Quality Management Final
In the context of the gap model, a customer will be satisfied when the expected quality of a product is higher than the actual quality. T-F
False
An important aspect of an organization's leadership is its responsibility to the public and practice of good citizenship. T-F
True
As managers work with different individuals in different stages of careers and maturity, it is their responsibility to adapt the leadership style to the individual and the situation. T-F
True
As the firm grows, the process of creating and disseminating the desired culture tends to become increasingly difficult because the entrepreneur is no longer involved in the day-to-day activities of the organization. T-F
True
Breakthrough improvement refers to discontinuous change, as opposed to the gradual, continuous improvement philosophy of kaizen. T-F
True
Passive management by exception includes use of contingent punishments and other corrective actions in response to deviations from acceptable performance standards. T-F
True
Pre-control should only be used when process capability is no greater than 88 percent of the tolerance. T-F
True
Six Sigma is owned by business leader champions. T-F
True
Six Sigma methods are most applicable to conformance problems because the processes that create the problems can be easily identified, measured, analyzed, and changed. T-F
True
Strategic challenges frequently are driven by an organization's future competitive position relative to other providers of similar products or services. T-F
True
Supplier certification processes can be time-consuming and expensive to administer. T-F
True
Sustainability requires continual learning. T-F
True
The "define" phase of the DMAIC process focuses on describing the problem in operational terms that facilitate further analysis. T-F
True
The Baldrige Award Criteria form a model for business excellence in any organization, whether large or small. T-F
True
The Taylor philosophy established an adversarial relationship between labor and management. T-F
True
The cause-and-effect diagrams are constructed in a brainstorming type of atmosphere. T-F
True
In the context of the Baldrige Award process, deployment refers to refining the approach through cycles of evaluation and improvement. T-F
False
Supply chains help organizations to create a competitive advantage in _____. workforce engagement process mapping flexibility benchmarking
flexibility
A(n) _____ is a design tool that enables management to study and analyze processes prior to implementation in order to improve quality and operational performance. Likert's scale flowchart quality manual affinity diagram
flowchart
Strategic human resource management differs from traditional HR practices in that strategic human resource management: focuses on long-term, current, and future needs. views people as exploitable resources. relies on proven approaches. responds only to stated needs for system development.
focuses on long-term, current, and future needs.
According to Hackman and Oldham's work design model, "experienced meaningfulness" is a psychological state that refers to the need of workers to: be accountable for the quality and quantity of work produced. know how their work is evaluated and the results of evaluation. obtain information about the accuracy of their performance on a timely basis. have the feeling that their work is a significant contribution to the organization and the society.
have the feeling that their work is a significant contribution to the organization and the society.
Japanese firms introduced a newer deployment process adapted by Japanese and American companies known as _____. SWOT hoshin planning management by exception management by objectives
hoshin planning
Process management activities are: included in the Baldrige and the ISO 9000:2000 standards. included in the Baldrige Criteria but not the ISO 9000:2000 standards. not included in the Baldrige Criteria but are included in the ISO 9000:2000 standards. neither included in the Baldrige Criteria nor the ISO 9000:2000 standards.
included in the Baldrige and the ISO 9000:2000 standards
x-charts are used for: averages of variables data. individual attributes data. individual variables data. averages of attributes data.
individual variables data
The ability to identify and transfer best practices within the organization is sometimes called _____. enterprise resource planning interlinking internal benchmarking data mining
internal benchmarking
Which of the following symbols is used to denote a very strong relationship between any pair of technical requirements in a typical House of Quality? * Ä ^ •
•
A precision parts manufacturer produces bolts for use in military aircraft. The specifications for bolt length are 37.50 ± 0.25 cm. The company has established an -chart and an R-chart using samples of size five. The center lines for the -chart and R-chart are set at 35.25 cm and 1.08 cm, respectively. What is the value of Cp for this process? 1.333 0.179 0.301 0.166
0.179
What is the Six Sigma quality level when the process standard deviation is 1ó and the tolerance range is 10 ó? 5 3 9 11
5
In the context of a Six Sigma team, who among the following is typically a senior-level manager who owns the Six Sigma project and is responsible for its completion and results? A black belt A champion A green belt A team member
A champion
Which of the following is true about the stage 1 of the Baldrige roadmap to performance excellence? At this stage projects succeed often enough for most of the organizations, but the overall culture does not change and system-wide performance excellence is elusive. At this stage approaches of leadership, such as values deployment and culture building, begin to link and align with the operational processes of the organization. At this stage organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance. At this stage senior leaders begin to experience traction on their organizational transformation strategies
At this stage projects succeed often enough for most of the organizations, but the overall culture does not change and system-wide performance excellence is elusive.
