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MNO3703
EXAM PACK
DISTINCTION QUALITY
UNISA EXAM
,MN03703 EXAM 2025
Section A: Multiple-Choice Questions
1.1 Answer: 3 Quality of design means the extent to which a product or service design
meets agreed requirements. It is not about inspection or end-of-line checking. Option 3
states that “quality of design is the measure of how well a product or service design
achieves the agreed requirements,” which exactly matches the TQM definition.
1.2 Answer: 3 The wording here is confusing, but the intent appears to refer to
establishing performance measures for design quality. Option 3 (“Understanding,
managing performance, guiding, planning, policies and procedures”) aligns with using a
balanced performance-measure framework in TQM. In particular, Oakland’s TQM
model emphasizes establishing a performance-measure framework e.g. a Balanced
Scorecard and deploying planning policies and procedures, which corresponds to the
phrasing in option 3.
1.3 Answer: 3 In TQM, process control is the feedback mechanism that keeps
operations on track. Oakland defines control as “the process by which information or
feedback is provided so as to keep all functions on track”. Option 3 “information or
feedback to keep all functions on track” is a direct match to this definition.
1.4 Answer: 1 A vision framework typically includes an organization’s vision, mission,
purpose and values (often together with strategy and critical processes). Option 1 lists
“vision, core values, purpose, mission, strategies and plans, critical success factors and
core processes.” This covers the key elements shown in Oakland’s vision framework
(vision/guiding philosophy, mission, purpose and values) and adds strategy and
,processes. Options 2–5 omit essential elements (e.g. only 1 includes vision, values,
mission and purpose), so option 1 is correct.
1.5 Answer: 1 The EFQM Excellence Model enablers include Leadership, Strategy,
People, Partnerships & Resources, and Processes, Products & Services. Option 1 lists
exactly “leadership, strategy, people, resources and partnerships, processes, products
and services,” matching the EFQM framework. (The other options mix in Baldrige
categories or results criteria, so they are incorrect.)
1.6 Answer: 4 Kanban (Japanese for “visible record”) in Western usage is a card-based
pull signal in Just‐In‐Time systems. Oakland explains that in the West a Kanban is
“generally taken to mean a ‘card’ that signals the need to deliver or produce more parts
or components”. Option 4 captures this exactly.
1.7 Answer: 4 The five stages of benchmarking are Plan, Collect, Analyse, Adapt,
Review. In Oakland’s textbook, these five phases are listed explicitly. Option 4 (“Plan,
collect, analyse, adapt and review”) matches this sequence. (It is also consistent with
standard benchmarking methodology.)
1.8 Answer: 1 Continuous improvement must be tied to the organization’s overall
direction. In practice, CI initiatives should be aligned with the organization’s vision and
mission, so that improvements serve strategic goals. For example, Oakland stresses
that effective leadership starts with a clear vision and purpose; similarly, continuous
improvement efforts are only meaningful when linked to that vision/mission (rather than
pursued in isolation). Therefore option 1 is correct.
, 1.9 Answer: 5 In a program of motivation through recognition of excellence, line
managers are tasked with mentoring and supporting their direct reports so that
outstanding performance can be identified and reinforced. Oakland notes that “Line
managers have the responsibility for mentoring those immediately under them…; this
places them in the ideal position to identify outstanding achievements”. This
corresponds to option 5.
1.10 Answer: 2 The five “A” stages of team development are Aware, Accept, Adopt,
Adapt, Action. This is an Oakland model of individual/team change, where a person or
team moves from awareness of a concept to accepting and adopting it, then adapting
behaviour, and finally taking action. Option 2 (“aware, accept, adopt, adapt, action”) is
the correct sequence.
Section B: Essay Questions
Question 2 (Nkosi Motor Plan Brokers, LTD)
2.1 Effective leadership, five requirements: Oakland identifies five key leadership
requirements. Nkosi’s plan can be mapped onto these as follows:
Vision and purpose: The company should articulate and communicate a clear vision
and purpose core values and strategic mission to all staff. During the Covid-19 period,
Nkosi’s leadership emphasized customer focus and staff welfare “managing day-to-
day operations to satisfy customers and keep staff”. This corresponds to developing
documented corporate beliefs and a vision. Nkosi could formalize this by publishing a
quality policy and vision statement that assures customers and employees of the
company’s direction.
