7. One area of agreement among the three Gurus (Deming, Juran, and Crosby) is the importance of management's role in insuring continuous improvement and world class quality. Question. Briefly discuss the viewpoint of each Guru with respect to how they view management's role in ensuring continuous improvement and world class quality.

7. One area of agreement among the three Gurus (Deming, Juran, and Crosby) is the importance of management's role in insuring continuous improvement and world class quality. Question. Briefly discuss the viewpoint of each Guru with respect to how they view management's role in ensuring continuous improvement and world class quality.

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
Q1) solve the following mcqs a) At Khaleej Corporation, managers drew up a three-stage plan as they prepared for layoffs. First, they warned employees several months ahead that layoffs were inevitable. Soon thereafter, they held on-site presentations at all locations to explain to employees why the layoffs were needed and to provide as much information as they could about what employees should expect. Represents an example of?" Provide assistance to displaced workers Help survivors thrive Both A & B More Communication is significant b) Rational decision-making approach ideally implies ______ decisions. Programmed Non-programmed Rational Non-rational
Q1) solve the following mcqs a) At Khaleej Corporation, managers drew up a three-stage plan as they prepared for layoffs. First, they warned employees several months ahead that layoffs were inevitable. Soon thereafter, they held on-site presentations at all locations to explain to employees why the layoffs were needed and to provide as much information as they could about what employees should expect. Represents an example of?" Provide assistance to displaced workers Help survivors thrive Both A & B More Communication is significant b) "An army officer gives his directions on a certain task, his cadets are compelled to follow his instructions. This is an example of ___. " Expert Referent Reward Legitimate c) _____ is the person who serves as one of the key persons in managing change initiatives. Change agent CEO CFO CIO
3. What is benchmarking?
5.1 data: Prepare a product-by-value analysis for the following products, and given the position in its life cycle, identify the issues likely to confront the operations manager and his or her possible actions. product alpha has annual sales of 1000 units and a contribution of $2,500; it is in the introductory stage. product bravo has annual sales of 1,500 units and a contribution of $3,000; it is int the growth stage. Product Charlie has annual sales of 3,500 and a contribution of $1,750; it is in the decline stage. *See that attached image* Use the data in solved problem 5.1 to examine what happens to the decision if Sarah King can increase all of design B yields from 59,000 to 64,000 by applying an expensive phosphorus to the screen at an added manufacturing cost of $250,000. Prepare the modified decision tree. What are the pay-offs, and which branch has the greatest EMV.
Q#3: Explain Basic Concept of Total Quality Management (TQM) in your own words and discuss those obstacles which are facing in the successful implementation of TQM in any organization.
Course: Strategic Management The software systems like Enterprise Integration Software (EIS) are complex and quality is largely a function of the related installation and consulting processes. Propose how JRP Computing can control quality and ultimately protect the reputation of its product and brand name when it has ultimately outsourced installation to its partners.
CASE STUDY- BRUNT HOTELS, PLC, UNITED KINGDOMBack Ground of Brunt Hotels, PLCBrunt Hotels, PLC, owns more than 60 hotels throughout the United Kingdom. They recentlyacquired a small hotel chain headquartered in France. Brunt’s chief executive decided that halfof the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group;the other half will be sold. This will support Brunt’s strategic objective of growing theorganization slowly to make sure that new ventures are well supported and opened on time andon budget. Brunt’s hotels are considered budget accommodations; they are functional, cleanand reasonably priced.Most guests stay for one to three nights and are a combination of business and leisure travellers.The hotels are typically situated in downtown locations that are easily accessible by masstransit. Tourists are attracted to these hotels in popular visitor destinations where the manylocal attractions mean that they will not be spending much time in…
CASE STUDY- BRUNT HOTELS, PLC, UNITED KINGDOMBack Ground of Brunt Hotels, PLCBrunt Hotels, PLC, owns more than 60 hotels throughout the United Kingdom. They recentlyacquired a small hotel chain headquartered in France. Brunt’s chief executive decided that halfof the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group;the other half will be sold. This will support Brunt’s strategic objective of growing theorganization slowly to make sure that new ventures are well supported and opened on time andon budget. Brunt’s hotels are considered budget accommodations; they are functional, cleanand reasonably priced.Most guests stay for one to three nights and are a combination of business and leisure travellers.The hotels are typically situated in downtown locations that are easily accessible by masstransit. Tourists are attracted to these hotels in popular visitor destinations where the manylocal attractions mean that they will not be spending much time in…
1.What is operating philosophy in traditional culture (face to face classes) and Quality Culture (modular/online classes)? 2.What is objectives of traditional culture(face to face classes) and Quality Culture (modular/online classes)? 3.What is management approach in traditional culture (face to face classes) and Quality Culture (modular/online classes)? 4.what is Attitude towards customers (teacher- student attitude) in traditional culture (face to face classes) and Quality Culture (modular/online classes)? 5.Problem solving approach in traditional culture (face to face classes) and Quality Culture (modular/online classes)? 6.Supplier relationship (teacher-student relationship) in traditional culture (face to face classes) and Quality Culture (modular/online classes)? 7. Performance improvement approach (students output) in traditional culture (face to face classes) and Quality Culture (modular/online classes)?