In the context of a Six Sigma team, green belts are full-time Six Sigma experts who are responsible for Six Sigma strategy, training, mentoring, deployment, and results. T-F
False
Ergo Industries, which manufactures automotive parts, had taken various measures to improve the quality of the products. The product-line managers at the company had the authority to stop production if they found the components to be defective without the approval of the senior management in the company and to take measures to resolve the issue. This authority motivated the managers to perform their jobs better. According to Hackman and Oldham work design model, which of the following core job characteristics is influencing the performance of managers in the above scenario? Skill variety Task identity Autonomy Task significance
Autonomy
In the context of Six Sigma teams, who among the following are fully trained Six Sigma experts with extensive technical training who perform much of the technical analysis required in Six Sigma projects, usually on a full-time basis? Black belts Champions Green belts Team members
Black Belts
In a bottom-up approach to Six Sigma projects, _____ choose the projects that are well-suited to the capabilities of teams. champions team members green belts black belts
Black belts
Value-creation processes are sometimes called _____ processes. core support job enrichment quality circle
Core
National Quality Institute is a nonprofit organization designed to stimulate and support quality-driven innovation within all enterprises and institutions, including business, government, education, and health care in _____. Australia Canada China the United States
Canada
With respect to the six competencies summarized by the human development and leadership division of the American society for quality, which of the following competencies in a leader involves effectively listening and articulating messages to provide shared meaning? Builder Navigator Motivator Communicator
Communicator
_____ of product and service performance and customer indicators is a critical management tool for defining and focusing on key quality and customer requirements, identifying product and service differentiators in the marketplace, and determining cause-effect relationships between product and service attributes and measures of customer satisfaction and loyalty. Regression analysis Benchmarking Correlation analysis Quincunx experimentation
Correlation analysis
Which of the following personal leadership competencies refers to the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty with a firmness of mind and will, allowing leaders to navigate into the unknown? Integrity Courage Well-being Humility
Courage
With respect to American Express's change process, which of the following steps answer the question "What will the change look like?" Driving commitment Creating a vision Sustaining momentum Accelerating the transition
Creating a vision
_____ is an organization's value system and its collection of guiding principles. Strategy Governance Culture Emotional intelligence
Culture
With respect to the six stages of a quality life cycle, in which of the following stages has the quality initiative had a limited impact, is failing, and is awaiting termination? Stagnation Maturation Decline Adoption
Decline
The DMADV process incorporates the principal activities of the design for six sigma. Which of the following activities included in DMADV focuses on identifying and understanding the market need or opportunity? Design Measure Analyze Define
Define
In the Baldrige assessment, _____ refers to the extent to which the approach is applied by a company in addressing item requirements relevant and important to the organization, the approach is applied consistently, and the approach is used by all appropriate work units. strategy deployment results process
Deployment
Which of the following is regarded as the best approach to prevent mistakes in a process because of its ability to avoid rework and wastage of time and resources? Designing potential defects and errors out of the process Conducting a cost-benefit analysis to determine the impact of stopping a process Identifying potential defects and errors and stopping a process before they occur Identifying defects and errors soon after they occur and quickly correcting the process
Designing potential defects and errors out of the process
Which of the following activities of the design for six sigma (DFSS) focuses on developing specific requirements and design parameters such as specifications and tolerances to ensure that the product fulfills the functional requirements of the concept? Concept development Design verification Design optimization Detailed design
Detailed design
Which of the following categories of problems is characterized by unsatisfactory performance that causes dissatisfaction from the standpoint of noncustomer stakeholders, such as managers of financial or supply chain functions? Product design problems Efficiency problems Unstructured performance problems Conformance problems
Efficiency problems
In service applications, the term _____ is generally used to describe a nonconformance. cycle unit error trend
Error
_____ knowledge includes information stored in documents or other forms of media such as databases, policies and procedures, and technical drawings. Tacit Allusive Explicit Indirect
Explicit
A balanced scorecard greatly helps in identifying the real drivers of customer satisfaction. T-F
False
A good balanced scorecard contains only leading measures and indicators. T-F
False
A histogram of data that resembles the normal distribution indicates that the process is in control. T-F
False
A nonconforming unit of work is one that has no defects or errors. T-F
False
