质量管理第六版英文教辅 chapter 2

ManagingQuality:IntegratingtheSupplyChain,6e(Foster)Chapter2QualityTheory1)Acoherentgroupofgeneralpropositionsusedasprinciplesofexplanationforaclassofphenomenaisreferredtoasa(n).postulateaxiomtheorycorollaryhypothesisAnswer:CDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.1:Integratetheoriesandconceptsformkeythoughtleaders.AACSB:ApplicationofKnowledgeType:ConceptAnarrowpointingfromanindependentvariabletoadependentvariableinatheoreticalmodeltypicallyimplies.causalitynormalityrandomnessproactivityE)synergyAnswer:ADiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.1:Integratetheoriesandconceptsformkeythoughtleaders.AACSB:ApplicationofKnowledgeType:ConceptTheofatheoreticalmodelinvolveswhichvariablesorfactorsareincludedinthemodel.whywhathowwho-where-whenwhichAnswer:BDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.1:Integratetheoriesandconceptsformkeythoughtleaders.Type:ConceptThetheoryofscientificmanagementwasproposedby.FrederickW.TaylorJosephM.JuranPhilipCrosbyW.EdwardsDemingKaoruIshikawaAnswer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:22Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:Concept31)isalsocalledthe80/20rule.Ishikawa'squalityphilosophyPareto'slawJurantrilogyTaguchimethodDeming'spointsformanagementAnswer:BDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:Concept32)wasresponsibleforthedevelopmentanddisseminationofthebasicseventoolsofquality.KaoruIshikawaPhilipCrosbyGenichiTaguchiArmandFeigenbaumJosephM.JuranAnswer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:Concept33)iscreditedwithdemocratizingstatistics.ArmandFeigenbaumJosephM.JuranGenichiTaguchiPhilipCrosbyKaoruIshikawaAnswer:EDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:22Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptWhatisthemajortheoreticalcontributionofKaoruIshikawa?theconceptofbenchmarkinghisassertionthattheentireorganizationshouldbeinvolvedinimprovingqualitythezero-defectsapproachtoqualityimprovementhisemphasisontotalinvolvementoftheoperatingemployeesinimprovingqualitythequalitylossfunctionandtheconceptofrobustdesignAnswer:DDiff:3LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptWhatistheprimarycontributionofArmandFeigenbaum?theconceptofbenchmarkinghisassertionthattheentireorganizationshouldbeinvolvedinimprovingqualitythezero-defectsapproachtoqualityimprovementhisemphasisontotalinvolvementoftheoperatingemployeesinimprovingqualitythequalitylossfunctionandtheconceptofrobustdesignAnswer:BDiff:3LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptWhatarethethreestepsproposedbyFeigenbaumtoimprovequality?qualityinspection,qualityaccountability,andqualitycontrolqualityleadership,qualitytechnology,andorganizationalcommitmentemployeeempowerment,totalqualitymanagement,andstatisticalprocesscontrolself-directedworkteams,employeeempowerment,andtotalqualitymanagementqualityleadership,qualitymanagement,andtotalqualitycontrolAnswer:BDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:22Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:Concept37)proposednThe19stepsofTotalQualityControl/1PhilipCrosbyW.EdwardsDemingJosephM.JuranGenichiTaguchiArmandFeigenbaumAnswer:EDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptWhatistheprimarycontributionofPhilipCrosby?theconceptofbenchmarkinghisassertionthattheentireorganizationshouldbeinvolvedinimprovingqualitythezero-defectsapproachtoqualityimprovementhisemphasisontotalinvolvementoftheoperatingemployeesinimprovingqualitythequalitylossfunctionandtheconceptofrobustdesignAnswer:CDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptWhatistheprimarycontributionofGenichiTaguchi?theconceptofbenchmarkinghisassertionthattheentireorganizationshouldbeinvolvedinimprovingqualitythezero-defectsapproachtoqualityimprovementhisemphasisontotalinvolvementoftheoperatingemployeesinimprovingqualitythequalitylossfunctionandtheconceptofrobustdesignAnswer:EDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:22Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptQualitylossfunctionandrobustdesignareconceptsincludedin.Ishikawa'squalityphilosophytheTaguchimethodDeming*s14pointsformanagementtheJurantrilogyPareto*slawAnswer:BDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:Concept41)referstoareferencepointfordeterminingthequalitylevelofaproductorservice.QualityofconformanceHothousequalityQualitylossfunctionSpecificqualityIdealqualityAnswer:EDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:Concept42)TheTaguchiconceptofstatesthatproductsandservicesshouldbedesignedsothattheyareinherentlydefect-freeandofhighquality.homoscedasticityrobustdesignqualitylossfunctionidealqualitydesignconformanceAnswer:BDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:Concept43)istheprinciplepioneerofbenchmarking.RobertC.CampTomPetersMichaelHammerJamesChampyStephenR.CoveyAnswer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:Concept