1. Like the old saying, you can’t fix what you don’t know is broken; thus, we need to assess the

organization to determine what we need to do. Who should do the assessment? Can it be done internally? Is there potential for a self-fulfilling prophecy here if the assessment is done internally?

2. Leadership in Quality is such a critical role in business and many organizations and performance excellence programs demonstrate this focus time and again. Please review the national Baldrige Award framework and notice that the very first category is directed to leadership. Also review Deming’s 14 points and you will notice that Points 1, 7, 12 and 14 are concentrated on leadership.   
What other points about leadership did you notice in this course?  

3. Can SCM practices be improved through TQM? If so, how?

4. Realize that change is difficult to accomplish, and organizations generally should manage change as a three-stage process. The first stage involves questioning the organization’s current state and dislodging accepted patterns of behavior. The second stage is a state of flux, where new approaches are developed to replace suspended old activities.  The final stage consists of institutionalizing the new behaviors and attitudes.

Which stage is most critical to companies? Why

5.What key things would you include in your plan if you were implementing TQM? 

6.How are TQM and SCM similar to each other?

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