According to Bass, compared to transformational leaders, transactional leaders have greater interest in continuous organizational change and improvement transcending or aligning self-interests for the longer-range greater good of the organization and its members T-F
False
According to the situational leadership theory, the choice of leadership style applied by the leader must be driven by personal preference. T-F
False
As managerial roles shift from directing and controlling to coaching and facilitating, managers who deal with cross-functional problems, benefit more from upward movement rather than horizontal movement in narrow functional areas. T-F
False
Common and special causes of variation must be eliminated before process capability can be determined. T-F
False
Compared to lean tools, Six Sigma tools are more intuitive and easier to apply by anybody in the workplace T-F
False
Control limits for the s-chart are given by: LCLs = B3s and UCLs = B4s, where B3 and B4 are constants. T-F
False
Data mining is the most effective method of establishing cause-and-effect relationship among variables. T-F
False
Deming laid out a "quality improvement program" for companies such as Ford, GM, and Procter & Gamble, when invited to work with them to improve their quality. T-F
False
Focus groups have a lower cost of implementation compared to other approaches used for gathering customer information. T-F
False
For a manufacturing company, legal services will be considered an example of a value-creation process. T-F
False
For variable data, the two important quality measures are the proportion nonconforming and nonconformances per unit. T-F
False
Identifying potential defects and errors and stopping a process before they occur is the best approach to avoid mistakes in a process. T-F
False
If all sample averages on an x-chart fall within the control limits, all output will be conforming. T-F
False
In line and staff organizations, staff departments carry out the functions of marketing, finance, and production for the organization. T-F
False
In the Baldrige Criteria, areas to address that request information on approach or deployment begin with the word "what." T-F
False
In the policy deployment process, employees negotiate with management the performance measures that are used to indicate progress toward accomplishing the objectives. T-F
False
Mid-level strategic leaders are involved in vision and strategy formation. T-F
False
Natural work teams are usually cross-functional, as they work on specific tasks or processes that cut across boundaries of several different departments. T-F
False
Redundant components, when used in a parallel system, tend to decrease the reliability of the system. T-F
False
Reengineering focuses on improving the existing procedures rather than eliminating them and reinventing the process. T-F
False
Six Sigma is focused on improvement with little financial accountability whereas TQM requires a verifiable return on investment and focus on the bottom line. T-F
False
Support processes generally require a higher level of attention than do value-creation processes. T-F
False
Teams organized to perform entire jobs, rather than specialized, assembly line-type work are referred to as quality circles. T-F
False
The Organizational Profile provides the "finer picture" of the various organizational parts and thus sets the context for good strategic decisions. T-F
False
The bottom-up way to generate six sigma projects is generally tied to business strategy and is aligned with customer needs. T-F
False
The leadership category in the 2011-2012 Baldrige Criteria consists of two examination items: senior leadership and communication and organizational performance. T-F
False
The outputs of service processes are as well defined as manufactured products. T-F
False
The quality function deployment tool increases the time for new product development. T-F
False
Wide tolerances in product design have a positive impact on product characteristics. T-F
False
Which of the following perspectives of the balanced scorecard measures the ultimate results that the business provides to its shareholders? Customer Internal Innovation Financial
Financial
Which of the following survey instruments is most likely to be effective in generating a significant amount of qualitative information from the customers? Mail surveys Online surveys Focus groups Telephone interviews
Focus groups
Which of the following survey instruments is most commonly used because of low data collection costs and ease of analysis associated with it? Formal written surveys Telephone interviews Focus groups Face-to-face interviews
Formal written surveys
Which of the following analytical approach or technology is most likely to be used for data mining? Histogram Pareto diagram Quincunx experiment Fuzzy logic
Fuzzy logic
The Leadership category in the 2011-2012 Baldrige Criteria consists of two examination items: Senior Leadership and _____. Support of Key Communities Governance and Societal Responsibilities Vision, Values, and Mission Communication and Organizational Performance
Governance and Societal Responsibilities
The management team at Kyra Electronics is looking for ways to achieve higher levels of performance. It is trying to obtain higher yields and reduce cycle times. In the context of the three major activities involved in process management, the management team at Kyra is engaged in the _____ activity of process management. mapping improvement design control
Improvement
Which of the following is one of the three major activities in process management that focuses on achieving higher yields of products with reduced variation and fewer defects and errors? Design Control Process mapping Improvement
Improvement
