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business
total quality management

Questions and Answers of Total Quality Management

What are some of the approaches that leadership should take to help workers deal with pandemic concerns?
What protections should management put in place for front-line workers who have family health concerns?
Does it matter that mobile mammography units can be modified with the lead shielding and other equipment necessary to safely deliver radiation treatment to cancer patients?
Is there any value to exploring relationships with retail pharmacies not affiliated with the hospital system?
How would you ensure safe use of emergency facilities?
How would you make the best use of staffing resources?
How would you modify the way hospital system assets are utilized?
Provide your reflections and personal opinions as well as your recommendations for addressing this problem.
Provide three possible solutions to the problem you identified.
What are three factors contributing to this problem?
Identify the main organizational problem in this case.
What is going on in this case?
How could this situation have been managed to have a better outcome for the Director and staff?1.Have you identified the actual problem, a wasting of supplies?2.What processes can you help implement
What factors helped contribute to the Director’s decisions?
Did the Director’s disclosure to the staff violate confidentiality?
What are the pros and cons of disclosing layoffs to staff in advance?
Is there a possibility of contravention of any thin capitalization rules?
Will stamp duty apply to any intercompany loans?
Is interest calculated on an ‘arms length’? Will interest payable on intercompany loans be tax deductible?
Will withholding tax apply on any intercompany loans? Is it recoverable?
What is the taxation of any surplus in the SPV at the end of the transaction, both in the SPV and when received by the originator?
What is the tax status of the SPV and where should it be established?
How are legal and set up costs treated? Are they tax deductible in the originator or the SPV?
Does stamp duty apply to any asset sales or to any aspect of the transaction?
Will assets be sold at a premium or discount to current book or tax value? What are the implications for any sale in terms of taxation on any capital gains?
If a special transaction is being considered, what are the consequences of any asset sales to another company?
Are there any value added tax implications?
Are legal, printing and other costs incurred in fund raising tax deductible?
Is tax relief available for the upfront costs of the lead manager in the case of a bond issue and arranger in the case of debt finance?
What reports will we need from the outsource agent, how often and in what detail and so on?
What is the level of insurance cover for errors, fraud and the like?
What procedures are in place to ensure adequate and effective auditing?
An effective suite of bank mandates must be in place.
A comprehensive policy, including authority and limits, must be agreed.
The agent manager should have an effective front, middle and backoffice structure. There should be adequate internal controls.
The agent manager should not have access to client funds or financial assets.
What treasury systems does the agent use? Is there long-term commitment by the software company to maintain the system, and what kind of global support system is there?
How can we ensure that the outsource agent will be in business in the long term? What is its client list? What backup procedures can we implement should it go out of business?
How can we ensure that data transmitted to and maintained by the agent manager on his/her database is secure?
How do we ensure that the agent manager’s control and security framework is adequate?
How do we avoid any conflicts of interest, to make certain that the agent manager is working for us and not acting in his own interest?
How do we ensure that the proposed agent manager has the competence to deliver the people, the expertise, systems, communications and management?
Will the company have access to more professional expertise?
Will the company avoid the necessity of maintaining existing treasury management systems? This should bring us more flexibility since the agent manager has responsibility for managing resources.
Will internal controls be improved? If so, how?
What are the financial benefits of outsourcing likely to be?
What are the authority levels for payments? All large payments should need the authority of senior people.
What control is there over passwords? All systems should have passwords and personal computers should be locked if unattended.
Who is the systems administrator? Is that person independent of those authorized to input verification and authorization?
Are machines for payment subject to restricted access? Ideally they should be in a separate room with access restricted to authorized individuals.Users should log out of systems when they leave
Who reconciles the bank accounts? This should be undertaken by a function outside the treasury. Bank reconciliations should be produced daily for all treasury accounts and discrepancies
How are cash books written up and by whom? (Cash books should be maintained outside the treasury department.)
Are pre-formatted input screens used for regular payments? Is the level of non-regular payments limited?
Are different people responsible for input, verification and authorization of payments into the electronic banking systems? It is important to ensure that no one person can make payments without
Are requests reviewed by the treasury to ensure they are properly authorized?
How does the treasury receive requests for payment? Payment requests should be written and appropriately authorized.
Are all electronic payments made by the treasury? If subsidiaries use electronic banking systems how is their use controlled?
Are procedures within the department such as cash management recorded, to ensure that absences, holidays and resignations can be handled efficiently?
What insurance policies covering the treasury function are in place?Do they cover losses from fraud and error by treasury staff?
Are procedures for coping with facility denial fully recorded, and are these procedures regularly practised?
Are there facility denial procedures in operation? (Facility denial is the situation where due to some unforeseen circumstance such as fire, the treasury area is not accessible.)
How are holidays, promotions and resignations catered for, to ensure that all individuals take holidays and that holidays cause the minimum of disruption?
Are there job descriptions detailing individual responsibilities and authorities?
Is access to the treasury department limited?
Are all the instruments permitted within the treasury policies?
What is the credit rating attached to the different instruments?
What is the negotiability of the instrument should it need to be sold to meet cash shortages? Or will we be better borrowing separately to meet any cash shortages that arise during the period of
How will documents of title be held? What administration needs to be set up to hold these documents securely?
2. Are there circumstances where it may be cheaper to raise finance in a foreign currency – e.g. US commercial paper – and swap the proceeds to sterling (or vice versa)?
1. In selecting borrowing or depositing instruments, does the company adjust for the difference of instruments issued at a discount and those issued on a true yield basis?
3. How are surplus overseas funds handled?
2. Do we ever have to provide finance for overseas operations on an emergency basis? If so, why? How does the company handle thin capitalization rules and withholding tax in such circumstances?
1. How do overseas operations manage liquidity? Exactly the same questions and considerations raised above apply to the overseas operations(other than those applying to committed facilities).
3. Do uncommitted facilities cover the company’s needs for foreign exchange and foreign currency borrowings?
2. Are the costs of drawing under uncommitted lines regularly compared with the marginal costs of drawing under committed lines?
1. What are the levels of uncommitted facilities?How are these levels established?
3. What is the history of utilization of overdrafts?
2. Do all the principal banking pools have overdrafts?Are the limits appropriate?How is the appropriateness measured?
1. Are all bank accounts with the company’s principal bankers pooled?Are there any accounts in regular use that are not pooled?
4. Are there clear company policies regarding the level of headroom required within the committed facilities?
3. How are drawings planned under the committed facilities?(They should be planned against a cashflow forecast to ensure that drawings made are not subsequently deposited.)
2. Are the committed facility levels regularly monitored against cash forecasts?
1. How much headroom is there in the company’s committed banking facilities?
In which direction are interest rates and cash positions likely to move?
What are the different interest costs/opportunities available?
When will the cash become available to the company?
Where is the cash?
How much cash does and will the company have?
2. What are the annual cost savings from the introduction of a netting system?
1. What is each county’s net position (calculate in UK£)?
3. What kinds of documentation would you expect to have to undertake?
2. What due diligence questions should you ask?
1. What do you think the benefits of pooling might be?
How will bank charges be established? Will they be transaction-based or turnover-based? Will lifting charges apply to transactions going through the account, and will an account maintenance fee
What debit interest will be charged on overdrafts?
Will credit interest be applied on any balances and if so what rate will it be? How will credit interest be calculated?
There may be requirements for minimum balances to be maintained. If so what size are these balances?
Every six months the bank will pay US$6,000,000 in advance.
Every six months the bank will pay US$6,270,000 in arrears.
Every six months the bank will expect to receive US$6,270,000 in arrears.

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