Read the pages and make a very brief summary of them with your own words, PLEASEEEE. them than any manager. Never delude yourself that youhave learned all you need to know about total quality. Itwill never happen because total quality is a dynamic andever-expanding concept.Start slowly. Don't try to organize an entire factory oroffice complex into improvement teams and train ev-eryone in sight on day one. Take it one or two steps at atime, training as you go. Be careful to pick early projectsthat have high prospects for success.Although results should be evident quickly, do not ex-pect the necessary cultural change to occur overnight. Thisis a long process, requiring several years to get to the pointwhere total quality is considered "just the way we do things"and not some special "project." Even so, during all that time,problems are being solved, improvements are being made,and efficiency, productivity, and competitiveness are allincreased.PrecautionsImplementing the use of statistical tools and the whole con-cept of process improvement, problem solving by the rankand file, and empowerment-in short, the total quality cul-ture-represents a profound change from the way thingshave been done in the past. People generally resist changeuntil they see that it will benefit them. For that reason, man-agement must champion change and convince everyone thatthe effort will benefit all. Those who would undermine theSELECTING THE RIGHTTOOL FOR THE JOBBut start. The worst choice a manager could maketoday is to decide that total quality is not for his or herbusiness. It is for every conceivable kind of business,whether large or small, whether public, private, military,civilian, mass production, job shop, classroom, or office.It would be a tragedy to decide not to start this journeyIn this chapter, we have discussed 13 quality tools, somein great detail and a few on an introductory basis. Yourchallenge will be selecting the appropriate tool (or tools)for the task at hand. This can be confusing, especiallyeffort must rapidly be converted or removed from the opera-tion. People will be looking to management for evidence thatmanagement really believes in total quality. If for no otherreason than that, it must be obvious to all that managementis using the same techniques the other employees are beingtaught. Above all, management must support and facilitatethe employees as they use the techniques of total quality tosolve problems and improve processes.when so much is at stake.at first. For that reason, we have included Table 15.2, aTABLE 15.2 Functionality Matrix: Quality ToolsCommunicate. Let everyone know what is going onand what the results are. Help them understand why it isgood for them, for the whole enterprise, and, yes, evenfor the nation.Never assume that you know it all. The people wholive with the processes day in and day out know far moreabout what is wrong with them and how to improveAlert operator to change in processAlert operator to special causeAnalyze by sorting into categoriesAnalyze potential causesXCollect data from targeted groupsDetermine relationships between variables (correlation)Experiment with a processFind patterns in dataFrequency distribution (frequency of values to occur)Identify possible causesImprove/sustain work efficiencyInvestigate causesXMonitor a process (continuing)Observe results over timePresent information while collecting dataXProcess analysisProcess capabilityProcess optimizationRank potential product/process failures for eliminationSeparate significant from trivialStudy a processXXView process over time functionality matrix for the tools. It is by no means com-plete in terms of the possible uses of the tools or tasks thatmay be required, but it illustrates the common function-ality of our tools. For example, if your task is to obtaindata from a group of customers, the matrix will point youto the survey. If you are looking for something that willprovide useable information in graphic form even as thedata are being collected, then the matrix suggests a checksheet, Pareto chart, or run chart. Your selection will be de-termined by which tool you think will best satisfy your re-quirement. Note that most of the tools are useful in morethan one situation. Your knowledge of the task will oftenmake the selection clear, although there may also be sometrial and error involved initially. The matrix is intended toillustrate the kinds of functions that may be appropriatefor the tools. Once you start using them, you will find theselection to be virtually automatic.

Answer: I have given answer in brief explanation.

have learned all you need to know about total quality. It will never happen because total quality is a dynamic and ever-expanding concept. pect the necessary cultural change to occur overnight. Thi is a long process, requiring several years to get to the poin where total quality is considered "just the way we do things and not some special "project." Even so, during all that time problems are being solved, improvements are being made and efficiency, productivity, and competitiveness are al Precautions Implementing the use of statistical tools and the whole con- cept of process improvement, problem solving by the rank and file, and empowerment-in short, the total quality cul- ure-represents a profound change from the way things nave been done in the past. People generally resist change until they see that it will benefit them. For that reason, man- agement must champion change and convince everyone that he effort will benefit all. Those who would undermine the Start slowly. Don't try to organize an entire factory or office complex into improvement teams and train ev- eryone in sight on day one. Take it one or two steps at a time, training as you go. Be careful to pick early projects that have high prospects for success. increased. SELECTING THE RIGHT TOOL FOR THE JOB But start. The worst choice a manager could make today is to decide that total quality is not for his or her business. It is for every conceivable kind of business, whether large or small, whether public, private, military, civilian, mass production, job shop, classroom, or office. It would be a tragedy to decide not to start this journey when so much is at stake, In this chapter, we have discussed 13 quality tools, som in great detail and a few on an introductory basis. You challenge will be selecting the appropriate tool (or tools for the task at hand. This can be confusing, especiall- at first. For that reason, we have included Table 15.2, effort must rapidly be converted or removed from the opera- ion. People will be looking to management for evidence that management really believes in total quality. If for no other reason than that, it must be obvious to all that management s using the same techniques the other employees are being aught. Above all, management must support and facilitate he employees as they use the techniques of total quality to solve problems and improve processes. TABLE 15.2 Functionality Matrix: Quality Tools Communicate. Let everyone know what is going on and what the results are. Help them understand why it is good for them, for the whole enterprise, and, yes, even for the nation. Never assume that you know it all. The people who live with the processes day in and day out know far more about what is wrong with them and how to improve Alert operator to change in process Alert operator to special cause X. Analyze by sorting into categories Analyze potential causes X Collect data from targeted groups Determine relationships between variables (correlation) Experiment witha process Find patterns in data Frequency distribution (frequency of values to occur) Identify possible causes X. X. Improve/sustain work efficiency Investigate causes Monitor a process (continuing) X Observe results over time Present information while collecting data Process analysis Process capability Process optimization X Rank potential product/process failures for elimination Separate significant from trivial Study a process View process over time