ABQUARP Updated Actual Question and
Answer (2026/2027) | Detailed Rationales
• Deming's seven diseases -✓✓ 1.) Lack of consistency of purpose
2.) Emphasis on short-term profits
3.) Evaluation of performance, merit rating or annual review
4.) Mobility of management (job hopping)
5.) management by use of "visible figures", with no consideration of unknowns or
unknowables
6.) Excessive medical costs
7.) Excessive liability costs
• Deming's 14 points for management -✓✓ 1.) Create constancy of purpose toward
improvement of product and service, with the aim to become competitive, stay in
business and provide jobs.
2.) Adopt the new philosophy. Management must take on leadership for change.
3.) Cease dependence on inspection to achieve quality. Build quality into the product in
the first place.
4.) Move toward a single supplier for any one item, creating a long-term relationship of
loyalty and trust.
5.) Improve constantly and forever the system of production and service.
6.) Institute training on the job.
7.) Institute leadership. Supervision should aim to help people do a better job.
8.) Drive out fear so that everyone may work effectively.
9.) Break down barriers between departments.
10.) Eliminate slogans, exhortations and targets for the work force.
11.) Recognize that the cause of low quality and low productivity belongs to the system,
and thus lies beyond the power of the work force.
a. Eliminate quotas and substitute leadership.
b. Eliminate management by objective. Substitute leadership.
12.) Remove barriers to pride-of-workmanship.
13.) Institute a vigorous program of education and self-improvement.
14.) Put everyone to work to accomplish transformation.
• Deming's "Special Cause" -✓✓ Unpredicted action on a system such as an increased
length of patient stay due to injuries sustained when hospital's roof collapses. "Blips" on
a control chart characterize these special causes
• Deming's "Common Causes" -✓✓ Day-to-day variations in a system
• SPC charts are used to .... -✓✓ -Display data over time
-Picture trends over time
-Display upper and lower statistical limits
, They help differentiate between special cause and common cause. Common cause
usually stay within the standard deviation lines. Special causes usually fall outside
• Who introduced Total Quality Control (TCQ) -✓✓ Joseph M. Juran
• Proposed "Cost of Non-Conformance" -✓✓ Philip Crosby
• What is Cost of Non-Conformance? -✓✓ Calculating amount of money spent on
mistakes and subtracting what it would cost to do it right the first time
• Quality Assurance role in Quality Management -✓✓ Addresses primarily negative
outcomes (sentinel events). Seeks opportunities for improvement by monitoring bad
events
• Preferred method for analyzing a sentinel event: -✓✓ RCA - Root Cause Analysis,
including assessment of culture
• Called either PI or QI: Quality Improvement role in Quality Management -✓✓ Seeks
opportunities to improve care by improving outcomes that are currently considered
satisfactory: getting better at what's already being done
• CQI - continuous quality improvement role in Quality Management -✓✓ Builds on
previous improvements and uses a systematic process, including data analysis to
continuously enhance performance. E.g. repeatedly reducing turnaround times
• TQM (Total Quality Management) role in Quality Management -✓✓ Encompasses the
first three approaches (QA, QI, CQI) and adds the dimension of organizational
improvement and a focus on customer desires
• Credentialing role in Quality Management -✓✓ Assured the correct individual is put in
correct position. When only qualified competent individuals are involved; variances in
outcome may be reasonable investigated with the primary focus being on the
environment and systems in which qualified people work
• Risk Management role in Quality Management -✓✓ Focus on preventing monetary
loss by eliminating negative outcomes
• Utilization Review role in Quality Management -✓✓ Maine focus is on improving
already successful care by reducing the resources used to achieve the same results
• Medical Records role in Quality Management -✓✓ They are a primary source of
information. Must be understood to be either good records of good care, bad records of
good care, good records of bad care, or bad records of bad care.
Answer (2026/2027) | Detailed Rationales
• Deming's seven diseases -✓✓ 1.) Lack of consistency of purpose
2.) Emphasis on short-term profits
3.) Evaluation of performance, merit rating or annual review
4.) Mobility of management (job hopping)
5.) management by use of "visible figures", with no consideration of unknowns or
unknowables
6.) Excessive medical costs
7.) Excessive liability costs
• Deming's 14 points for management -✓✓ 1.) Create constancy of purpose toward
improvement of product and service, with the aim to become competitive, stay in
business and provide jobs.
2.) Adopt the new philosophy. Management must take on leadership for change.
3.) Cease dependence on inspection to achieve quality. Build quality into the product in
the first place.
4.) Move toward a single supplier for any one item, creating a long-term relationship of
loyalty and trust.
5.) Improve constantly and forever the system of production and service.
6.) Institute training on the job.
7.) Institute leadership. Supervision should aim to help people do a better job.
8.) Drive out fear so that everyone may work effectively.
9.) Break down barriers between departments.
10.) Eliminate slogans, exhortations and targets for the work force.
11.) Recognize that the cause of low quality and low productivity belongs to the system,
and thus lies beyond the power of the work force.
a. Eliminate quotas and substitute leadership.
b. Eliminate management by objective. Substitute leadership.
12.) Remove barriers to pride-of-workmanship.
13.) Institute a vigorous program of education and self-improvement.
14.) Put everyone to work to accomplish transformation.
• Deming's "Special Cause" -✓✓ Unpredicted action on a system such as an increased
length of patient stay due to injuries sustained when hospital's roof collapses. "Blips" on
a control chart characterize these special causes
• Deming's "Common Causes" -✓✓ Day-to-day variations in a system
• SPC charts are used to .... -✓✓ -Display data over time
-Picture trends over time
-Display upper and lower statistical limits
, They help differentiate between special cause and common cause. Common cause
usually stay within the standard deviation lines. Special causes usually fall outside
• Who introduced Total Quality Control (TCQ) -✓✓ Joseph M. Juran
• Proposed "Cost of Non-Conformance" -✓✓ Philip Crosby
• What is Cost of Non-Conformance? -✓✓ Calculating amount of money spent on
mistakes and subtracting what it would cost to do it right the first time
• Quality Assurance role in Quality Management -✓✓ Addresses primarily negative
outcomes (sentinel events). Seeks opportunities for improvement by monitoring bad
events
• Preferred method for analyzing a sentinel event: -✓✓ RCA - Root Cause Analysis,
including assessment of culture
• Called either PI or QI: Quality Improvement role in Quality Management -✓✓ Seeks
opportunities to improve care by improving outcomes that are currently considered
satisfactory: getting better at what's already being done
• CQI - continuous quality improvement role in Quality Management -✓✓ Builds on
previous improvements and uses a systematic process, including data analysis to
continuously enhance performance. E.g. repeatedly reducing turnaround times
• TQM (Total Quality Management) role in Quality Management -✓✓ Encompasses the
first three approaches (QA, QI, CQI) and adds the dimension of organizational
improvement and a focus on customer desires
• Credentialing role in Quality Management -✓✓ Assured the correct individual is put in
correct position. When only qualified competent individuals are involved; variances in
outcome may be reasonable investigated with the primary focus being on the
environment and systems in which qualified people work
• Risk Management role in Quality Management -✓✓ Focus on preventing monetary
loss by eliminating negative outcomes
• Utilization Review role in Quality Management -✓✓ Maine focus is on improving
already successful care by reducing the resources used to achieve the same results
• Medical Records role in Quality Management -✓✓ They are a primary source of
information. Must be understood to be either good records of good care, bad records of
good care, good records of bad care, or bad records of bad care.