The predicted reliability determined by the design of the product or process is called the _____ reliability. achieved perceived inherent nominal
Inherent
Which of the following is NOT considered in strategic human resource plans? Redesign of the work organization to increase empowerment and decision-making or team-based participation Partnerships with educational institutions to help ensure the future supply of well-prepared employees Initiatives to foster knowledge sharing and organizational learning Initiatives to reduce collective bargaining through union involvement
Initiatives to reduce collective bargaining through union involvement
_____ involves the adoption of an idea, process, technology, product, or business model that is either new or new to its proposed application. Concurrent engineering Total quality management (TQM) Design optimization Innovation
Innovation
Which of the following perspectives of the balanced scorecard directs attention to the basis of a future success —the organization's people and infrastructure? Internal Customer Financial and internal Innovation and learning
Innovation and learning
In the Baldrige assessment, _____ refers to the extent to which a company aligns the approach with organizational needs identified in the Organizational Profile and other process items. learning strategy integration results
Integration
_____ refers to the harmonization of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals. Interlinking Integration Perseverance Accountability
Integration
Which of the following measures of the Baldrige criteria of performance measurement includes internal quality measurements, defect levels, service errors, and response times? Governance outcomes Market outcomes Product outcomes Financial outcomes
Product outcomes
Which of the following is a reason why organizations measure customer engagement and satisfaction? It helps them in determining their financial requirements and the required value of the cash reserve ratio. It helps them to segment markets based on demographic characteristics of the customers. It helps them to discover customer perceptions of how well the organization is doing in meeting customer needs. It helps them in determining their human resource requirements.
It helps them to discover customer perceptions of how well the organization is doing in meeting customer needs.
_____ is an approach to work design that improves a worker's job by including several tasks rather than one single, low-level task. Job enrichment Job rotation Job enlargement Skill variety
Job enlargement
Who among the following influenced the development of a participative, bottom-up view of quality, which became the trademark of the Japanese approach to quality management? -A.V.Feigenbaum -Joseph Juran -Philip B. Crosby -Kaoru Ishikawa
Kaoru Ishikawa
_____ is the first category in the Baldrige framework, signifying its importance in driving quality and performance excellence throughout an organization. Operations focus Knowledge management Analysis Leadership
Leadership
Which of the following is used by organizations to measure customer response by allowing them to express their degree of opinion? Histogram Likert Scale R-chart Cause-and-effect diagram
Likert Scale
With respect to the six competencies summarized by the human development and leadership division of the American society for quality, which of the following competencies in a leader involves providing others with a role to guide their actions? Mentor Navigator Learner Communicator
Mentor
In 2001, the China Association for Quality (CAQ) introduced the _____. National Quality Award Mayor's Cup Quality Award Foundation in Business Excellence Award Six Sigma Excellent Organization Award
National Quality Award
A company and the people in the company need to continually renew themselves to take in new approaches and relearn many older ones. This is called _____. -Organizational Designing -Organizational Engineering -Organizational Structuring -Organizational Learning
Organizational Learning
_____ is an approach for mistake-proofing processes, developed by Shigeo Shingo, that involves using automatic devices or simple methods to avoid human error. Kaizen Poka-yoke Process mapping Job enrichment
Poka-yoke
Which of the following phases of product development usually includes prototype testing? Product/process development Idea generation Full-scale production Market evaluation
Product/process development
A _____ is a temporary work structure that starts up, produces products or services, and then shuts down. kaizen program poka-yoke program project quality circle
Project
Six Sigma is based on understanding and improving processes on a _____ basis. product-by-product department-by-department day-by-day project-by-project
Project-by-project
Which of the following tools is most likely to be used for establishing technical design requirements that meet customer needs and placing them in subsequent production activities? Likert scale Quality function deployment Cause-and-effect diagram Fault tree analysis
Quality function deployment
With respect to the six stages of a quality life cycle, in which of the following stages is a new quality initiative used in conjunction with an existing one to give rise to new energy and impact? Stagnation Adoption Maturation Regeneration
Regeneration
According to the dimensions of quality, as suggested by David A Garvin, _____ refers to the probability of a product's surviving over a specified period of time under stated conditions of use. Durability Serviceability Conformance Reliability
Reliability
If a process is neither capable nor in control, the appropriate first step is to: remove common causes of variation. redesign the equipment. remove special causes of variation. determine the process capability index.
