1.In the manufacturing industry, who are the various stakeholders in implementing a quality process? How is each stakeholder impacted? Are all stakeholders impacted equally in implementing the quality process? Explain.
2.In a global market, source venders - or stakeholders - may or may not have quality control enforcement that meets the standards of the country producing the product. What are some approaches to control quality across the global supply chain? What are some implications or consequences of not properly controlling the quality of raw materials and components in the supply chain? Provide examples to support your answer.
3.What are some approaches taken by leadership in planning, developing, and implementing a quality process? What type of leadership is necessary to implement the plan and keep it focused until completion?
4.What are the distinguishing elements of a process-driven quality requirement? What is unique about a process-driven quality requirement? What are some of the unique elements of implementing customer-driven quality requirements as opposed to process-driven quality requirements?
5.What are the distinguishing elements of a customer-driven quality requirement? What elements are unique to a customer-driven quality requirement? Why is interfacing between the provider and the customer so critical in the successful implementation in customer-driven quality requirements?
6.How does one evaluate the characteristics of a quality tangible product? How important would reliability and dependability factor into your evaluation?
7.Trust has been identified as a very important attribute for leaders who are initiating quality improvement efforts. Why do you believe trust is such an important attribute?
8."Training plays a key role in the development of a quality culture in any organization." Why do you think this is so? Explain your answer.
9.Do quality initiatives result in an immediate profit improvement? How would an organization determine if the quality initiative results need to be measured? How would the organization determine when to measure the improvement?
10.What are some KPIs that can affect alliances with certain vendors? Which KPIs are most important? Why?
11.What are some areas of a company adversely affected when switching suppliers? How would altering suppliers affect the different areas of a manufacturing company? How would it affect the different areas of a service company?
12.What are some of the major costs in altering an existing supplier relationship or establishing a new one? What significant costs might be incurred by a manufacturing business upon modifying a supplier relationship? What are some of the primary costs you would use in evaluating a service provider?
13.The statement has been made that "A quality system is not just a series of boxes and arrows. It is an interconnected, interdisciplinary network of people, technology, procedures, markets, customers, facilities, legal requirements, reporting requirements, and assets that interact to achieve an end." What does this statement mean to you?
14.What value does an external quality management organization bring to a company that employs their methodology? Does receiving the endorsement from an external quality management organization bring long-term value to a company? Why or why not?
15.Does participation in state or local quality management organizations continue to add value to an organization? Does this participation affect the line worker? In what way?