaurants
1. Contrast these two restaurants from
the perspective of TQ. How do they
exhibit or not exhibit the fundamental
principles of TQ?
2. What advice would you recommend
to the owners?
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A Total Quality Business Model
1. What advice would you give Rob and
Diane about the management
practices they are proposing within
each element of the TQ
infrastructure? What additional
practices might you suggest?
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A Total Quality Business Model
2. How might viewing the organization
from the three levels of quality
discussed in the chapter help improve
their business plan?
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Deere & Co.
1. How has their perspective on quality
changed?
2. How has it helped them to stay
competitive in a tough business
environment?
3. Do you think that their technologyfocused efforts will help them to
remain competitive in the future?
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Chapter 2
Total Quality
in Organizations
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Service Quality at the
Ritz-Carlton Hotel Company
1. What value does a focus on the Gold
Standards have for The Ritz-Carlton Co.?
2. What must a company do to reduce job
offer processing times so dramatically?
3. How does information play a central role
in everything that The Ritz-Carlton Hotel
Co. does?
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Pinellas County Schools
1. Discuss how the practices at Pinellas
County Schools reflect quality
principles.
2. Thinking back on your own K-12
education, what things does Pinellas
County do differently?
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Shiny Hill Farms
1. Describe the scope of quality efforts in
this organization.
2. What is the role of the quality assurance
department at Shiny Hill Farms? Does it
promote the concept of total quality?
3. What suggestions do you have for
improving Shiny Hill Farms’ quality
effort?
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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The Nightmare on Phone Street
1. Summarize the service failures
associated with this experience.
2. What might the travel agency have
done to guarantee a better service
experience for Mr. Harrington?
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Chapter 3
Philosophies and
Frameworks
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Ford Becomes
a Deming Company
1. Discuss specific themes in the
Deming philosophy that are evident
in statements made in Ford’s annual
reports.
2. Which definition of quality is used
inn the 1985 Annual Report?
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Ford Becomes
a Deming Company
3. Review recent Ford annual reports
and summarize their quality efforts.
What changes, if any, are evident,
either in their view of quality or
approaches to achieve it?
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Florida Power and Light
1. What makes FPL unique in the types of
quality problems it encounters? How is its
product similar and different from oil
being processed in a refinery? From water
being delivered by a city water
department?
2. How did FPL use policy deployment to
improve quality?
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Florida Power and Light
3. What was the role of QIP teams at FPL in
developing quality, which enabled them to
win the Deming Prize?
4. What lessons did FPL learn after winning
the Deming Prize? What can other
companies learn about implementing
quality from FPL’s example?
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The Reservation Clerk
1. What is Mary’s job? What might
Deming say about this situation?
2. Drawing upon Deming’s principles,
outline a plan to improve this
situation.
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Modern Steel Technology
1. Using the Baldrige Criteria, identify any
key strengths and weaknesses or gaps in
this company’s management practices in
each of the seven categories.
2. How well does the company address the
principles of total quality described in
Chapter 1?
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Collin Technologies:
Key Business Factors
1. Summarize the important business factors
in each of the following categories:
•
•
•
•
•
Basic description of the company
Customer and market requirements
Supplier and partnering relationships
Competitive situation
Business directions
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Collin Technologies:
Key Business Factors
2. Discuss how these business factors might
influence Collin’s approach to designing
its total quality system. What specific
practices might Collin use to support its
infrastructure?
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Chapter 4
Focusing on Customers
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Customer Focus at Granite Rock
1. Explain the relationships between the
customer importance survey and the
customer report card. Do these surveys
provide enough information to perform an
importance-performance analysis?
Explain why.
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Customer Focus at Granite Rock
2. Discuss the benefit of plotting
competitors’ results along with one’s own
company results on an importanceperformance graph. How can this
information be used?
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Waiting Time and
Customer Satisfaction
at Florida Power and Light
1. Have one of your friends time you while
you wait for varying amounts of time
between 30 seconds and 3 minutes.
Estimate the amount of time you waited.
Did you find that your actual waiting
times were longer or shorter than your
estimates? What does this experiment
mean for organizations that are trying to
set service standards?
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Waiting Time and
Customer Satisfaction
at Florida Power and Light
2. What key lessons can be learned by other
organizations from FPL’s experience?
