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Manging Quality

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Submitted By srm0507
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Pages 4
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Chapter 1

Q3. Explain the differences between manufacturing and service organizations and their implications for quality
Manufacturing organizations produce a tangible product that can be seen, touched, and directly measured. The manufacturing quality dimensions are performance, features, reliability, conformance, durability, serviceability, aesthetics, and perceived quality. In contrast to manufacturing, service organizations produce a product that is intangible.

Q5. Why is communication within an organization an important part of the quality improvement process?
It is difficult to devise a coherent strategic plan relating to quality when communication is imprecise. One important attribute of a strategic plan is functional alignment or consistency. If different departments in a company understand quality differently, then the strategic plan will not be in alignment. Understanding that different definitions and dimensions of quality exist allows measures to be taken to provide a good basis for communication and planning.

Q7. Describe the “systems view” that underlies modern quality management thinking. Which of the perspectives of quality discussed in chapter 1 is most closely aligned with the systems view?
The system view involves the understanding that product quality is the result of the interactions of several variables, such as machines, labor, procedures, planning, and management. Operation management focuses on the management and continual improvement of conversion processes. This system view focuses on interactions between the various components that combine to produce a product or service.
The system view focuses management on the system as the cause of quality problems.

Q9. Research has shown that quality is still a major concern of the majority of CEOs in American corporations. Is this level of concern about quality warranted?

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