Remove special causes of variation
Which of the following dimensions that contribute to customer perceptions of quality refers to the willingness of the service providers to help customers and provide prompt service? Assurance Empathy Reliability Responsiveness
Responsiveness
According to Herzberg's Two-Factor theory, which of the following factors is an example of a maintenance factor? Recognition Advancement Safe working environment Achievement
Safe working environment
With respect to 5S, which of the following Japanese terms refer to arranging materials and equipment so that they are easy to find and use? Seiri Seiton Seiso Shitsuke
Seiton
Broadway Inc. is a leading automobile manufacturer. To achieve customer satisfaction, during the process of producing a product or service, its management continuously gathers information needed by internal customers for process control activities to ensure that the product or service is meeting the critical to quality parameters. The management of Broadway Inc. is said to be following the _____ methodology. Six Sigma ISO 9000:2000 Baldrige Award Criteria Deming
Six Sigma
Which of the following focuses on measuring product quality and driving process improvement and cost savings throughout the organization? Baldrige Criteria ISO 9000:2000 Six Sigma Deming's 14 principles
Six Sigma
Which of the following stages of the Baldrige roadmap marks the transition from the singular focus on change through projects, however well executed, to systematic evaluation and improvement of leadership approaches? Stage 4 Stage 2 Stage 1 Stage 0
Stage 2
With respect to American Express's change process, which of the following steps answer the question "What have we learned and how can we leverage it?" Sustaining momentum Driving commitment Creating a vision Accelerating the transition
Sustaining momentum
Which of the following is a creativity tool that finds extensive use in product design? TRIZ Fault tree analysis Likert scale Cause-and-effect diagram
TRIZ
_____ knowledge is information that is formed around intangible factors resulting from an organization's or individual's experience, and is content-specific. Lucid Tacit Definitive Explicit
Tacit
Stella works as a customer service executive at a firm that manufactures computer systems. She is motivated to perform her job effectively, as she is aware that her job of helping customers to resolve technical issues has a direct impact on the performance of the organization. Which of the following job characteristics, as identified by Hackman and Oldham in their work design model, is motivating Stella in the above scenario? Task significance Autonomy Skill variety Task identity
Task significance
Which of the following is true of customers who are regarded as "promoters" based on the net promoter score associated with these customers? They spread negative comments about the organization. They usually defect at higher rates. They are not likely to purchase from the organization again. They are less price-sensitive and more profitable.
They are less price-sensitive and more profitable.
Which of the following is true about the stage 4 of the Baldrige roadmap to performance excellence? This project-focused phase brings new capabilities to execute initiatives that change routine practices and processes for the better. At this stage organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance. This stage can result in continued improvement or decline as organizations lose focus or become distracted. At this stage senior leaders begin to experience traction on their organizational transformation strategies.
This stage can result in continued improvement or decline as organizations lose focus or become distracted.
When organizational learning processes serve to refresh and reinforce current learning, _____ leadership is best suited. transformational stagnant transactional declining
Transactional
A knowledge-enabled culture is created when an organization employs a system of aligned human resource policies, tactics, processes, and practices that ensure knowledge is created, captured, used, and reused to achieve superior organizational results as a sustainable advantage. T-F
True
A p-chart is used with the attribute data. T-F
True
A process is a sequence of linked activities that is intended to achieve some result, such as producing a good or service for a customer within or outside the organization. T-F
True
A product failure which occurs at the start of product life due to manufacturing or material defects such as a missing connection or a faulty component is referred to as functional failure. T-F
True
A strategy is a pattern or plan that integrates an organization's major goals, policies, and action sequences into a cohesive whole. T-F
True
A tolerance reserve or factor of safety in product design is needed to account for engineering uncertainty regarding the maximum variation allowable and compatibility with satisfactory product performance. T-F
True
A well-aligned organization has its processes focused on achieving a shared vision and strategy. T-F
True
Accelerated life testing involves overstressing components to reduce the time to failure and find weaknesses. T-F
True
According to Juran, the customers who fall under the category of "useful many" typically need only standardized attention as a group. T-F
True
According to the theory of strict liability, anyone who sells a product that is defective or unreasonably dangerous is subject to liability for any physical harm caused to the user, the consumer, or the property of either. T-F
True
After basic technical requirements have been established in product development process, designers must set specific dimensional or operational targets and tolerances for critical manufacturing or service characteristics. T-F
True
An effective knowledge management system should include a common framework for managing knowledge and some way of validating and synthesizing new knowledge as it is acquired. T-F
True
An emphasis on machine utilization in an organization encourages having fewer, but larger, general-purpose machines, which results in increased inventory and throughput time. T-F
True
Compared to transactional leadership, transformational leadership is more aligned with organizational change required by total quality and Baldrige-like performance excellence models. T-F
True
Control in manufacturing starts with purchasing and receiving processes. T-F
True
Control is the activity of ensuring conformance to the requirements and taking corrective action when necessary to correct problems and maintain stable performance. T-F
True
Core competencies may involve technology expertise, unique service offerings, a marketplace niche, or a particular business acumen. T-F
True
Corporate social responsibility implies that organizations must behave ethically and be sensitive of social, cultural, economic, and environmental issues. T-F
