Chapter 16

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

The most important features of the chapter that I read is what the customer care
and not care about. It says there the customer doesn’t mind the component,
production cost, profit margin and market share of a product but what they care about
is its quality, features, packaging, the brand image, the price and its payment terms.
They don’t care about your salary or how efficient, expensive or how streamlined and
automated the company’s plant is. They care about how friendly or fast you can serve
them. They care about receiving their ordered products on time.

2. What have I learned? Connect your learning/s to quality and IE principles.

I learned that there are 4 roles played by a customer. Specifically the decision-
maker, financier, buyer and user. They vary in different situations. I also learned that we
should take away the thinking of this certain position in an organization is more
important than the other. All positions are equally important that’s why it is called an
organization, a group of people working with each other having the same goal.

3. What future use will we make of what we have learned?

As a future part of an organization we can make use of what I have learned by

making our organization more cohesive and competitive by improving our quality to
attract the decision-maker, financier, buyer and user.

Chapter 17

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

The essential part of this chapter is when they explained that customers may be
reasonable or unreasonable in different situation. It also says that no matter how
unreasonable you think the customer is, for the customer they are still reasonable. If a
customer’s demands something that is immoral, illegal or against the law, no matter
how you think the customer is reasonable, then they ceases to become a customer. If
his requirements are legal, then he is right about his needs.

2. What have I learned? Connect your learning/s to quality and IE principles.

I learned to be emphatic (putting yourself in the situation of the person) with

regards to the customer’s needs. I also learned that it is important to have a good
attutude in dealing with them because they make the organization grow by buying the
organization’s product or through product reviews. Overall, I learned that our
relationships with our customer is very important and needs to be taken cared of and if
they complain for an instance, we should not take it personally because they are after
the bad product/service they perceived to have received.

3. What future use will we make of what we have learned?

Because I learned that our relationship with our customer is important, in my

opinion, it’ll be usefull to train the people especially the front liners or those people who
interact with the customer to undergo training on how they should properly deal with
them in various situations.

Chapter 18

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

The important part of this chapter is prioritizing the customers’ wants and needs
so you will have a knowledge whether your product will be bought or not. It is
important to know how much are they willing to pay for a certain product and with that,
you will now have an idea how much price you will put on that product unlike deciding
for its price without the ideas coming from the customers.

2. What have I learned? Connect your learning/s to quality and IE principles.

I learned that SALES = COST + PROFIT is philosophically different from

PROFIT=SALES - COST. The second perspective starts by asking their customers how
much are they willing to buy for that product then they asked for the lowest production
cost. After the profit or loss is derived,

3. What future use will we make of what we have learned?

In the future when I joined a company or have a company owned by me, I will
follow the second formula

Chapter 19

The significant part of this chapter is recognizing employees and departments of the
company as internal customers. Internal customers according to what I have read is
the representatives of the company’s customers because they reflect the wishes and
changing needs of the ultimate paying customers.

I learned that there are conflicts happening from various departments in a company
(ex: Marketing vs Production, Marketing vs Finance, Production vs Purchasing vs
Finance, and Audit vs Everyone else) and we can resolve it by identifying who should
be treated as internal customers given in a situation or what department should be
prioritize first and who should give way and satisfy the other’s demands. With regards
to all departments, the marketing department serves as the frontliners or those who
interact with the customers according to this chapter, we should prioritize them
because they reflect the need and wishes of our customers

In the future, when i have my own company, I will do my best to satisfy my internal
customers (employees/different departments) so they can provide the best services/
best products with the best quality to my ultimate paying customers. In short, it all
starts on how you treat your people. We as future leaders, we should model to our
employees on how to treat people with the best attitude in work and interacting with
our customers so that conflict will be avoided.

Chapter 20

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

 The salient features of this chapter is when the author introduced the 8 steps to
quality to ensure a higher success rate in implementing total quality. The 8 steps were
the following: Quality Mission, Quality Leadership, Quality Policies, Quality Training
Quality Empowerment, Quality Behavior, Quality Attitude, and Quality Culture.