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Improving Customer Satisfaction
at a Software Support Call Center
1. What does this case suggest about the
importance of understanding customers’
true needs and expectations?
2. What are the implications of the
transparency principle?
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Improving Customer Satisfaction
at a Software Support Call Center
3. The concept of studying the best people in
an organization as a method of learning to
improve others’ skills has long been
advocated by Joseph Juran. How might
the learning from this case be applied to
other organizations?
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The Case of the Missing Reservation
1. Were the hostess’s actions consistent with
a customer-focused quality philosophy?
What might she have done differently?
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The Case of the Missing Reservation
2. How would you have reacted to the letter
that Mark received? Could the Total
Quality Lead have responded differently?
What does the fact that the hotel manager
did not personally respond to the customer
tell you?
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Cincinnati Veterans
Administration Medical Center
1. Propose a set of approaches that the
medical center might pursue to help
achieve its vision and truly be customer
focused. Focus on the types of customer
the CVAMC has identified, their needs,
and the organization’s role in the
community with respect to its competition.
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Cincinnati Veterans
Administration Medical Center
2. Classify the questions in the VA survey
according to the key dimensions of service
quality described in this chapter. Analyze
the questions as to their ability to provide
actionable information for improvement,
address key patient needs and
expectations, and assess satisfaction and
loyalty.
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Collin Technologies: Customer
Satisfaction and Relationships
1. Develop a list of strengths and
opportunities for improvement.
2. Why are they important and what insights
can they provide to upper-level managers
that they might not have realized?
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Gold Star Chili: Customer and
Market Knowledge
1. What advice would you tell this company?
2. What specific tools and techniques might
help them?
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Chapter 5
Leadership and Strategic
Planning
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Leadership in the Virgin Group
1. Given the free-wheeling style of Branson
and his managers, do you think that the
Virgin enterprises can be classified as a
TQ organization? Why or why not?
2. How well do you think that Branson and
his managers perform the strategic
planning process? What are some
indications that they do, or do not do,
strategic planning?
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Leadership in the Virgin Group
3. How well do you think that Branson and
his managers perform managerial and
leadership tasks? How might these tasks
be better balanced?
4. What leadership theory do you think best
fits the senior leadership of the Virgin
Group? What theory would best fit
Branson as leader? Why might they
differ?
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Strategic Planning and
Deployment at Solectron
1. Compare Solectron’s approach to the
generic strategic planning process described
in this chapter. What are some of its unique
features?
2. Explain how the hoshin planning process
aligns site plans with corporate strategies.
Why is this alignment especially important
for a company such as Solectron?
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Teaching the Buffalos to Fly:
Johnsonville Foods
1. From a strategic management standpoint,
does Ralph Stayer provide sufficient
planning and control to keep the company
on track?
2. What type of management style does he
seem to follow? Does it fit any of the
leadership theories that were developed in
the chapter?
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Teaching the Buffalos to Fly:
Johnsonville Foods
3. How easy or difficult would it be for other
companies to duplicate the leadership
style of Stayer and the organizational
systems practiced at Johnsonville Foods?
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Corryville Foundary Company
1. Comment on the current mission
statement. Does it provide the strategic
direction necessary for success for this
company?
2. How can the mission statement be
improved? Suggest a better statement of
mission, vision, and guiding principles.
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Collin Technologies:
Organizational Leadership
1. Develop a list of strengths and
opportunities for improvement.
2. Why are they important and what insights
can they provide to upper-level managers
that they might not have realized?
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Collin Technologies:
Strategic Planning
1. Develop a list of strengths and
opportunities for improvement.
2. Why are they important and what insights
can they provide to upper-level managers
that they might not have realized?
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Chapter 6
Human Resource Practices
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TD Industries
1. Explain how human resource activities at
TD Industries work toward achieving the
company’s vision statement
2. How do HRM processes at TD Industries
support the fundamental principles of TQ:
customer focus, participation and
teamwork, and continuous improvement?
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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L.L. Bean
1. Discuss L.L. Bean’s approach to blending
human resource management with total
quality. What lessons can be applied to
other organizations?
