A) reengineering is a tool for installing process organization, whereas TQM/Six Sigma concern defect-free production methods and delivering world-class customer service.
B) reengineering helps create core competencies, whereas TQM/Six Sigma are tools for making a core competence stronger and more efficient.
C) reengineering is a tool for achieving one-time quantum improvement, whereas TQM and Six Sigma programs aim at ongoing incremental improvements.
D) business process reengineering requires benchmarking, whereas TQM and Six Sigma do not.
E) reengineering represents an effort to totally revamp a firm's value chain, whereas TQM looks at incrementally improving the performance of two or three targeted value chain activities and Six Sigma is primarily for reducing manufacturing defects.
G) C) and E)
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A) The policy document of Dominos ensures consistency in service behavior patterns across outlets.
B) The policy document of Pizza Today allows for differences in product range and quality across outlets.
C) The policy document of Boston Pizza leaves ample scope for each member of the staff to act independently.
D) The policy document of Little Caesars discusses strategy but not the routines for running the outlets.
E) The policy document of Pizza Inn is averse to standardization of the way activities are performed.
G) B) and D)
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A) TQM aims at instilling enthusiasm and commitment to doing things right from the top to the bottom of the organization.
B) TQM produces significant results very quickly, with very little benefit emerging after the first six months.
C) TQM doctrine preaches that there's no such thing as "good enough" and that everyone has a responsibility to participate in continuous improvement.
D) Effective use of TQM entails creating a corporate culture bent on continuously improving the performance of every task and every value chain activity.
E) Total quality management (TQM) is a philosophy of managing a set of business practices that emphasizes continuous improvement in all phases of operations, 100 percent accuracy in performing tasks, involvement and empowerment of employees at all levels, team-based work design, benchmarking, and total customer satisfaction.
G) A) and E)
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A) 100 percent accuracy in performing tasks
B) Continuous improvement in all phases of operations
C) Adoption of industry standard operating practices
D) Benchmarking and total customer satisfaction
E) Empowerment of employees and team-based work design
G) A) and D)
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As a general rule,it is unwise to take o...View Answer
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A) revamping the performance of value chain activities can be costly.
B) the accompanying policy revisions and compensation incentives tend to require different levels of funding than before.
C) business units important in the prior strategy but having a lesser role in the new strategy may need downsizing, while units and activities that now have a bigger and more critical strategic role may need more people, new equipment, additional facilities, and above-average increases in their operating budgets.
D) empowering employees to carry out the new strategy elements and shifting to a total quality management type of culture to build skills in competent strategy execution typically require substantial new funding and budget revisions.
E) adopting best practices and pushing for continuous improvement tends to reduce costs and reduce overall resource requirements.
G) A) and C)
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A) While Six Sigma programs often improve the efficiency of numerous operating processes, there is evidence that the approach can stifle innovative activities.
B) Six Sigma is a philosophy of managing a set of business practices that emphasizes continuous improvement in all phases of operations and 100 percent accuracy in performing tasks.
C) Six Sigma's DMAIC process is a particularly good vehicle for improving performance when there are only small variations in how well an activity is performed.
D) The focus of Six Sigma programs is on the development of new products or new business processes but not on improving existing products or business processes.
E) Six Sigma is a system of statistical procedures for eliminating 92 percent of the variability in how a task is performed.
G) C) and E)
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A) is a tool for pulling the pieces of strategy-critical processes out of different departments and unifying their performance in a single department or cross-functional work group that is in charge of the whole process.
B) is the most frequently used tool of total quality management (TQM) .
C) requires that a company have many strategic partnerships and alliances with outsiders.
D) is typically cheaper and easier than using Six Sigma techniques to achieve the same cost savings.
E) is usually a company's most important "best practice" for achieving operating excellence.