2. What have I learned? Connect your learning/s to quality and IE principles.

I learned that in order to attain total quality, you should first establish you
company’s philosophy, mission and vision (Quality Mission). According to the author,
The mission statement is a primary expression of quality philosophy. A good mission
statement should not just serve as decorations into company’s walls but should serve
as the corporate obsession statement that is powerfully written, memorable and awe
inspiring. Second, after creating the mission statement, top executives should model
the said mission statement by showing personal examples in thought, word and deed.
(Quality Leadership) They should all think and act quality in all situations and listen to
anybody anytime who has something, no matter how small to contribute to quality or
service. The third is that after modeling or showing quality leadership they should begin
reviewing all systems, policies and procedures in the company and check their
consistency with quality goals (Quality Policies) The fourth step is to train all employees
on quality continuously. It is important to further improve the quality skills, problem
identification, problem analysis, problem solving, problem prevention and
communication. After that you will proceed to the fifth step which is to empower your
employees. Empowerment should create a “non-blaming” work environment which
encourag employees to report and attack problems. Empowerment also means
management must share information on company performance with employees in
order to do problem solving or suggest improvements. Because of the previous steps,
the employees willnow behave consistently with quality (Quality Behavior) they will start
showing quaity behavior and develop good working habits. They wll stop hiding
problemsand attend to customers and their complaints more promptly. After that they
will develop quality attitudes (Quality Attitudes) as behaviors are repeated and
reinforced overtime through management and leadership, continuous training and
empowerment they become internalized as personal attitudes and values. The last step
or the eight step is that all employees adopt one and the same quality corporate
culture (Quality Culture) Quality is now no longer a matter of chance or choice, but of
culture.

3. What future use will we make of what we have learned?

I can apply these 8 steps to quality when I have my own company in the future
so that future employees who will work for me can exhibit their optimum quality to the
company and the customers.

Chapter 21

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

The important thing in this chapter is how they emphasized that if you do the 8 steps to
total quality from the previous chapter, employees will perform quality work because
they believe in quality. Employees will become loyal to the company and equate
corporate success with personal success. They will not just work for the company or
just work to earn a living but will work to serve the customers and society as a whole

2. What have I learned? Connect your learning/s to quality and IE principles.

I learned that you should do the 8 steps correctly and that you cannot go or skip
to other steps without finishing the previous step. I also learned that total quality gets
rid of those employees whose mindset is “Thank God it’s Friday” another is that
companies like TQM failed because they wronglya ssumed that quality starts with the
workers and rank-and-file employees well in fact it starts with the top manageent or the
boardroom.

3. What future use will we make of what we have learned?

In the future when I have my own company I will make sure that total quality will
start in the boardroom and after that we will model total quality by our personal
atttudes and values so employees/workers may internalize these things and gradually
become quality culture.

Chapter 25

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

The three Dimensions of the Big Q (everything that a customer wants and
expects from its quality cost and delivery ). According to this book, what customer
wants is good quality, cheap cost and fast delivery

2. What have I learned? Connect your learning/s to quality and IE principles.

I learned that there are 6 manageent styles. namely, Cost Plus (high quality, high
cost, fast delivery), Snob (high quality, high cost, slow delivery), Sold Out (high quality,
low cost, and slow delivery), Commodity (low quality and cost and fast delivery),
Hopeless (low quality, high cost, slow delivery) and World-class (high quality, low cost,
and fast delivery) I learned that Hopeless management styles tend to self destruct and
should be avoided.

3. What future use will we make of what we have learned?

In the future, I will make use of the World-class management style which has
high quality, low cost and fast delivery because that is what the customers wants and
they are mainly the company’s target to get their interest and buy products from us so
what we will do is make a product that is desireable for the which has high quality, low
cost and fast delivery.

Chapter 26

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

The important part in this chapter is when they stressed what is Product quality
and Service quality. According to them Product Quality are the physical attributes and
specifications of the product as required or needed by the user or customer while
Service Quality pertains to the attributes of the delivery and service accompanying the
product before, while and after it sold to the customer. They also added that these two
may behave independently of each other

2. What have I learned? Connect your learning/s to quality and IE principles.

i learned about the 2 basic components of product quality which is the design and
conformance quality. Design quality pertains to the usefulness, utility, and appeal of the
product to the user while the Conformance Quality is the accurate and timely execution
of the services associated with the product such as error-free, timely billing and on-
time complete delivery of goods.

3. What future use will we make of what we have learned?

When I have my own company, I will see to it that I have the best product
because quality service starts with the product not service. I agree from what the
author says that it is a waste of money and efforts to improve service in order to
compensate for poor product quality but superior product quality can make up for bad
service quality.

Chapter 27

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

The essential part of this chapter is how traditional companies and total quality
companies works in different situations. According to the author, traditional copanies
try to perfect product quality through stricter inspection, neglecting the process and
people improvement. On the other hand, total quality companies think long term
andsustain product quality through continuous process improvement and people
development. Their motto is Quality in the 3Ps: product, process and people.