2. How has the TQHR department modeled
the characteristics of teams given in
Scholtes’s list of successful team
characteristics?
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L.L. Bean
3. Because L.L. Bean is primarily a service
firm, what special challenges does it face
as it attempts to emphasize quality to its
employees?
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The Hopeful Telecommuter
1. As Jennifer Smith, what “talking points”
would you prepare to support your case?
2. What issues do you think that the VP of
human resources might raise? What
issues do you think the senior VP of
operations might raise?
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The Hopeful Telecommuter
3. How does your answer demonstrate the
principles of empowerment? How might
it fit the components of the HackmanOldham job characteristics model?
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TVS Partnership Proprietary, Ltd.
1. How may changes in the organizational
structure have affected human resource
policies? What were the strengths and
weaknesses in the human resources
management approaches that TVS adopted?
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TVS Partnership Proprietary, Ltd.
2. Why has the HR function undergone so
many changes in a short period of time?
What approaches might you recommend?
3. How could managers from the different
divisions be encouraged to share their
perspectives and knowledge to benefit the
whole organization?
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Collin Technologies:
Work Systems
1. Develop a list of strengths and opportunities
for improvement.
2. Why are they important and what insights
can they provide to upper-level managers
that they might not have realized?
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Collin Technologies:
Employee Well-Being
and Satisfaction
1. Develop a list of strengths and opportunities
for improvement.
2. Why are they important and what insights
can they provide to upper-level managers
that they might not have realized?
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Chapter 7
Process Management
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Applying QFD to a
University Support Service
1. Do you agree with the relative importance
measures of the voice of the customer in
Figure 7.19? Explain why these rankings
are reasonable, or provide counter arguments
for a different ranking.
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Applying QFD to a
University Support Service
2. Using the relative importance ratings of
the customer attributes on a 5-point scale,
compute a weighted score for each
technical requirement. Do your scores
support the conclusions of the study?
3. What other recommendations might you
suggest?
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM
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Gold Star Chili
Process Management
1. How does the organization structure in
Figure 7.21 reflect Deming’s view of a
production system as discussed in Chapter
1?
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Gold Star Chili
Process Management
2. As a small, privately-held company, Gold
Star is relatively new at applying total
quality management approaches to its
process management. Based on the
information provided, what suggestions
might you provide in the process
management area as the company matures
in its journey to total quality?
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The State University Experience
1. What breakdowns in service processes has
this student experienced?
2. What types of process management
activities should State University
administrators undertake?
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A Case of Failure
in Product Development
1. What factors in the product development
process caused this disaster? Which
individuals were responsible?
2. Discuss how techniques of quality
engineering might have improved the
product development process for the
compressor.
3. What lessons did GE probably learn for
the future?
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Collin Technologies:
Support Processes
1. Develop a list of strengths and
opportunities for improvement.
2. Why are they important and what insights
can they provide to upper-level managers
that they might not have realized?
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Collin Technologies:
Supplier and Partnering Processes
1. Develop a list of strengths and
opportunities for improvement.
2. Why are they important and what insights
can they provide to upper-level managers
that they might not have realized?
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Chapter 8
Performance Measurement
and Strategic Information
Management
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Measurement and Data
Management at Xerox
1. Discuss how data captured by Xerox span
the entire scope of company performance.
2. This description of Xerox’s data and
information approaches was written
before the concept of interlinking. What
approaches might Xerox now employ
based on the information presented?
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Measurement and Data
Management at Xerox
3. “Operability” means expanded
features that are simple and easy to
use. Describe some methods to
measure operability.
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Modeling Cause-and-Effect
Relationships at IBM Rochester
1. Explain why the relationships shown
in Figure 8.13 make sense in theory.
2. Can these results apply to other
businesses? Why or why not?
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Ultra-Productivity Fasteners,
Part I
• Summarize the key factors that drive
this company’s business and define a
set of quality performance indicators
that would be consistent with these
factors.
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Ultra-Productivity Fasteners,
Part II
• Identify the strengths and areas for
improvement relative to the Baldrige
results criteria for Organizational
Effectiveness. What differences do you
find between Versions A and B? Why
did your scores differ between
versions?
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Collin Technologies:
Measurement of Organizational
Performance
1. Develop a list of strengths and
opportunities for improvement.