MNO3703
EXAM PACK
DISTINCTION QUALITY
UNISA EXAM
,MN03703 EXAM 2025
Section A: Multiple-Choice Questions
1.1 Answer: 3 Quality of design means the extent to which a product or service design
meets agreed requirements. It is not about inspection or end-of-line checking. Option 3
states that “quality of design is the measure of how well a product or service design
achieves the agreed requirements,” which exactly matches the TQM definition.
1.2 Answer: 3 The wording here is confusing, but the intent appears to refer to
establishing performance measures for design quality. Option 3 (“Understanding,
managing performance, guiding, planning, policies and procedures”) aligns with using a
balanced performance-measure framework in TQM. In particular, Oakland’s TQM
model emphasizes establishing a performance-measure framework e.g. a Balanced
Scorecard and deploying planning policies and procedures, which corresponds to the
phrasing in option 3.
1.3 Answer: 3 In TQM, process control is the feedback mechanism that keeps
operations on track. Oakland defines control as “the process by which information or
feedback is provided so as to keep all functions on track”. Option 3 “information or
feedback to keep all functions on track” is a direct match to this definition.
1.4 Answer: 1 A vision framework typically includes an organization’s vision, mission,
purpose and values (often together with strategy and critical processes). Option 1 lists
“vision, core values, purpose, mission, strategies and plans, critical success factors and
core processes.” This covers the key elements shown in Oakland’s vision framework
(vision/guiding philosophy, mission, purpose and values) and adds strategy and
,processes. Options 2–5 omit essential elements (e.g. only 1 includes vision, values,
mission and purpose), so option 1 is correct.
1.5 Answer: 1 The EFQM Excellence Model enablers include Leadership, Strategy,
People, Partnerships & Resources, and Processes, Products & Services. Option 1 lists
exactly “leadership, strategy, people, resources and partnerships, processes, products
and services,” matching the EFQM framework. (The other options mix in Baldrige
categories or results criteria, so they are incorrect.)
1.6 Answer: 4 Kanban (Japanese for “visible record”) in Western usage is a card-based
pull signal in Just‐In‐Time systems. Oakland explains that in the West a Kanban is
“generally taken to mean a ‘card’ that signals the need to deliver or produce more parts
or components”. Option 4 captures this exactly.
1.7 Answer: 4 The five stages of benchmarking are Plan, Collect, Analyse, Adapt,
Review. In Oakland’s textbook, these five phases are listed explicitly. Option 4 (“Plan,
collect, analyse, adapt and review”) matches this sequence. (It is also consistent with
standard benchmarking methodology.)
1.8 Answer: 1 Continuous improvement must be tied to the organization’s overall
direction. In practice, CI initiatives should be aligned with the organization’s vision and
mission, so that improvements serve strategic goals. For example, Oakland stresses
that effective leadership starts with a clear vision and purpose; similarly, continuous
improvement efforts are only meaningful when linked to that vision/mission (rather than
pursued in isolation). Therefore option 1 is correct.
, 1.9 Answer: 5 In a program of motivation through recognition of excellence, line
managers are tasked with mentoring and supporting their direct reports so that
outstanding performance can be identified and reinforced. Oakland notes that “Line
managers have the responsibility for mentoring those immediately under them…; this
places them in the ideal position to identify outstanding achievements”. This
corresponds to option 5.
1.10 Answer: 2 The five “A” stages of team development are Aware, Accept, Adopt,
Adapt, Action. This is an Oakland model of individual/team change, where a person or
team moves from awareness of a concept to accepting and adopting it, then adapting
behaviour, and finally taking action. Option 2 (“aware, accept, adopt, adapt, action”) is
the correct sequence.
Section B: Essay Questions
Question 2 (Nkosi Motor Plan Brokers, LTD)
2.1 Effective leadership, five requirements: Oakland identifies five key leadership
requirements. Nkosi’s plan can be mapped onto these as follows:
Vision and purpose: The company should articulate and communicate a clear vision
and purpose core values and strategic mission to all staff. During the Covid-19 period,
Nkosi’s leadership emphasized customer focus and staff welfare “managing day-to-
day operations to satisfy customers and keep staff”. This corresponds to developing
documented corporate beliefs and a vision. Nkosi could formalize this by publishing a
quality policy and vision statement that assures customers and employees of the
company’s direction.
