Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
12th Edition
ISBN: 9780134741062
Author: Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman
Publisher: PEARSON
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Chapter 3, Problem 2VC
Summary Introduction
Interpretation: The ways of avoiding the four costs of poor process performance and quality by company’s commitment to employee engagement.
Concept introduction: The defects that show the dissatisfaction level of the customer. To fill this gaps the company uses various method such as training to the employees, spend time and money, and bring new technologies or systems or changes organizational structure to increase the level of quality and performance or to decrease the cost such as prevention cost, appraisal cost, internal failure cost or external failure cost.
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Students have asked these similar questions
Please explain all.
1.Which is not a factor that drives employees to participate in the process improvement?
organizational stability
types of people
self-esteem & self-confidence
organizational culture
2. When your organization needs to determine the cost of quality it should examine all but?
labor cost
preventive cost
appraisal costs
failure costs
3. ______- shapes the culture for process improvement.
stability
standardize
Jidoka
involvement
4. Well-chosen measures are simple and unambiguous and should be easy to use. A characteristic set of measures might include
competing demands for attention
a measure of outcomes
strategic relevance
the pain of disruption
5. A core value of process improvement is; selling process improvement as a way to lower cost
true or false
28. Which two of the following are perspectives from the balanced scorecard performance measurement model for achieving an organization's strategic objectives?
Innovation and learning
Firm infrastructure
Operations
Internal business processes
Technology development
29. Which of the following is the best method for visualizing data about trends over time for several data sets on a single chart?
A clustered bar chart
A component bar chart
A line chart
A pie chart
How specifically, did this KK Mixer model facilitate employee engagement?
Chapter 3 Solutions
Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
Ch. 3 - Should a very pricey handcrafted object of beauty...Ch. 3 - Prob. 2DQCh. 3 - Prob. 3DQCh. 3 - Prob. 1PCh. 3 - Prob. 2PCh. 3 - Prob. 3PCh. 3 - Prob. 4PCh. 3 - Prob. 5PCh. 3 - Prob. 6PCh. 3 - Prob. 7P
Ch. 3 - Prob. 8PCh. 3 - Prob. 9PCh. 3 - Prob. 10PCh. 3 - Prob. 11PCh. 3 - Prob. 12PCh. 3 - Prob. 13PCh. 3 - Prob. 14PCh. 3 - Prob. 15PCh. 3 - Prob. 16PCh. 3 - Prob. 17PCh. 3 - Prob. 18PCh. 3 - Prob. 19PCh. 3 - Prob. 20PCh. 3 - Prob. 21PCh. 3 - Prob. 26PCh. 3 - Prob. 27PCh. 3 - Prob. 28PCh. 3 - Prob. 29PCh. 3 - Prob. 31PCh. 3 - Prob. 1AMECh. 3 - Prob. 2AMECh. 3 - Prob. 3AMECh. 3 - Prob. 4AMECh. 3 - Prob. 5AMECh. 3 - Prob. 1VCCh. 3 - Prob. 2VC
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