SOLUTION MANUAL FOR MANAGING FOR QUALITY AND
PERFORMANCE EXCELLENCE, 8TH EDITION CHAPTER 1-
13, CH13A,CH13B,CH13C,CH13D, CH13 FINAL
CHAPTER 1
Introduction to Quality
Teaching Notes
Guide to the Instructors’ Resources
In this and succeeding chapters of the narrative files of this Instructor’s Resource CD
(abbreviated as IRCD), we start with key objectives, which cover the key points and basic
content of each chapter. Then we provide answers to Quality in Practice key issue questions
based on the short QIP cases. After that, there are answers to review and discussion questions,
problem solutions (where applicable), and answers to case questions. Also, where there are
Bonus Quality in Practice and traditional cases, the Answers to Key Questions are placed in a
final Bonus section of each chapter of this Instructor’s Resource.
For problem-solving chapters (8, 10, 11, 12, and 13), we have provided a file of input data
(called Data Files-All) for you, by chapter, which duplicates the data that students will find in
each chapter’s Bonus file folders. In addition to the solved problems found in this IRCD, we also
have Excel solutions to problems, as appropriate, in another folder, entitled C13-Excel
Solutions. Finally, to assist in explaining various statistical techniques and concepts, we have
selected problems from each chapter and put them into abbreviated PowerPoint and MSWord
format. These are collected, by chapter, in a folder entitled PowerPoint Problems. Finally, we
have our PowerPoint lecture slides for each chapter.
Media Resources
,The videos which we have uploaded to the student Premium website are available to
instructors as teaching resources. These videos came primarily from the annual Baldrige Award
archives, and can be used to provide an “inside look” and numerous examples of “leading edge”
business practices which lead to performance excellence. Below are some suggestions as to
which videos might fit various chapters. These should be taken only as a guide, since all of the
Baldrige winning companies exhibit world-class performance excellence, and they are
outstanding in all of the criteria exemplified in our Baldrige-based chapters. Below is a matrix of
videos and chapters where they may fit.
Suggested use of videos to complement text chapters.
Chapter
1 1 1 1
Video 1 2 3 4 5 6 7 8 9 0 1 2 3
American Airlines x x
Anthroplogie x
Apple batteries x x
Deming x
FedEx x
The Ritz Carlton Hotel Company x
Six Sigma x x
Zappos x x
Baldrige Cargill x
Baldrige Iredell-Statesville schools x x
Baldrige Poudre Valley x
Baldrige Pro-Tec x x
Baldrige Mercy Health x x
Baldrige Sharp Health x
Baldrige Coral Springs x
Baldrige ARDEC x x
,Baldrige Premier x
Baldrige MESA x X
Baldrige North Mississippi Medical
Center x x
Baldrige Sunny Fresh Foods x
Baldrige Park Place Lexus x x
Baldrige Pal’s Sudden Service x x
Baldrige Los Alamos National Bank x
Baldrige Sharp Health Care x
In the first class session, we typically provide a few introductory remarks about the importance
of quality (see PowerPoint© slides for use in your lectures) and then often show a video. One of
the favorites is Pal’s Sudden Service, which is about a small fast food restaurant chain. Students
can easily grasp the significance of quality in this familiar setting.
The annual video and CD versions of NIST’s Malcolm Baldrige National Quality Award winners’
profiles provides for an ever-expanding and rich source of inexpensive case studies that can
supplement the text materials. These are available through the American Society for Quality’s
online bookstore at www.asq.org. Segments from several of these files have been used to
develop the video cases in this edition. They can be found in the materials on the Premium
website accompanying the text. See more on suggested use of these videos, below.
Also, associations such as the American Society for Quality (ASQ), the Association for Quality
and Participation (AQP) – a division of ASQ, the Society for Manufacturing Engineers (SME), the
Institute of Industrial Engineers (IIE), and the Institute for Operations Research and
Management Science (INFORMS) are excellent sources for quality media materials.