2. What have I learned? Connect your learning/s to quality and IE principles.

I learned that it is better to delight and then surprise customers non-stop because
satisfacton is not guarantee of loyalty and repeat sales. Satisfaction is finite
measurable and therefore replicable by competitors that’s why it is best to always
introduced new things to customers because that is what they like. It is also better to
gauge internal customer satisfaction or dissatisfaction. Failure to strengthen internal
customers, internal and external suppliers is tantamount to planning for bad service to
paying customers. also, quality should be managaed holistically like cash and other
financial resources.

3. What future use will we make of what we have learned?

If I were to be a boss someday, and there is a time that my company encounters

problems, I will see to it that it will not be a blame game that as a company or part in
the organization, we should work these problems together. Total quality starts at the
top and spreads vertically down to the other levels of organization. Companies whose
manaagers are not promoters of quality cannot clai to be a practitioner of total quality.

Chapter 28

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

The important information in this chapter is that when they stated that there is
more said than done with regards to quaity by companies and when you ask them
those who practice total quality management, they will present you with reports and
accomplishments the numbers of QC circles, the improvement of the team, number of
quality prizes and awards the company has received and the number of suggestions
employees have made. The problem is they don’t put emphasis much on the number
of customer complaints and returns or if the number of defects, scraps and wastage
decreases these are just some things that doesn’t matter much for many companies
for as long as they have high sales.

2. What have I learned? Connect your learning/s to quality and IE principles.

I learned that quality is not measured by the numbers of QC circles or how many
awards or prizes you received nationally and internationally. The customer’s main
concern is the quality of the product they buy and not the company’s quality programs
and processes.The company should focus more on customer’s complaints and returns,
number of defects, scrap and wastages, the costs, the rework rate, and rework
operations, the delays or if the company maintained competitive prizes. They should
not be blinded by their sales and startmeasuring any factors that are moving.

3. What future use will we make of what we have learned?

After reading this chapter I have now an idea of the things that I will consider if I
have my own company in the future. I will see to it that I will not be blinded by high
product sales but put more emphasis on the company’s improvement and by attending
to the customer’s issues because recovering lost customers is more expensive than
getting new ones so we’ll have to take care of our customers.

Chapter 29

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

The significant information that is shared in this chapter is the four types of cost
namely, external failure, internal failure, inspection or appraisal and prevention costs.

Examples of external failure cost is warranty returns and replacement, transporttation

cost to retrieve and return the product, legal fees if the customer sues the company
and lost sales due to tarnished reputtaion and credebility. Internal failures arescrap
costs, rework costs, overtime, downgrading or regrading costs and losses and an
machine downtime due to processing of defective or inferior materials and parts.
Inspection costs and appraisal costs includes costs of maintaining quality control or
quality assurance department etc. Prevention costs on the otherhand includes
designing products fo manufacturability; foolproofing of the process and equipment
etc.

2. What have I learned? Connect your learning/s to quality and IE principles.

I learned that there are 3 strategies in quality management. The first one is
called Firefighting. It has low prevention, high internal failure, low inspection and high
external failure. The next is conventional which has low prevention, high internal failure,
high inspection and low external failure.The third is Total quality which has high
prevention, low internal failure, low inspection and low external failure.

3. What future use will we make of what we have learned?

In the future, i will surely aim for the total quality strategy because it achieves
almost zero defect externally and internally, using zero incoming and outgoing
inspection.

Chapter 30

1. What do I think are the salient features of the situation that are being discussed in
the chapter?

The essential part of the discussion in this chapter is when the author
differentiates satisfying, delighting and surprising a customer. According to the author,
a satisfied customer is not a loal customer. They do not necessarily develop brand
loyalty just because they get what they asked or paid for. When you delight a customer,
it means to anticipate customer’s needs and to take proactive rather than a reactive
posture. Delight is done by putting yourself in the situation of the customer and
thinking like them. Surprising a customer on the other hand, is the highest form of
customer service. Surprising means if their unstated needs were met beyond their
expectations at no exra cost or delay to them.

2. What have I learned? Connect your learning/s to quality and IE principles.

I learned that there are 4 kinds of customer reactions namely dissatisfaction,

satisfaction, delight and surprise.with regards to customer loyalty, dissatisfied
customers has none, satisfied has low, delighted customers has high and surprised
customers has very high. Dissatisfied and satisfied customers stated their needs while
delighted and surprised customers didn’t. With regards to the services they received,
dissatisfied customers is below customer expectation, satisfied and delighted
customers are within customer exectations while the services received of surprised
customers are beyond customer expectation. I also learned that in every company/
business like airlines, 5-star hotels, airlines and banks have different ways on how to
satisfy, delight or surprise customers

3. What future use will we make of what we have learned?

In the future my target is to surprise my customers non-stop so that with good

service and quality they will be the ones to sell or to advetrtise my company through
word of the mouth or social media.