True
Creating a culture for high performance begins with senior leadership's commitment to the workforce. T-F
True
Customer contact employees are often the only means by which a customer interacts with an organization. T-F
True
DMAIC, a process improvement methodology, bears a close resemblance to the creative problem-solving process. T-F
True
Effective leadership demands continual learning and adaption to the changing global business landscape. T-F
True
Employees who participate in team activities feel more empowered and receive better training in both job-related and problem-solving skills. T-F
True
Empowerment requires employees to step outside their traditional roles and make decisions previously made by managers. T-F
True
Financial measures of performance measurement in the Baldrige criteria are generally tracked by senior leadership to gauge overall organizational performance and are often used to determine incentive compensation for senior executives. T-F
True
For quality and performance excellence to truly succeed in an organization, it must define and drive the culture of the organization. T-F
True
Herzberg's Two-Factor theory states that factors such as recognition, advancement, achievement, and the nature of the work itself are effective in motivating employees to work harder. T-F
True
ISO typically focuses on product and service conformity for guaranteeing equity in the marketplace and concentrates on fixing quality system problems and product and service nonconformities. T-F
True
If an idea survives the concept stage of product development, the actual design process begins by evaluating design alternatives and determining engineering specifications for all materials, components, and parts. T-F
True
Impatient managers often seek immediate results by adopting off-the-shelf quality programs and practices, or by imitating other successful organizations. T-F
True
In many cases, the decision to vertically integrate is based solely on costs without considering the impact on other business priorities. T-F
True
In the context of the criteria for performance excellence, the results category provides "real-time" information for evaluation and improvement of processes and products, in alignment with overall organizational strategy. T-F
True
In viewing the three core principles of TQ, a focus on customers is clearly vital to small enterprises. T-F
True
Leading organizations continually improve their performance measurement systems, staying abreast of new techniques. T-F
True
Learning organizations have become skilled in creating, acquiring, and transferring knowledge and in modifying the behavior of their employees and other contributors to their enterprises. T-F
True
Loyal customers are less costly to do business with compared to other customers. T-F
True
Matrix data analysis takes data and arranges them to display quantitative relationships among variables to make them more easily understood and analyzed. T-F
True
Measurement reliability in manufacturing demands careful attention to metrology, the science of measurement. T-F
True
Mission statements typically include a definition of products and services the organization provides, technologies used to provide these products and services, types of markets, important customer needs, and distinctive competencies or the expertise that sets the firm apart from others. T-F
True
Organizational changes result from strategy development and its implementation. T-F
True
Over the years, the Baldrige Criteria have been streamlined and simplified; most significantly, the word "quality" was judiciously dropped in the mid-1990s. T-F
True
The competitive strategy level is where organizational strategy and Six Sigma must align, because it is at this level that the tools of Six Sigma can be most effectively applied. T-F
True
The criteria for performance excellence consist of a hierarchical set of categories, items, and areas to address. T-F
True
The customer satisfaction measurement of "customer perceived value" focuses more on loyalty than on customer satisfaction. T-F
True
The fundamental premise of PDSA cycle is that improvement comes from the application of knowledge. T-F
True
The key to developing learning organizations is effective leadership. T-F
True
The leadership system encourages initiative and risk taking. T-F
True
The outcome of innovation in product development is a discontinuous or breakthrough change and results in new and unique goods and services that delight customers and create competitive advantage. T-F
True
The process measures that are used to assess workforce effectiveness include the number of suggestions that employees make, the numbers of participants in project teams, and participation in educational programs. T-F
True
The quality of information can be improved by capturing data only once, and as close to the origin of the data as possible. T-F
True
The total observed variation in production output is the sum of the true process variation plus variation due to measurement. T-F
True
The use of arrow diagramming has generally been confined to technical experts. T-F
True
Transferring knowledge quickly and efficiently throughout the organization is the basis for modern knowledge management practices. T-F
True
Using a structured problem-solving process helps teams to mitigate issues that might lead to storming. T-F
True
When constructing a u-chart, the standard deviation of each sample varies because the size of the sampling unit varies. T-F
True
_____ refers to an organization's ability to ensure sufficient staffing levels to accomplish its work processes and successfully deliver products and services to customers, including the ability to meet seasonal and varying demands. Workforce engagement Workforce capacity Employee involvement Workforce capability
Workforce capacity
_____ is the function performed in organizations that facilitates the most effective use of people to achieve organizational and individual goals. Marketing management Product management Brand management Workforce management
Workforce management
According to the gap model, the term "_____" refers to the outcome of the production process and what is delivered to the customer. expected quality delighter satisfier actual quality
actual quality
The _____ dimension of the quality, as suggested by David A. Garvin, refers to how a product looks, feels, sounds, tastes, or smells. aesthetics reliability assurance serviceability
aesthetics
Internal customers of an organization are those people who: are not a part of the organization but are involved in the supply of the organization's products to the consumers. are not a part of the organization but sell resources to the organization so that the organization can produce it products are a part of the organization who provide inputs and help to create outputs for customers. are the end users of a company's products or services.