44)MichaelHammerandJamesChampyaremostcloselyidentifiedwith.statisticalprocesscontrolreengineeringtotalqualitymanagementbenchmarkingSixSigmaqualityAnswer:BDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:Concept45)isbestknownforhisbook,The7HighlyEffectivePeople.RobertC.CampTomPetersMichaelHammerJamesChampyStephenR.CoveyAnswer:EDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:22Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptW.EdwardsDemingenumeratedthe14pointsformanagement.Answer:TRUEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:22Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptAccordingtoDeming,poorqualitywasthefaultoflabor.Answer:FALSEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptConstancyofpurposemeansthatmanagementcommitsresourcesinordertoachievequickreturnsandbottom-lineresults.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptDemingproposestheneedformassinspectiontoimprovequality.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptQualityatthesourcemeansthatallworkersareresponsiblefortheirownworkandperformneededinspectionsateachstageoftheprocesstomaintainprocesscontrol.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ApplicationJust-in-timepurchasingincreasesthenumberofsuppliersused,resultinginincreasedvariability.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ApplicationJust-in-timepurchasinginvolvestheusageoflong-termcontractsthatresultintheabilitytodevelopandcertifysuppliers.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptFastdesigncyclesarearesultofthedepartmentalapproachtodesign.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptDemingstressedtheneedforworkstandardsonthefactoryfloor.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:22Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptManagementbyobjectivereferstoaprocessofsettingannualgoalsthatarebindingontheemployee.Answer:TRUEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptThethreeaspectsoftheJurantrilogyareplanning,control,andimprovement.Answer:TRUEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:22Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptControlinvolvesgatheringdataaboutaprocesstoensuretheprocessisconsistent.Answer:TRUEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptBreakthroughimprovementimpliestheprocesshasbeenstudiedandthatsomemajorimprovementhasresultedinlargenonrandomimprovementtotheprocess.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptThetheoryofscientificmanagementwasproposedbyJosephJuran.Answe亡FALSEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptAccordingtothetheoryofscientificmanagement,themanagersandengineersshouldberesponsibleforplanningandexecutingtheplans.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptAACSB:ApplicationofKnowledgeType:ConceptTheofatheoreticalmodelinvolvesthenature,direction,andextentoftherelationshipamongthevariables.whywhathowwho-where-whenwhichAnswer:CDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.1:Integratetheoriesandconceptsformkeythoughtleaders.AACSB:ApplicationofKnowledgeType:ConceptTheofatheoreticalmodelisthetheoreticalgluethatholdsthemodeltogether.whywhathowwho-where-whenwhichAnswer:ADiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.1:Integratetheoriesandconceptsformkeythoughtleaders.AACSB:ApplicationofKnowledgeType:ConceptTheofatheoreticalmodelisresponsibleforplacingcontextualboundsonthetheory.whywhathowwho-where-whenwhichAnswer:DDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.1:Integratetheoriesandconceptsformkeythoughtleaders.AACSB:ApplicationofKnowledgeType:ConceptKaoruIshikawaiscreditedwithdemocratizingstatistics.Answer:TRUEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptThemajortheoreticalcontributionofIshikawaishisemphasisontotalinvolvementoftheoperatingemployeesinimprovingquality.Answer:TRUEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptAccordingtoKaoruIshikawa,theidealstateofqualitycontroliswheninspectionisnolongernecessary.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptFeigenbaum'sthree-stepprocesstoimprovequalityincludequalityleadership,qualitytechnology,andorganizationalcommitment.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptHothousequalityreferstoqualityprogramsthatreceivealotofhooplaandnofollow-through.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptThezero-defectsapproachtoqualityimprovementwasproposedbyArmandFeigenbaum.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:22Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptTheTaguchimethodprovidesamethodforadjustingthemeanofaprocessbyoptimizingcontrollablevariables.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptQualitylossfunctionandrobustdesignareconceptsincludedinIshikawa'squalityphilosophy.Answer:FALSEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptIdealqualityreferstoareferencepointfordeterminingthequalitylevelofaproductorservice.