Chapter 1 Overview and Key Objective
, The first chapter provides an overview of the importance of quality in a rapidly changing
business environment. Actually, that has become a cliché. Perhaps we should use the phrase: “a
chaotic business environment.” Students at both the undergraduate and graduate level are
likely to be taking this course as an elective, so you may have a tendency to assume that they
are "self-motivated" by simply being there. This is not necessarily the case. Also, the terms
“TQM” or even “total quality” may be looked upon by some as outdated. As business and
industry evolves, they have begun to use the terms “performance management” and
“performance excellence” as synonyms for TQM and total quality. Whatever the vocabulary,
you should try to "hook" your students on the excitement of quality and performance
excellence by using a variety of teaching methods and media.
Key objectives for Chapter 1 should include:
To introduce the concept of quality assurance -- providing consumers with goods and
services of appropriate quality, as a point of reference. This is often how the average
person thinks of quality, but it requires pointing out its limitations, as a technical, rather
than a managerial, approach.
To review the evolution of quality from the Craftsmanship era in the 1700’s, through the
Japanese post-World War II challenge brought on by attention to quality and
international competitiveness, to the “Quality revolution” in the U.S. and elsewhere in
the 1980’s through the early 21st Century. The “revolution” came about as a result of
consumer pressures, technological change, outmoded managerial thinking, and
competitive pressures that changed the way that U.S. and managers around the world
viewed the role of quality.
To provide a framework for understanding “BIG Q” -- managing for quality in all
organizational processes as opposed to simply in manufacturing, referred to as Little Q,
and of total quality management (TQM). These are supported by the organizational
infrastructure that includes: customer relationship management, leadership and
strategic planning, human resources management, process management, and data and
information management, as well as a set of management practices and tools.
To explore the failures in quality initiatives, usually resulting from managerial mistakes,
and how the Six Sigma approach, supported by traditional lean tools from the Toyota
production system, is revitalizing the focus on quality in the 21st century.
PERFORMANCE EXCELLENCE, 8TH EDITION CHAPTER 1-
13, CH13A,CH13B,CH13C,CH13D, CH13 FINAL
CHAPTER 1
Introduction to Quality
Teaching Notes
Guide to the Instructors’ Resources
In this and succeeding chapters of the narrative files of this Instructor’s Resource CD
(abbreviated as IRCD), we start with key objectives, which cover the key points and basic
content of each chapter. Then we provide answers to Quality in Practice key issue questions
based on the short QIP cases. After that, there are answers to review and discussion questions,
problem solutions (where applicable), and answers to case questions. Also, where there are
Bonus Quality in Practice and traditional cases, the Answers to Key Questions are placed in a
final Bonus section of each chapter of this Instructor’s Resource.
For problem-solving chapters (8, 10, 11, 12, and 13), we have provided a file of input data
(called Data Files-All) for you, by chapter, which duplicates the data that students will find in
each chapter’s Bonus file folders. In addition to the solved problems found in this IRCD, we also
have Excel solutions to problems, as appropriate, in another folder, entitled C13-Excel
Solutions. Finally, to assist in explaining various statistical techniques and concepts, we have
selected problems from each chapter and put them into abbreviated PowerPoint and MSWord
format. These are collected, by chapter, in a folder entitled PowerPoint Problems. Finally, we
have our PowerPoint lecture slides for each chapter.
Media Resources
,The videos which we have uploaded to the student Premium website are available to
instructors as teaching resources. These videos came primarily from the annual Baldrige Award
archives, and can be used to provide an “inside look” and numerous examples of “leading edge”
business practices which lead to performance excellence. Below are some suggestions as to
which videos might fit various chapters. These should be taken only as a guide, since all of the
Baldrige winning companies exhibit world-class performance excellence, and they are
outstanding in all of the criteria exemplified in our Baldrige-based chapters. Below is a matrix of
videos and chapters where they may fit.
