GM 588 ( Managing Quality ) Entire Course

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GM 588 ( Managing Quality ) Entire Course

GM 588 ( Managing Quality ) Entire Course


GM-588 week 1 dq1 – Definition of Quality

GM-588 week 1 dq2 – Quality Management in Your Organization


GM 588 Week 2


GM-588 Week 2 Project Proposal

GM-588 week 2 dq1 – Quality Philosophies

GM-588 week 2 dq2 – Quality Award Processes


GM 588 Week 3


GM-588 Week 3 Best practices in MCS

GM-588 week 3 dq1 – The Voice of the Customer

GM-588 week 3 dq2 – The Kano Model


GM 588 Week 4

GM-588 Week 4 Midterm Exam

GM-588 week 4 dq1 – Quality Focus

GM-588 week 4 dq2 – Alignment of Strategy and Quality Management


GM-588 Week 5


GM-588 Week 5 Case Study



Read the Case Study in chapter eight in the text Page 402-404: “Quality in Practice: Using the Balanced Scorecard at the USPS”. In a 2-3 page paper, respond to the “Key issues for discussion” questions on page 404. Also, note what are some of the advantages and disadvantages of using a Balanced Scorecard approach. Please remember to provide your supporting sources.

See Syllabus “Due Dates for Assignments & Exams” for due date information. Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these Step-by-Step Instructions or watch this


GM-588 week 5 dq1 – Performance Metrics

GM-588 week 5 dq2 – Cost of Quality and the Customer


GM 588 Week 6


GM-588 week 6 dq1 – Differences in Organizational Processes

GM-588 week 6 dq2 – Six SigmaLean Applications


GM 588 Week 7


GM-588 Week 7 Final Project

GM-588 week 7 dq1 – Statistical Process Control

GM-588 week 7 dq2 – Capability vs. Control


GM-588 Week 8 Final Exam


(TCO E) Suggested reasons why many customer satisfaction efforts fail include all of the following EXCEPT:


(TCO D) The Six-Sigma problem solving approach contains the phases of:


(TCO C) Terms such as “kanban”, “single minute exchange of dies”, and “visual controls” are most closely associated with


(TCO C) Poka-yoke focuses on two aspects:


(TCO B) _____ measures are generally tracked by senior leadership to gauge overall organizational performance


(TCO I) The cost of purchasing copies of a textbook on quality for employees as part of their training program in process improvement methods is considered:


(TCO A) Which of the following is NOT a characteristic of a Six Sigma project?


(TCO B) A set of financial, market, operational, and employee performance measures for management review and use is an example of:


(TCO D) The Baldrige Award criteria, as a tool for self-assessment:


(TCO H) Focusing on how to maintain improvements occurs in which DMAIC phase?


(TCO B) Explain why it is difficult to obtain a single, universal definition of quality. Be specific in your response.


(TCO I) What criterion is used to classify a failure cost as “internal” versus “external”? Give three examples of an internal failure cost and three examples of an external failure cost.


(TCO G) Discuss the three major reasons why companies adopt total quality. Also, discuss the initial key steps are involved in the adoption process.


(TCO F) Explain in detail why change is necessary in organizations. Describe the effects that change can have on quality management with respect to employee commitment and quality levels.


(TCO H) Describe the six basic steps required to build the House of Quality. Describe, in general, where in the House are customer and technical requirements located. Also explain why it is important that each area of the House is “linked” with the others


(TCO C) Some have argued the Six Sigma programs are merely repackaged versions of older quality improvement programs that originally accompanied TQM initiatives in the 1980s. Present arguments that both support and refute this view. Make sure you link your discussion with examples of the older quality improvement programs (i.e. Deming, Juran, etc)


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