ISDS 3115 Test 2 Chapt 6

Which of the following is an award for quality achievement in Japan? A. Deming Prize B. Tokyo Medal for Excellence in Quality C. Malcolm Baldrige National Quality Award D. ISO 9000

A. Deming Prize

Managing quality helps build successful strategies of A. differentiation, low cost and response B. differentiation, low cost and service C. differentiation, time and responce D. differentiation, time and service

A. Differentiation, low cost and response

Cause-and-effect diagrams are also known as A. Fish-bone charts B. Pareto charts C. target specification graphs D. flowcharts

A. fish-bone charts

A device or technique that ensures production of a good unit every time is a A. poka-yoke B. fail-safe C. control chart D. zero defect

A. poka-yoke

Taguchi's quality loss function is based on a A. quadratic equation B. Linear equation C. binomial distribution D. negative exponential distribution

A. quadratic equation

Which of the following determinants of service quality means the firm performs the service right the first time and that the firm honors what it promises? A. reliability B. credibility C. competence D. responsiveness

A. reliability

What is training and empowering the frontline employees to solve a problem immediately? A. service recovery B. employee empowerment C. courtesy D. quality circle

A. service recovery

To develop a standard or benchmark, firms need to start with A. collecting benchmark information B. identifying benchmarking partners C. determining what to benchmark D. forming a benchmark team

C. Determining what to benchmark

Which of the following is NOT one of the techniques for building employee empowerment? A. Build communication networks that include employees B. Develop open, supportive supervisors C. Eliminate formal organization structures such as teams and quality circles D. Build high-morale organizations

C. Eliminate formal organizations structures such as teams and quality circles

One hundred percent inspection A. means that only good parts will be shipped to a customer B. is practical and an excellent fit for world-class manufacturers C. means that every part is checked to see whether or not it is defective D. catches all of the defective parts

C. means that every part is checked to see whether or not it is defective

The American Society for Quality defines quality as A. how well a product fits patterns of consumer preferences B. the degree of excellence at an acceptable price and the control of variability at an acceptable cost C. the totality of features and characters of a product or service that bears on its ability to satisfy stated or implied needs D. even though it cannot be defined, you know what it is.

C. the totality of features and characters of a product or service that bears on its ability to satisfy stated or implied needs

A successful quality strategy begins with A. satisfying customers and obtaining a competitive advantage B. an understanding of the principles of quality C. engaging employees in the necessary activities to implement quality D. an organizational culture that fosters quality

D. an organizational culture that fosters quality

Attribute Inspection measures A. whether or not the product attributes conform to the inspector's personal tastes B. if cause and effect are present C. such dimensions as weight, speed, size, or strength to see if an item falls within an acceptable range D. if the product is good or bad

D. if the product is good or bad

Which of the following is the Japanese term used to describe continuous improvement efforts? A. poka-yoke B. Six-sigma C. kanban D. Kaizen

D. kaizen

Which of the following costs is NOT a cost of quality? A. rework B. scrap C. lost goodwill D. research and development

D. research and development

Which of the following is NOT an external failure cost? A. costs to society B. lost goodwill C. returned goods D. scrap

D. scrap

Which of the following DOES NOT increase profit by improving quality? A. flexible pricing B. increasing productivity C. higher warranty costs D. Improved reputation

c. higher warranty costs

Which of the following could reduce costs and increase profit? A. improved response B. flexible pricing C. increased productivity D. improved reputation

c. increased productivity

variable inspection

classifications of inspected items as falling on a continuum scale, such as dimension or strength

Employee empowerment

enlarging employee jobs so that the added responsibility and authority is moved to the lowest level possible in the organization

Control charts

graphic presentations of process data over time, with predetermined control limits

quality robust

products that are consistently built to meet customer needs in spite of adverse conditions in the production process

Which of the following determinants of service quality means approachability and ease of contact? A. courtesy B. access C. tangibles D. security

B. access

Inspections should NOT take place A. at your facility upon receipt of goods from your supplier B. after costly or irreversible processes C. during the step-bu-step production processes D. at your supplier's plant while the supplier is producing

B. after costly or irreversible processes

Which of the following TQM tools would be best suited for displaying the number of students majoring in each business discipline? A. flowchart B. histogram C. cause-and-effect diagram D. Scatter diagram

B. histogram

Which of the following statements is NOT true regarding the importance of the role that an operations manager plays in addressing service quality? A. Managers must expect exceptions B. The manager may be able to influence the quality of the service but has little control over the customers' expectation. C. The tangible component of many services is important. D. The operations manager should realize that the customer expectations are the standard against which the service is judged.

B. the manager may be able to influence the quality of the service but has little control over the customers' expectation.

Cost of quality (COQ)

The cost of doing things wrong--that is, the price of nonconformance

PDCA

a continuous improvement model of plan, do, check, act

Pareto charts

a graphic way of classifying problems by their level of importance, often referred to as the 80-20 rule

quality circle

a group of employees meeting regularly with a facilitator to solve work-related problems in their work area

quality loss function (QLF)

a mathematical function that identifies all costs connected with poor quality and shows how these costs increase as product quality moves from what the customer wants

inspection

a means of ensuring that an operation is producing the quality level expected

target-oriented quality

a philosophy of continuous improvement to bring a product exactly on target

Statistical process control (SPC)

a process used to monitor standards, make measurements, and take corrective action as a product or service is being produced

Six Sigma

a program to save time, improve quality, and lower costs

cause and effect diagram

a schematic technique used to discover possible locations of quality problems

ISO 9000

a set of quality standards developed by the International Organization for Standardization (ISO)

checklists

a type of poka-yoke that lists the steps needed to ensure consistency and completeness in a task

attribute inspection

an inspection that classifies items as being either good or defective

Flowcharts

block diagrams that graphically describe a process or system

source inspection

controlling or monitoring at the point of production or purchase--at the source

poka-yoke

literally translated, "foolproof"; it has come to mean a device or technique that ensures the production of a good unit every time

Total quality management (TQM)

management of an entire organization so that it excels in all aspects of products and services that are important to the customer

benchmarking

selecting a demonstrated standard of performance that represents the very best performance for a process or an activity

quality

the ability of a product or service to meet customer needs

service recovery

training and empowering frontline workers to solve a problem immediately