Suggested use of videos to complement text chapters.
Chapter
1 1 1 1
Video 1 2 3 4 5 6 7 8 9 0 1 2 3
American Airlines x x
Anthroplogie x
Apple batteries x x
Deming x
FedEx x
The Ritz Carlton Hotel Company x
Six Sigma x x
Zappos x x
Baldrige Cargill x
Baldrige Iredell-Statesville schools x x
Baldrige Poudre Valley x
Baldrige Pro-Tec x x
Baldrige Mercy Health x x
Baldrige Sharp Health x
Baldrige Coral Springs x
Baldrige ARDEC x x
,Baldrige Premier x
Baldrige MESA x X
Baldrige North Mississippi Medical
Center x x
Baldrige Sunny Fresh Foods x
Baldrige Park Place Lexus x x
Baldrige Pal’s Sudden Service x x
Baldrige Los Alamos National Bank x
Baldrige Sharp Health Care x
In the first class session, we typically provide a few introductory remarks about the importance
of quality (see PowerPoint© slides for use in your lectures) and then often show a video. One of
the favorites is Pal’s Sudden Service, which is about a small fast food restaurant chain. Students
can easily grasp the significance of quality in this familiar setting.
The annual video and CD versions of NIST’s Malcolm Baldrige National Quality Award winners’
profiles provides for an ever-expanding and rich source of inexpensive case studies that can
supplement the text materials. These are available through the American Society for Quality’s
online bookstore at www.asq.org. Segments from several of these files have been used to
develop the video cases in this edition. They can be found in the materials on the Premium
website accompanying the text. See more on suggested use of these videos, below.
Also, associations such as the American Society for Quality (ASQ), the Association for Quality
and Participation (AQP) – a division of ASQ, the Society for Manufacturing Engineers (SME), the
Institute of Industrial Engineers (IIE), and the Institute for Operations Research and
Management Science (INFORMS) are excellent sources for quality media materials.
Chapter 1 Overview and Key Objective
, The first chapter provides an overview of the importance of quality in a rapidly changing
business environment. Actually, that has become a cliché. Perhaps we should use the phrase: “a
chaotic business environment.” Students at both the undergraduate and graduate level are
likely to be taking this course as an elective, so you may have a tendency to assume that they
are "self-motivated" by simply being there. This is not necessarily the case. Also, the terms
“TQM” or even “total quality” may be looked upon by some as outdated. As business and
industry evolves, they have begun to use the terms “performance management” and
“performance excellence” as synonyms for TQM and total quality. Whatever the vocabulary,
you should try to "hook" your students on the excitement of quality and performance
excellence by using a variety of teaching methods and media.
Key objectives for Chapter 1 should include:
To introduce the concept of quality assurance -- providing consumers with goods and
services of appropriate quality, as a point of reference. This is often how the average
person thinks of quality, but it requires pointing out its limitations, as a technical, rather
than a managerial, approach.
To review the evolution of quality from the Craftsmanship era in the 1700’s, through the
Japanese post-World War II challenge brought on by attention to quality and
international competitiveness, to the “Quality revolution” in the U.S. and elsewhere in
the 1980’s through the early 21st Century. The “revolution” came about as a result of
consumer pressures, technological change, outmoded managerial thinking, and
competitive pressures that changed the way that U.S. and managers around the world
viewed the role of quality.
To provide a framework for understanding “BIG Q” -- managing for quality in all
organizational processes as opposed to simply in manufacturing, referred to as Little Q,
and of total quality management (TQM). These are supported by the organizational
infrastructure that includes: customer relationship management, leadership and
strategic planning, human resources management, process management, and data and
information management, as well as a set of management practices and tools.
To explore the failures in quality initiatives, usually resulting from managerial mistakes,
and how the Six Sigma approach, supported by traditional lean tools from the Toyota
production system, is revitalizing the focus on quality in the 21st century.