are a part of the organization who provide inputs and help to create outputs for customers.
Robust design refers to designing goods and services that: make the most efficient use of the available resources. are insensitive to variation in manufacturing processes and when consumers use them. create a competitive advantage for the organization in the market. are the least costly to produce.
are insensitive to variation in manufacturing processes and when consumers use them
Collecting _____ data is usually easier than collecting _____ data because the assessment can usually be done more quickly by a simple inspection or count. variable; attribute conformances; nonconformances attribute; variable simple; complex
attribute; variable
The term "customer engagement" refers to: customers' involvement in the early design and improvement of products. customers' investment in or commitment to a brand and product offerings. the expectations that define the quality of customer contact with an organization. the strategic alliances of organizations with customers who share common values.
customers' investment in or commitment to a brand and product offerings
Six Sigma projects can be categorized in different levels, based upon their impact on results. Level 1 projects: directly affect operations by avoiding expenditures. result in redeployment of resources inside an organization to increase operating efficiency or productivity. directly affect an organization's profit margin. directly affect operations by increasing the chances of obtaining higher future revenues.
directly affect an organization's profit margin
With respect to Pareto analysis, a Pareto _____ is one in which the characteristics observed are ordered from largest frequency to smallest. quincunx histogram charter distribution
distribution
Customer-focused organizations consider complaints as opportunities for improvement as: it allows them to test the aptitude and efficiency of their employees in handling customer complaints. it allows them to reduce the cost of research and development because they come to know about potential features through customers. effectively resolving complaints increases customer loyalty and retention. it helps employees understand what it feels like to be a customer.
effectively resolving complaints increases customer loyalty and retention
The output of a process is stable and normally distributed. If the process mean equals 23.5, the percentage of output expected to be less than or equal to the mean: is less than 25%. is 50%. is greater than 75%. cannot be determined without knowing the standard deviation value.
is 50%
If everyone is able to answer the question, "What does strategy mean in terms that I can act on," which aspect of deployment will it address? Lack of alignment across the organization Improperly defined organizational goals Misallocation of resources Insufficient operational measures
lack of alignment across the organization
According to Baldrige Criteria and Deming's 14 points, communication of values, expectations, customer focus, and knowledge as a key area of the Senior Leadership item is discussed under: learn the new philosophy. improve constantly. institute leadership. statement of purpose.
learn the new philosophy
A _____ might include a definition of products and services an organization provides, technologies used to provide these products and services, types of markets, important customer needs, and distinctive competencies or the expertise that sets the firm apart from others. strategy roadmap mission statement value statement leadership statement
mission statement
For variables data, the sample means are assumed to be: exponentially distributed. normally distributed. Poisson distributed. binomially distributed.
normally distributed
Accelerated life testing involves: using the fault tree analysis technique to find the defects in the product. using the TRIZ tool to identify faults in the designing of the product. overstressing components to reduce the time to failure and find weaknesses. finding the degree to which the product meets the customer requirements.
overstressing components to reduce the time to failure and find weaknesses
When a service ranks low on the dimensions of customer contact, labor intensity, and customization, the service providers need to emphasize on _____ to provide a high quality service to the customers. training provided to the employees employee behavior professional judgement of the employees physical facilities and procedures
physical facilities and procedures
In the context of managing information resources, the quality of information can be improved by: avoiding electronic data capture. placing accountability on the creators of data and information. using multiple databases whenever feasible. using as many intermediaries as possible to handle data.
