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total quality management

Questions and Answers of Total Quality Management

5. Your customer has wrongly criticized your team’s technical performance.What do you tell them? What would be the approach if the criticism is actually justified?
Program Management in Defense and High Tech Environments
4. What are some ways that you can build a quality culture within your team? What is the basis for that culture and how do you magnify the natural tendency in most people to do a good job?170
3. Discuss some of the issues around scheduling, including how to“personalize” the program’s schedule and how to build ownership of the schedule.
2. John comes to you and says Mary stole his idea. What do you do now?
1. Do you have any stories about “sticking to the plan” versus “adapting the plan?” Try to find examples of when each approach was valuable or not valuable.
4. What are some of the advantages and disadvantages of utilizing contract engineers? Tell us a story about some experiences you may have had with one or more of them. Or, if you do not have that
3. What are some ways to establish a shared vision for the program?
2. Why is the selection of the team so important?
1. PMs are both managers and leaders. Describe how both roles come into play at the start of a program.
Do you have any stories to illustrate theory a or theory b?Written Assignments
b) The health and happiness of our people is the basis of our success!
a) We do not have time to care about people!
6. We are running a business here!
5. Discuss what “trust” means as a leadership value. What are some strategies to building a trusting culture, and what are some behaviors that can ruin that culture?
4. Do team-building exercises work? Are they always worth the expense? How can you design an exercise that is effective?
3. Sometimes it may be positive to outsource part of your product.What are some of the considerations if you would like to do so? Are other stakeholders affected? How can you make outsourcing a
2. What are some of the considerations in selecting/appointing the sub-team leaders?
1. Discuss the importance of allocations and some of the issues around making “contracts” with the functional departments.
8. If you lose a bid, under what circumstances should your company issue a formal protest? What would be some of the valid, and some of the invalid, reasons for such an action? What would some of the
7. If your proposal is rejected in favor of a competitor’s, what steps should you take to learn about why you lost? How do you deal with communicating the criticisms, some of which are very direct,
6. Assume you have been selected as a result of a competition for a complex program, and the customer wants to have a post-award meeting.What are your goals at such a meeting?
5. Describe each of the reviews that your proposal will have (Green Team, Red Team, Black Hat). What should be the outcome of each review, and how would you manage the introduction of that outcome to
4. Create a “risk register” for a sample program of your choice. In a real proposal, what steps or strategies would you use to identify and then evaluate these risks?
3. Your proposal team is being formed, but you have had a limited say in who is assigned. What considerations would you use in dividing up the work?
2. Suppose your potential customer has not identified selection criteria.What aspects of your proposal are likely to be most important to him or her? Is there some appropriate way that you can
Program Management in Defense and High Tech Environments
1. Describe some effective ways of gathering information to influence a bid–no bid decision. Give some examples of legal approaches to getting information related to the proposal and your
8. Hold a simulated “post-award” conference with this premise: The customer is concerned that the bidder is looking to find loopholes in the specifications, and the bidder is concerned that the
7. Assume you have submitted your proposal and have made the final cut—it is your company against two others. You have been asked to develop a BAFO. What thinking should go into this process?
6. You are about to present your proposal to senior management for sign-off. Your company has an expected template for this review, but your job is to communicate why the proposal is worthy to be
5. As the price is being developed, some functions seem to be too aggressive, and others appear to be too conservative. How would you challenge them and/or evaluate your own thinking relative to
4. Discuss the formation of the proposal’s vision and theme. (Remember, you may own the task to create the vision, but you want the team to own the vision!)
3. As the proposal manager, your marketing department has developed a PTW. Great! Now all you have to do is get your price to that level, right? Really, is it that simple?
2. Suppose it is your job to establish a win strategy. How would you start? How collaborative could/should it be?
1. Your potential customer has announced a bidders’ conference for a current, complex RFQ. As you prepare for the meeting, what should you consider as your goals and cautions?
2. You have identified a new potential customer who does not know your company’s capabilities. What actions can you take to win him or her over?
1. You have found an opportunity for long-term growth on a budding program that is aligned with your company’s capability but goes beyond current technology. Describe the considerations that should
3. Your long-term customer is about to issue an RFQ on a new program that would be attractive to your company. How much information can you seek on that opportunity from your customer-friend? Should
2. You have a personal friend at a competitor, and you discover that you are both bidding on the same opportunity for a Department of Defense customer. Can you exchange ideas and information in the
1. Assume you are the PM on a long-term production program. Your customer has mentioned an interest in increased functionality. Your management might like to keep things as they are on this lucrative
2. Have you seen how an effective PM can take an underfunded program and still make it successful? If you have, tell us about it—if you have not, tell us what a PM might do if he/she finds him or
1. Suppose your company traditionally concentrates on ground-based radar. Discuss the considerations of broadening the company’s horizons into an adjacent area (of sorts), for example, airborne
2. Suppose you are offered an opportunity to manage a program that you think has been underquoted. What are some of the factors you might consider regarding whether or not you can accept this
1. What are some reasons that your company might want to bid on a contract on which there is little chance of winning: for example, a production contract where the incumbent seems to be in favor with
