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- Subject:Quality Engineering What are the TQM principles and and different Areas?Case study Training at Hailey’s Construction Shobana, Hailey’s Construction, Sales Manager, read the memo she has just received from Kavelan , the Training Manager, and said to herself,” No way! I’m not going to let Kavelan get away with this. Last month, hhe insisted that 15 of the salespeople spend three days on a course on Quality Control conducted by a trainer. I had my hesitations, but I sent them anyway. On their return, they grumbled constantly about what a bore it was and how their time had been wasted because the content was totally irrelevant to their jobs. Now Kavelan wants another 10 participants. Well, he can just find them somewhere else!” Question 2 Elaborate what should the Training Manager do to ensure that the managers of every department willingly send their staff for the training programmes. include example alsoCase Study Training at Hailey’s Construction Shobana, Hailey’s Construction, Sales Manager, read the memo she has just received from Kavelan , the Training Manager, and said to herself,” No way! I’m not going to let Kavelan get away with this. Last month, hhe insisted that 15 of the salespeople spend three days on a course on Quality Control conducted by a trainer. I had my hesitations, but I sent them anyway. On their return, they grumbled constantly about what a bore it was and how their time had been wasted because the content was totally irrelevant to their jobs. Now Kavelan wants another 10 participants. Well, he can just find them somewhere else!” Question 1 Describe the mistakes Hailey’s Construction Training Manager made
- 1.What are motion study principles? How are they classified?2. Name some reasons why methods analyses are needed. How is methods analysis linked to pro-ductivity improvements?3. How are devices such as flow process charts and worker-machine charts useful?4. What is a time standard? What factors must be taken into account when developing standards?19 - Which of the following is the problem of a firm's lack of performance standards? a) Performance results are mixed. B) It is difficult to determine the timing of the performance. NS) Performance criteria are compared. D) It remains unclear on what basis the performance will be evaluated. TO) The situation arises as to who will measure performance.Dutta is in second year of his first full time job fter graduation in engineering. He enjoys design but he is becoming increasingly concerned that his work is not being adequately checked by more experienced engineers. He has been assigned to assist in design of number of projects that involved public safety, such as schools, skywalks etc. he spoke to his supervisor whose engineering competence he respects, and the supervisor told that more experienced engineers are checking his work. Later, he discovered that his work was often not checked. Instead, his drawings were stamped and passed on to the contractor. Some of the smaller projects he designed were under construction within a few weeks after the designs were completed. At this point Dutta calls one of his former professors from his engineering college. “I am really scared that I am going to make a mistake that will kill some people.” Duta tells his Professor, “ I try to overdesign, but the projects that I am being assigned are…
- subject: Software Process and Management Book : Software Process Definition and Management [J€urgen M€unch • Ove Armbrust • Martin Kowalczyk • Mart ́ın Soto] Question : Introduce the relationship between TQM and PDCA ?Company ZYX is a small consulting organization with 40 employees. The manager who is responsible for employee performance appraisal has a particular way of conducting it. He has a firm belief that formal performance evaluations (with developed criteria, ratings, formal discussions etc.) are an absolute waste of time and should never be done. Instead, he thinks that he is well familiar with each employeeâs work and achievements, and he can easily tell âwhat they are worthâ by interacting with them and observing their performance on a daily basis. As a result, the manager periodically stops at employeesâ desks, talks to them, asks about their progress on projects and discusses other work-related issues. Employees have a lot of daily feedback and seem to like it. However, no written performance appraisal forms are ever filled in. When it comes to pay raises and promotion, the manager makes his decisions and announces them…Explain the nature of the OD consultant’s expertise? (Maximum 200 words)
- 26- Mr.Akram is working as a sales executive in a Hyundai showroom. He is receiving customer feedback, providing technical information and providing feedback to superiors. In the above situation Mr.Akram is performing which activity of selling? a. Product servicing b. Information handling c. Account servicing d. Handling orders1.What are the 3 defects in your department. How would you help new hires overcome this obstacles? 2.what was the two times you submitted safety save in your department?14- HRM environment can be understood as ____________. a. Collection of situations surrounding HRM functions b. All the options c. Collection of effects surrounding HRM functions d. Collection of events surrounding HRM functions