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptTheTaguchiconceptofrobustdesignstatesthatproductsandservicesshouldbedesignedsothattheyareinherentlydefect-freeandofhighquality.Answer:TRUEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptTomPetersistheprinciplepioneerofbenchmarking.Answer:FALSEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptRobertC.Camp'sapproachtomanagementisvalue-basedinthatheproposesthatpeopleinmanagementlivealifethatbalancesprofessionalwithpersonalandspiritualgrowth.Answer:FALSEDiff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ApplicationMichaelHammerandJamesChampyaremostcloselyidentifiedwithreengineering.Answer:TRUEDiff:1LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptDiscussthecontributionsofW.EdwardsDemingtoqualitythinking.Answer:W.EdwardsDeminghasmadeaprofoundimpactonqualitythinkingworldwide.Throughouthiscareer,Deminggaveseminars,wrotebooks,taughtclasses,andpublishedarticlestoexplainhisapproachtoqualitymanagement.Deming'smantrawas"continual,never-endingimprovement/'Theessenceofhisthinkingwasthatqualityisafunctionofthemanagementwithinafirm,andisnotthesoleresponsibilityofworkers.Demingusedstatisticstosupporthisarguments.Hearguedthatthegoalsofhigherlevelsofqualitywouldperhapsneverbecompletelymet,butfirmsthatcontinuallyworkedtowardhigherlevelsofqualitywouldgetbetter.Hearticulatedhisthinkinginhis"14PointsforManagement.0Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptStateDeming's14pointsformanagement.Answer:Deming's14pointsformanagementrepresentmanyofthekeyprinciplesthatprovidethebasisforqualitymanagementinmanyorganizations.Createconstancyofpurpose.Adoptanewphilosophy.Ceasemassinspection.Endawardingbusinessonthebasisofpricetag.Constantlyimprovethesystem.Institutetrainingonthejob.Improveleadership.Driveoutfear.Breakdownbarriersbetweendepartments.Eliminateslogans.Eliminateworkstandards.Removebarrierstopride.Instituteeducationandself-improvement.Puteverybodytowork.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:22Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptDifferentiatebetweencontrolandbreakthroughwithanexample.Answer:AccordingtoJuran,controlisaprocess-relatedactivitythatensuresprocessesarestableandprovidesarelativelyconsistentoutcome.Controlinvolvesgatheringdataaboutaprocesstoensuretheprocessisconsistent.Breakthroughimprovementimpliestheprocesshasbeenstudiedandthatsomemajorimprovementhasresultedinlargenonrandomimprovementtotheprocess.Thedifferencebetweencontrolandbreakthroughcanbeunderstoodwhenconsideringadiseasesuchaspolio.Controlactivitiesinvolvedimprovinghealthbyquarantiningpeoplewhohadthedisease.Breakthroughimprovementoccurredwiththedevelopmentofthepoliovaccinethateradicatedthedisease.Itisimportanttounderstandthatcontrolandbreakthrough-relatedactivitiesshouldoccursimultaneously.Diff:3LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:SynthesisDescribeParetoanalysis.Answer:JosephJuranidentifiedaneconomicconceptthatheappliedtoqualityproblems.ThiseconomicconceptiscalledPareto!slaworthe80/20rule,andisnamedaftertheItalianeconomistVilfredoPareto.Paretofoundthat80percentofthewealthinMilanwasheldby20percentofthepopulation.UsingPareto*slaw,wecanseethatthemajorityofqualityproblemsaretheresultofrelativelyfewcauses.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptDiscussthecontributionsofKaoruIshikawatoqualitythinking.Answer:KaoruIshikawaprovidedtoolsthatworkedwellwithintheDemingandJuranframeworks.PerhapsIshikawa'sgreatestachievementwasthedevelopmentanddisseminationofthebasicseventoolsofquality(B7).Asthedeveloperofthesetools,Ishikawaiscreditedwithdemocratizingstatistics.ThemajortheoreticalcontributionofIshikawaishisemphasisontotalinvolvementoftheoperatingemployeesinimprovingquality.Ishikawaiscreditedforcoiningtheterm"company-widequalitycontrof'inJapan.Hisideasweresynthesizedinto11pointsthatmadeuphisqualityphilosophy.Diff:2LearningOutcome:DiscussthetotalcostofqualityandcomparethecommonmethodsofmanagingqualityLO:2.2:Discussthedifferingideasfromqualitymanagementthoughtleaderstodeterminethebestmethodsformanagingquality.AACSB:ApplicationofKnowledgeType:ConceptDiscussthecontributionsofArmandFeigenbaumtoqualitythinking.Answer:ArmandFeigenbaumproposed19stepsforimprovingquality.Feigenbaum'sprimarycontributiontoqualitythinkinginAmericawashisassertionthattheentireorganizationshouldbeinvolvedinimprovingquality.HewasthefirstintheUnitedStatestomovequalityfromtheofficesofthespecialistbacktotheoperatingworkers.Feigenbaumproposesathree-stepprocesstoimprovingquality.Thesestepsinvolvequalityleadership,qualitytechnology,andorganizationalcommitment.Leadershipisthemotivatingforceforqualityimprovement.Qualitytechnologyincludesstatisticsandmachinerythatcanbeusedtoimprovetechnology.Organizationalcommitmentincludeseveryoneinthequalitystruggle.Majorimpedimentstoimprovingqualityincludedthefourdeadlysinsofhothousequality,wishfulthinking,produ