2. Why are they important and what
insights can they provide to upperlevel managers that they might not
have realized?
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Chapter 9
Statistical Thinking
and Applications
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Improving Quality of a Wave
Soldering Process through
Design of Experiments
1. Why did the first experimental design not
find the true optimum combination of
factors to achieve the maximum reduction
of defects?
2. What were some of the advantages in
using experimental design over a
traditional trial-and-error approach?
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Improving Process Capability
through Statistical Thinking at Alcoa
1. How was statistical thinking applied
to the problem Alcoa faced?
2. Explain the relationships between the
results of the statistical analyses and
the actions the team took.
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Improving Process Capability
through Statistical Thinking at Alcoa
3. If all the variances associated with
the individual effects that the team
estimated contribute to the variability
of the product, what is the standard
deviation of the product?
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The Disciplinary Citation
1. What is your opinion of the manager’s
approach? How does it compare with the
Deming philosophy?
2. How might the analysis of the data help
the manager to understand the variation in
the system? How can the data help the
manager improve the performance of this
system?
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The Quarterly Sales Report
1. How can Hagler improve his
approach by applying principles of
statistical thinking? Use any analyses
of the data that you feel are
appropriate to fully explain your
thinking and help him.
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The HMO Pharmacy Crisis
How do you think Dover should
approach this problem, using what he
has just learned?
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Hydraulic Lift Co.
1. Using the histograms in the case,
estimate the process capability
indexes for each situation.
2. What lessons can be learned in terms
of performing process capability
studies and interpreting the results?
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Chapter 10
Quality Improvement
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Implementing Six Sigma
at GE-Fanuc
1. How was GE’s corporate-level vision of
Six-Sigma put into practice at the GEFanuc manufacturing site?
2. What is the difference between direct
labor savings and labor cost avoidance
savings from a managerial perspective?
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Implementing Six Sigma
at GE-Fanuc
3. Verify that the number of defective
boards found in the test gives a dpmo of
130.
4. If you were Splaun and were asked to
make a presentation to other team
leaders and managers, what conclusions
would you draw about the project?
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Process Improvement
on the Free-Throw Line
1. How does this application conform to
Deming’s PDSA cycle?
2. Design a check sheet that might be
useful to collect data for this analysis.
How might Pareto diagrams be useful
to enhance the analysis?
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Welz Business Machines
1. From the conversation between Tim
and his staff, draw a cause-and-effect
diagram.
2. Perform a Pareto analysis of the data
on the frequency of reasons why
some callers had to wait.
3. Discuss some actions the company
might take to improve the situation.
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Readilunch Restaurant
1. Plot the average number of empty
tables on a run chart, computing the
average value but ignoring the control
limits. What do these data show?
2. Use one of the seven QC tools to come
up with possible causes to explain
customer dissatisfaction, based on the
reasons described in the case.
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Readilunch Restaurant
3. Analyze the check sheet in Table 10.5.
What conclusions do you reach?
4. What do you recommend that Carol
Read do to overcome these problems?
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Chapter 11
Quality Control
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Quality Control for an
International Wine Producer
1. Explain the different approaches the
company uses to control its quality.
2. Explain the importance of
understanding process capability in
setting standards and specifications.
How can lessons learned from this
case be generalized?
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Quality Control at Dunlavy
Audio Labs, Inc.
1. Describe the types of quality controls used
at DAL. Why does the company use so
many checkpoints?
2. Based on the limited information
described in this case, what additional
methods or procedures might the company
engage to assure the quality of its
products?
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Stuart Injection Molding
Company
What would you recommend to the
company? Discuss what should be
included in the quality manual, and
note any additional information that
you might need.
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World-Wide Appliances
1. What criteria should Harold use to decide
whether to use outside consultants? If he
does not use outside consultants, what
types of training should he consider for
the plant employees?
2. Evaluate the proposed “bundling” auditing
technique. What advantages or
disadvantages might it have?
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Bloomfield Tool Co.
• Calculate the R&R, process, and total
variation for the data.
• Using TV as the divisor, calculate the
percentage of total variation that the EV,
AV, R&R, and PV encompass.
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Bloomfield Tool Co.
• What conclusions can you draw about
the variations that were observed?
