
When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure.
Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps.
At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the K— 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how
Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions.
Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top.
Her scheme would certainly benefit Central High students. Achieving her sales goal would make
Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university.
Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do.
1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good

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Chapter 7 Solutions
Bundle: Management, Loose-Leaf Version, 13th + MindTap Management, 1 term (6 months) Printed Access Card
- Question 49 / 60 Lean Six Sigma is focused on solving highly complex problems. This statement is: False Truearrow_forwardQuestion 60 / 60 Lean Six Sigma guarantees that all problems can be solved. This statement is: False Truearrow_forwardQuestion 23/60 Sigma Level is is used to evaluate how stable my process is. This statement is: True Falsearrow_forward
- Question 24/60 Lean Six Sigma is focused on problems that present low complexity. This statement is: False Truearrow_forwardQuestion 19/60 Control Charts are used to evaluate process stability. This statement is: False Truearrow_forwardQuestion 18/60 We must find the root cause in a Lean Six Sigma project. This statement is: False Truearrow_forward
- Question 17/60 Without data you cannot validate root causes. This True False statement is:arrow_forwardQuestion 16/60 Two of the Measurement System Analysis dimensions discussed in this training are Repeatability and Reproducibility. This statement is: True Falsearrow_forwardAverage is important and always sufficient in a baseline analysis of the process. This statement is: False Truearrow_forward
- What is the main objective of "Measure" phase? Maintain the positive results Present a good problem statement Measure the size of the problemarrow_forwardRoot cause analysis is the core element of Lean Six Sigma projects. This statement is: True Falsearrow_forwardIn the Measure phase of a DMAIC project, variability must be considered in diagnosing the current state of the process. This statement is: True Falsearrow_forward
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