3. Related to “For Discussion” question 3, tell us a story about a program that “had turned bad” and how the leadership of the program helped or hurt its recovery.
2. As a PM, you have a great idea for the program and tell the team. It does not engender the enthusiasm you expected. Why do you think this might have happened?
1. Relate an anecdote of a customer interface that you have participated in or witnessed. What were the dynamics of that interchange? Extra credit for discussing both a positive and a negative
3. Have you seen programs “go bad”? What is the effect on the people leading and working on the program when that happens? What kind of leadership actions or behaviors turn around a bad
2. How involved would you want your customer to be? Would your answer be affected by what type of program you are managing?
1. Procedures and policies can both help and hinder the PM in performing his or her duties. Talk about some examples of this dichotomy.
2. What kind of program would you like to manage (e.g., design, production, research)? Why does this type appeal to you?
1. Think of two leaders from your personal experience, one “effective”and one “ineffective.” Contrast their traits in terms of those discussed in this chapter and evaluate which traits
3. You have been assigned to manage a “cost-plus” contract. Do you think the fact that it is “cost plus” will affect how the functional managers would like to staff your program?
2. How important is experience in being an effective PM? How important is technical knowledge of the program?
1. What aspects of program management do you find:a. Challenging?b. Exciting?c. Boring?d. Distasteful?
Some managers aspire to the position of executive housekeeper as an end; others see the position as a stepping stone to higher administrative responsibility.Which condition is more likely to cause a
Recognizing that personal plans are written as guides to achievement, why should they be negotiated with your supervisor? As your performance year unfolds and you see that you will not be achieving
Assume that as executive housekeeper you observe one of your junior managers about to make a mistake. Recognizing that most people learn greatly from their mistakes, under what conditions, if any,
Explain the difference between a manager and a leader.
The success or failure of a manager as an effective problem solver may rest with the manager’s style. Identify several management styles and assess their worth in dealing with various types of
The full circle of management requires that the executive housekeeper be a problem solver. How can this be done without assuming the responsibilities of subordinates to solve their own problems?
Describe why it is important to continue to personally develop as a manager and give examples of what can be done to ensure that professional development takes place.
Describe the executive housekeeper’s role in the development of subordinates.
Define the terms leader and manager and be able to differentiate between the two.
Describe and give examples of what it means to be a problem solver in housekeeping.
Describe what is meant by the full circle of management.
When developing the requirements for an on-premises laundry, what are the nonequipment factors that should be considered? What are the mechanical equipment factors that must be considered?
Explain the value of using convertible mobile linen storage carts. How do you determine the proper quantity of these carts for linen-handling operations?
Aside from washing and drying equipment, what equipment is needed in a small on-premises laundry?
What does the term “sizing a laundry” mean? What are the constraints that must be considered when a laundry is being sized? How is the productivity of a laundry measured?
When on-premises laundries are being considered, why are the services of a qualified laundry consultant so important? List several of the factors that are often overlooked when inexperienced people
Discuss the characteristics of no-iron linens. Indicate why no-iron linens have made on-premises laundries more practical today than they were in the past.
List several advantages of having an on-premises laundry.
List the electrical and mechanical considerations in planning an on-premises laundry.
Describe how to properly size a laundry.
Describe the steps involved in setting up a laundry.
Present a reasoned argument for or against having an on-premises laundry.
What preventive measures can be taken by housekeeping department personnel to minimize the disruption of routines during bomb threats and to facilitate rapid inspections for explosive devices?
In what ways can the National Fire Protection Agency assist in a program of fire prevention and protection for department managers?
Explain the panic emotion. Give several characteristics of people acting in panic. How can panic be avoided in an emergency? How can guest panic be controlled?
Explain the benefits of a card entry system over the hard key method of entry for guestrooms.
How would you use employees to reduce theft by employees? by guests? What points would you make during employee orientation to gain participation in a theft prevention program?
What is an employee profile? How and when is it used?What characteristics of it should cause concern?
What is employee contamination? List several reasons for it.
Explain the difference between safety and security.
List actions to be taken in case of an emergency and tell how to safeguard against potential disasters.
Describe common emergencies that can occur in hospitals and hotels.
Describe how to make guests and guestrooms secure.
Describe how to minimize theft in guestrooms.
Describe the inherent problems associated with maintaining safety and security in hotels and hospitals.
List and describe the primary concepts of risk management and the safeguarding of assets.
What do you see as the pluses and minuses of contract cleaning? Make a list of positives and negatives.Now do the same for arenas and stadiums, convention centers, hospitals, nursing homes, schools
Upon admission to the hospital Mr. James’s temperature was 102°, the red swollen spot on his neck was draining, and he was having difficulty breathing.a. What type of isolation would be best for
Mr. James from Houston, Texas, checked into the University Inn in late afternoon. He was feeling feverish and nauseated after his flight from Los Angeles. He called the front desk and asked for some
List and describe other employment and business opportunities for executive housekeepers.
Describe the role of housekeeping in meeting environmental challenges in the twenty-first century.
Describe the role of the Joint Commission on Accreditation of Health Care Organizations in the establishment of standards for environmental services departments.
Describe how to properly administer pest control operations.
Describe methods of handling infectious linen and other contaminated articles, and how to dispose of infectious waste.

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