placing accountability on the creators of data and information
Essentially, strategy deployment links the _____, who focus on "doing the right thing," with the _____, whose focus is on "doing things right." management; employees leaders; supervisors innovators; coordinators planners; doers
planners; doers
With _____, top management is responsible for developing and communicating a vision, and then building organization-wide commitment to its achievement. policy deployment value development mission development quality deployment
policy deployment
A _____ defines the project, its objectives, and deliverables, and represents a contract between the project team and the sponsor. project charter project diagram SIPOC diagram CTQ tree
project charter
In Juran's quality trilogy, the process of breaking through to unprecedented levels of performance is called: -quality improvement -quality leadership -quality planning -quality control
quality improvement
_____ involves the discovery, learning, creation, and reuse of knowledge that eventually becomes intellectual capital—knowledge that can be converted into value and profits. Rapid knowledge costing Knowledge internationalization Rapid knowledge transfer Knowledge interlinking
rapid knowledge transfer
In the context of the Weber's classification of the way leaders exercise authority, government officials who legislate, execute, and enforce regulations exhibit _____ leadership. rational-legal absorptive charismatic traditional
rational-legal
To apply the techniques of process management, processes must be _____. costly and time consuming repeatable and measurable centrally controlled and random simple and lengthy
repeatable and measurable
The major drawback of the matrix-type organization is that it: can be used only for project work. requires split loyalty. decreases the efficiency of personnel use. decreases the coordination in a project work.
requires split loyalty
Balancing quality costs against expected revenue gains has become known as: quality function deployment. return on quality. house of quality. quality trilogy.
return on quality
______ are the graphical components of regression analysis. Histograms Run charts Pareto diagrams Scatter diagrams
scatter diagrams
Maple Products is a manufacturer of electronic goods that markets its products in several countries across the world. The company makes sure that the spare parts of the products are available in all their markets and also ensures that the technical personnel in their retail outlets are adequately trained to repair their products. In the context of the dimensions of quality, as suggested by David A. Garvin, the efforts taken by the company will enhance the _____ dimension of its product quality. durability reliability conformance serviceability
serviceability
According to the policy deployment process diagram, a catchball situation occurs between the _____ stage and the _____ stage. corporate vision; long-term objectives long-term objectives; midterm objectives short-term objectives; policy deployment plan policy deployment plan; plan approval
short-term objectives; policy deployment plan
A process is said to be out of control when: common causes are present. special causes are present. the process is not capable of meeting specifications. the upper and lower control limits cannot be computed.
special causes are present
The term "_____" refers to those pressures that exert a decisive influence on an organization's likelihood of future success. systems competencies strategic challenges strategic inertia
strategic challenges
_____ set an organization's longer-term directions and guide resource allocation decisions. Management values Workforce principles Core competencies Strategic objectives
strategic objectives
The term "voice of the customer" refers to: the performance levels or expectations that define the quality of customer contact with an organization. the customer requirements as expressed in the customer's own terms. the involvement of customers in the development of new products. customers' investment or commitment to a brand or a product.
the costumer requirements as expressed in the customer's own terms
According to Hackman and Oldham work design model, "skill variety" is a core job characteristic that refers to: the degree to which the job gives the participants the feeling that they have a substantial impact on the organization or the world. the degree to which the job requires the worker to use a variety of talents. the degree to which the task permits freedom, independence, and personal control to be exercised over the work. the degree to which the worker can perceive the task as a whole, identifiable piece of work from start to finish.
the degree to which the job requires the worker to use a variety of talents.
The term "workforce engagement" refers to: the ability of an organization to accomplish its work processes through the knowledge, skills, abilities, and competencies of its workforce. the extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization. the art of creating conditions that allow the workforce to complete their work at their own peak level of efficiency. the ability of an organization to ensure sufficient staffing levels to accomplish its work processes and successfully deliver products and services to customers.
the extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization.
According to Peter Scholtes, a noted consultant, when people don't understand variation: -they know when expectations are realistic -they see trends where there are none -they don't see events as individual incidents -they are more likely to distinguish between fact and opinion
they see trends where there are none
Which of the following is NOT one of the basic applications of a control chart? To establish a state of statistical control. To calculate the average-range. To monitor a process to identify special causes of variation. To determine process capability.
to calculate the average-range
A _____ is the result of some cause that gradually affects the quality characteristics of the product and causes the points on a control chart to gradually move up or down from the center line. defect process shift cycle trend
trend