G) A) and B)
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A) Benchmarking
B) Business process reengineering
C) Strategic resource training
D) TQM and Six Sigma quality control techniques
E) Best practices
G) A) and B)
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A) changes in strategy often require resource reallocation, and organizational units need the proper funding to carry out their part of the strategic plan effectively and efficiently.
B) accurate budgets are the key to exercising tight financial controls over what organization units can and cannot do in carrying out management's directives to execute the chosen strategy proficiently.
C) tight budget control is management's most powerful tool for first-rate strategy execution.
D) lean, carefully managed budgets protect the company's financial condition and eliminate the wasteful use of cash.
E) lean, strictly enforced budgets are management's best and most used means of getting organizational units to exercise the fiscal discipline needed to execute the chosen strategy in a cost-efficient manner.
G) C) and D)
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A) Placing limits on independent action and helping overcome resistance to change
B) Providing top-down guidance to operating managers, supervisory personnel, and employees regarding how things need to be done and what behavior is expected
C) Promoting the creation of a work climate that facilitates good strategy execution
D) Helping build employee commitment to adopting best practices and using the tools of TQM and Six Sigma
E) Helping enforce consistency of effort in how particular activities are performed in geographically scattered organization units
G) All of the above
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A) diligent and persistent use of benchmarking and best practices.
B) proper use of a reward structure with motivational incentives.
C) implementation of TQM and/or Six Sigma programs.
D) periodic giving of inspirational speeches aimed at arousing employees' emotional energy.
E) process of providing employees with a high degree of job security (ideally, via a no-layoff policy) .
G) B) and C)
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Managers can take the following action s...View Answer
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Scrutinizing daily and weekly operating ...View Answer
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A) are essential because business process reengineering efforts, TQM, Six Sigma, and benchmarking programs can't be carried out effectively without them.
B) not only enable better strategy execution but also strengthen organizational capabilities (perhaps enough to provide a competitive edge over rivals) .
C) make it simple and easy to spot cost overruns and inefficiencies.
D) are valuable tools for shortening a company's value chain, boosting workforce morale and productivity, and simplifying the task of adopting best practices.
E) help managers run a tight ship and preserve strong, centralized control over internal activities
G) B) and D)
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A) It wants to embrace modern technology.
B) It wants to gain a competitive edge over rivals.
C) It wants to spot cost overruns and inefficiencies.
D) It wants to increase workforce productivity and retention.
E) It wants to boost management morale.
G) All of the above
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A) Tying incentives to performance outcomes directly linked to good strategy execution and financial performance
B) Keeping the time between achieving the target performance outcome and the payment of the reward as short as possible
C) Making sure that the performance targets that each individual or team is expected to achieve involve outcomes that the individual or team can personally affect
D) Providing generous rewards for people who turn in outstanding performances
E) Offering rewards that amount to 3 percent of an employee's total compensation
G) C) and D)
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A) reward people for accomplishing results, not just for dutifully performing assigned tasks.
B) focus jobholders' attention and energy on what to do as opposed to what to achieve.
C) demand jobholders' 100 percent attendance since it guarantees results.
D) hold jobholders' responsible for their function and not burden them with being accountable.
E) incorporate negative motivational elements to assure results.
G) B) and E)
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A) Strictly enforcing all rules in the employee handbook with the use of fines.
B) Giving awards and public recognition to high performers and showcasing company successes.
C) Providing a comfortable and attractive working environment
D) Providing opportunities for promotion from within wherever possible
E) Providing attractive perks and fringe benefits
G) A) and B)
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A) employing best practices methods and using process management tools to drive continuous improvement in how internal operations are conducted.
B) adopting benchmarking of the company's operating activities and business processes against "best-in-industry" and "best in world" performers.
C) adopting "best-in-company" operating activities and processes when a company's various organizational units are performing the same functions differently.
D) instituting operating practices that generate economies of scale and scope with current value chain activities.
E) develop performance yardsticks for judging effectiveness and efficiency for particular value chain activities and business processes deemed strategically critical.
G) A) and C)
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