3. Q1. WHAT WAS ADI’S STRATEGY IN THE 2 ND HALF OF 1980’S?
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5. TQM OUTCOME Parameter Measured improvement On time delivery Increased from 70% to 96% Cycle time Decreased from 15 weeks to 8 weeks Average yield Increased from 26% to 51% Defects in products shipped Decreased from 500PPM to 50 PPM
6. Q2A. EVALUATE HALF-LIFE CONCEPT. Q2B. WHAT ARE ITS BENEFITS & LIMITATIONS? Q2C. HOW IS IT DEVELOPED FOR DIFFERENT PROCESSES? Q2D. HOW IS IT DIFFERENT FROM EXPERIENCE CURVE CONCEPT?
9. Half Life Learning Curve Rate of decline of defect level is constant over time With doubling of cumulative experience the unit cost drops by a constant percentage Concept generally deals with defects Concept generally deals with cost Defect reduction owing to a root cause being eliminated and subsequent tackling of the next root cause Cost reduction owing to the same action being performed repeatedly
10. Q3A. IDENTIFY THE CONFLICTS THAT EXIST BETWEEN QIP MEASURES AND THAT REPORTED BY FINANCIAL SYSTEMS? Q3B. WHICH NUMBERS SHOULD WE BELIEVE ? Q3C. CAN THEY BE RECONCILED ?
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12. Q4A. CRITICALLY ASSESS THE USEFULNESS OF CORPORATE SCORECARD. Q4B. WHAT ROLE DOES EACH MEASURE PLAY IN STRATEGY EXECUTION? Q4C. WHAT SHOULD BE THE RELATIVE IMPORTANCE OF FINANCIAL VERSUS NON-FINANCIAL MEASURES?
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15. Q5. EVALUATE THE MANAGEMENT PLANNING & CONTROL SYSTEMS AT ADI DURING 1990-95 IN LIGHT OF ADI’S STRATEGY IN 1 ST HALF OF 1990’S
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17. Q6. DO YOU AGREE WITH THE COMPENSATION PHILOSOPHY OF ADI?
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19. Q7A. DESCRIBE ADI’S STRATEGY AS OF 1996. Q7B.HOW SHOULD SCORECARD & OTHER MANAGEMENT SYSTEMS CHANGE IN 1996 TO BEST FIT THE STRATEGIC NEEDS OF THE COMPANY?
As a goal setting tool it allows rational determination of future performance based on the use of state-of-the-art incremental improvement tools and methods. As a diagnostic tool, it allows a team to benchmark its improvement efforts against best practice for processes of similar complexity. As a measure of organizational learning , it is easily consolidated from the level of the team, through the business unit to an overall organization-wide metric. As a specification for an improvement process, it allows potential users the ability to make comparisons with alternative methodologies.
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