Deming identified 14 Principles of Total Quality Management. Which five principles of Total Quality Management would be most important for working with suppliers that provide components for a new child proof car product (Filo Tata Pad and Tata Band)?
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Deming identified 14 Principles of Total
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
- Q1: How should one ascertain that sustainability claims are valid? Q2: For which products or supply chains are establishing valid sustainability claims difficult? Q3: Discuss the managerial levers that can be used to overcome these difficulties?Describe 3 elements of sustainability reporting. What are some implications for a company not to undertake sustainability reporting? Offer 3 implications with explanation.Describe the key steps involved in creating a sustainability strategy for an organization.
- Q2: For which products or supply chains are establishing valid sustainability claims difficult?Recognizing the growing importance of sustainability, Sonoco, a global leader in sustainable packaging, has established a Corporate Sustainability Council, reporting directly to Harris DeLoach, Jr., the chairman, president, and chief executive officer, who describes the substance of Sonoco’s stra-tegic intent in this way: “By balancing and integrating environmental stewardship, social responsibility and economic performance within our business strategy and culture, Sonoco is becoming more competitive and better prepared to meet the challenges of the future.” According to the company’s 2009 Sustainability Annual Report, “The purpose of the Sonoco Corporate Sustainability Council is to provide oversight, guidance, and direction on social, community and environmental issues that have potential impact on the reputation and long-term economic viability of the Company and our stakeholders.” The Sonoco approach can best be described as a triple bottom line approach, consisting of a company’s…10.7. Delph Manufacturing Company is going to purchase an auto parts component from one of two competing suppliers. Delph is going to base its decision, in part, on the supply chain performance of the two suppliers. The company has obtained the following data for aver- age raw materials, work-in-process, and finished goods inventory value, as well as cost of goods sold for the suppliers: Supplier 1 Supplier 2 Cost of goods sold $8,360,000 $14,800,000 Raw materials 275,000 870,000 Work-in-process 62,000 550,000 Finished goods 33,000 180,000 brsalu Each company operates 52 weeks per year. Determine which supplier has the best supply chain performance according to inventory turns and weeks of supply. What other factors would the company likely take into account in selecting a supplier?
- What role does sustainability play in a company's quality management programme?What are the competitive product strategy of Minerva Bags in Paris? What are the company resources and experience of Minerva Bags in Paris? Who are the competiors in each market of Minerva bags in Paris? What are the competiors in each market of Minerva bags in Paris?How can you implement BPR successfully without falling into the pitfall? Which company I used as the example of the failed implementation of BPR.