• What recommendations could you
make on how the measurement system
could be improved?
• What would you tell the production
manager?
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Chapter 12
Statistical Process Control
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Applying SPC in Pharmaceutical
Product Manufacturing
1. Using the data for the initial process
capability study sample, compute the
process capability indexes and construct
a histogram for these data.
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Applying SPC in Pharmaceutical
Product Manufacturing
2. Explain why it was incorrect that the
operators did not plot the initial data,
find special causes, and compute new
control limits. What might have
happened had they done it this way?
3. What lessons can be learned from this
case?
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Using a u-Chart
in a Receiving Process
1. Verify the computation of the center
line and the control limits in Figure
12.48.
2. What information might a separate
chart for each error category provide?
Would you recommend spending the
time and effort to make these
additional computations?
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La Ventana Window Company
1. Interpret the data in the LVWC Case
worksheet, establish a state of
statistical control, and evaluate the
capability of the process to meet
specifications. What might be the
likely causes for lack of control? Is
LVWC facing a serious problems?
How might they eliminate the
problems found by SVH?
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La Ventana Window Company
2. Using the additional data, evaluate
whether the process remains in
control and suggest any actions that
should be taken.
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Murphy Trucking, Inc.
Assignment 1
a. Determine the process capability.
What is the average rate of defective
bills? Is the process in control? What
error rates might the company
expect? What general conclusions do
you reach?
b. How do the results differ for the
second set of data?
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Murphy Trucking, Inc.
Assignment 2
a. Construct another appropriate control
chart that could better tell you about
the nature of the defects. Also
construct a Pareto diagram and
suggest recommendations to reduce
billing errors.
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Murphy Trucking, Inc.
Assignment 2
b. Use the charts to advise Rick on the
next steps. How do the results differ
from the first to second study? What
error categories have improved?
Which ones might the company need
to work on immediately?
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Chapter 13
Reliability
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Testing Audio Components
at Shure, Inc.
1. Describe how the definition of reliability
applies to the performance tests described.
Do these tests measure inherent reliability or
achieved reliability?
2. For the examples provided, what quality or
reliability measurements might be taken and
how might the data be analyzed?
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Software Quality Assurance
at Los Alamos National Laboratory
1. Describe the approach used by Los
Alamos National Laboratory to
assure the quality and reliability of its
software.
2. Does the use of the separate testing
group conflict with TQ principles?
Why or why not?
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Automotive Air Bag Reliability
1. What is the role of the dual actuators
in the mechanical air bag system?
Describe the effect of having only
one.
2. Compute the reliabilities of each
system. What conclusions do the
data suggest?
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Automotive Air Bag Reliability
3. Plot the engineering calculations of
system reliabilities over time on a
graph. What do the data suggest?
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Chapter 14
Building and Sustaining
Total Quality Organizations
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Xerox 2000: Sustaining
Leadership through Quality
1. In what ways is the Xerox
Management Model similar to the
Baldrige framework? In what ways
does it differ?
2. Discuss some of the issues that Xerox
would have to face in implementing
the new model throughout its vast
organization.
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Xerox 2000: Sustaining
Leadership through Quality
3. In recent years, Xerox and others
have fallen on hard times. Can one
place blame on its quality
management approaches? How
would you respond to such criticism?
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The Eastman Way
1. Trace the development of total
quality at Eastman. What lessons can
you derive that would be useful to
other organizations?
2. How does Eastman exhibit principles
of a learning organization?
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The Parable of the Green Lawn
1. Within the context of the continual struggles
to create a “world-class” lawn and “worldclass” business, draw analogies between the
events when total quality is implemented.
2. Translate the problems in the case into
business language. What are the
implementation barriers to achieving total
quality?
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The Yellow Brick Road
to Quality
For the scene summaries from the film,
The Wizard of Oz, discuss the lessons
that organizations can learn in pursuing
change and a TQ culture.
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Equipto, Inc.
1. Discuss the way in which the TQ
program was launched. Could it have
been done differently, and perhaps
better?
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Equipto, Inc.
2. What are the pros and cons of upfront training versus JIT training. Do
you think that some momentum
might have been lost because
employees were trained before they
were sent out to work on projects?
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