Applied Assessment: Collaboration and Teamwork

4 of 5 needed to pass

1. 1. Fabric for a 20,000-piece order arrives five days late due to a customs error, and the buyer threatens cancellation. What is the first correct step?

   Choose one answer.

   Call an emergency cross-department recovery meeting with merchandising, planning, production, IE, quality, commercial and complianceHave the production manager alone decide the new plan without consulting other departmentsWait for the buyer to propose a solution before doing anything internallyLet each department handle its own part separately without a joint meeting
2. 2. In the case study, cutting and sewing continued while quality changed its inspection approach. What did quality agree to do?

   Choose one answer.

   Refuse to change its process regardless of the recovery planOutsource all inspection to a third party with no factory involvementSkip inspection entirely to save timeMove to inline inspection at three critical points instead of end-line-only checking
3. 3. During the recovery, cutting versus sewing capacity became a point of tension because IE had to reallocate operators from another order. What is the collaborative way to resolve this?

   Choose one answer.

   Escalate immediately to the buyer to decide which department is rightLet cutting and sewing supervisors argue it out on the floor without IE or planning inputIE and planning jointly reallocate resources based on the shared recovery priority, with the decision communicated to both linesIgnore the tension and let whichever line shouts loudest get the operators
4. 4. What does a recovery RACI chart help a manager do, according to the module's exercise?

   Choose one answer.

   Decide which single department gets full authority and ignore the restDefine who is Responsible, Accountable, Consulted and Informed for each key recovery action across departmentsRank departments from most to least important during a crisisReplace the need for a recovery meeting entirely
5. 5. The practical brief recommends rotating the meeting chair between departments. What is the purpose of this habit?

   Choose one answer.

   To help every team learn to see the whole factory rather than only its own department's viewTo reduce the number of people who need to attend meetingsTo give each department a turn at avoiding responsibility for outcomesTo make meetings less structured and more informal