| 1. | What are the key differences in hardware and software development processes? How do they matter in an effective quality management system? |
| 2. | An organization has just undertaken a DFTS initiative under the leadership of the newly recruited quality executive, because the CEO and top management team are occupied with another task. Discuss the possible outcomes of such a decision. |
| 3. | Can any of the steps in the PICS framework be skipped? Do you think any steps are missing? |
| 4. | What are the risks involved in the absence of the implementation framework that PICS provides? |
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| 5. | Is the top management team typically a cohesive group? Explain with examples. |
| 6. | How may conflicting long-term and short-term objectives impede a DFTS initiative? |
| 7. | What can CEOs do to avoid possible pitfalls of a DFTS initiative? Can they pull it off themselves? Do a literature survey, including an Internet search, on Jack Welch's Six Sigma initiative at GE in support of your answer. |
| 8. | How relevant are Deming's teachings today (see Tables 5.2, 5.3, and 5.4)? Can you suggest some possible adaptations? What are they? |