QDM Expert Practice Test/ QDM –
Quality Driven Management Practice
questions and Correct Answers (Latest )
SECTION 1: QDM PRINCIPLES & CORE CONCEPTS
(Questions 1-25)
1. Which of these options applies to QDM?
• A. Only my FedEx Opco uses it
• B. Only my department uses it
• C. Nobody uses it
• D. QDM applies to all functions and activities
Rationale: QDM is not limited to a single department or operating company—it applies
to all functions and activities across the organization as a continuous improvement
methodology .
2. The 1-10-100 Rule states that every dollar spent doing things right the first time
avoids:
• A. $10 for the correction
• B. $100 for the failure
• C. $1 for the prevention
• D. $50 for the inspection
Rationale: The 1-10-100 Rule is a fundamental QDM principle: spending $1 to do things
right the first time prevents $10 worth of correction and $100 worth of failure. The
higher the cost of poor quality is incurred later in the process .
3. The QDM Principle "Measure, Measure, Measure" involves measuring:
• A. Failures, variation, and success
• B. Profits, losses, and revenue
, • C. Employees, customers, and suppliers
• D. Time, cost, and quality
Rationale: The "Measure, Measure, Measure" principle in QDM emphasizes measuring
failures (to identify problems), variation (to understand process stability), and success (to
confirm improvements) .
4. Which principle addresses waste reduction and/or elimination?
• A. Customer-First
• B. Optimize Business Performance
• C. Be Scientific
• D. Measure, Measure, Measure
Rationale: The Optimize Business Performance principle in QDM specifically addresses
the reduction and elimination of waste in processes. It builds on the Lean manufacturing
principle of eliminating non-value-added activities .
5. The primary focus of the "Customer-First" principle in QDM is:
• A. Maximizing profit margins
• B. Understanding and exceeding customer expectations
• C. Minimizing operational costs
• D. Increasing market share
Rationale: The Customer-First principle ensures that improvement efforts are aligned
with what matters most to customers—understanding and exceeding their
expectations .
6. Which action does NOT embody the Be Scientific Principle?
• A. Using data to make decisions
• B. Testing hypotheses before implementing solutions
• C. Following your gut instinct
• D. Verifying results with measurement
Rationale: The Be Scientific Principle requires using data, testing hypotheses, and
verifying results—not relying on intuition or gut instinct .
7. Which type of activity is the customer willing to pay for?
• A. Value-added activity
• B. Non-value added activity
, • C. Value-enabling activity
• D. Waste activity
Rationale: Value-added activities are those that transform the product or service in a
way the customer is willing to pay for—they directly contribute to customer satisfaction .
8. Repacking equipment to move storage is an example of what type of activity?
• A. Value-added activity
• B. Non-value added activity
• C. Value-enabling activity
• D. Essential activity
Rationale: Repacking equipment to move storage does not add value from the
customer's perspective—it is a non-value-added activity that should be minimized or
eliminated .
9. What type of activity is training on a new regulation?
• A. Value-added activity
• B. Non-value added activity
• C. Value-enabling activity
• D. Waste activity
Rationale: Value-enabling activities do not directly add value but are necessary to
enable value-added activities—such as training employees on new regulations so they
can perform their jobs correctly .
10. What type of waste can result from under-delivering on a product or service?
• A. Overproduction
• B. Correction
• C. Motion
• D. Inventory
Rationale: Under-delivering on a product or service results in correction waste—the
work required to fix defects or make up for shortfalls .
11. Which tool helps you to maintain an organized, safe and high-performing way
of working?
• A. SIPOC
• B. 5S+
, • C. Fishbone
• D. Run Chart
Rationale: 5S+ (Sort, Set in Order, Shine, Standardize, Sustain, plus Safety) is the QDM
tool that helps maintain an organized, safe, and high-performing way of working .
12. Identifying and removing core constraints is an example of:
• A. Continuous improvement
• B. Root cause analysis
• C. Systems thinking
• D. Visual management
Rationale: Identifying and removing core constraints is a key example of systems
thinking—understanding how parts of a system interact and addressing the underlying
constraints that limit performance .
13. Paul can tell with just a glance if a tool is missing. What QDM tool is he using?
• A. 5S+
• B. Fishbone
• C. Visual Management
• D. Run Chart
Rationale: Visual Management is a QDM tool that makes standards and abnormalities
visible at a glance—such as shadow boards where missing tools are immediately
obvious .
SECTION 2: QUALITY IMPROVEMENT TOOLS (Questions 14-
35)
14. Which tool is used in a quality improvement project and states the business
objectives?
• A. QAT Charter
• B. SIPOC
• C. Voice of Customer
• D. Fishbone
Quality Driven Management Practice
questions and Correct Answers (Latest )
SECTION 1: QDM PRINCIPLES & CORE CONCEPTS
(Questions 1-25)
1. Which of these options applies to QDM?
• A. Only my FedEx Opco uses it
• B. Only my department uses it
• C. Nobody uses it
• D. QDM applies to all functions and activities
Rationale: QDM is not limited to a single department or operating company—it applies
to all functions and activities across the organization as a continuous improvement
methodology .
2. The 1-10-100 Rule states that every dollar spent doing things right the first time
avoids:
• A. $10 for the correction
• B. $100 for the failure
• C. $1 for the prevention
• D. $50 for the inspection
Rationale: The 1-10-100 Rule is a fundamental QDM principle: spending $1 to do things
right the first time prevents $10 worth of correction and $100 worth of failure. The
higher the cost of poor quality is incurred later in the process .
3. The QDM Principle "Measure, Measure, Measure" involves measuring:
• A. Failures, variation, and success
• B. Profits, losses, and revenue
, • C. Employees, customers, and suppliers
• D. Time, cost, and quality
Rationale: The "Measure, Measure, Measure" principle in QDM emphasizes measuring
failures (to identify problems), variation (to understand process stability), and success (to
confirm improvements) .
4. Which principle addresses waste reduction and/or elimination?
• A. Customer-First
• B. Optimize Business Performance
• C. Be Scientific
• D. Measure, Measure, Measure
Rationale: The Optimize Business Performance principle in QDM specifically addresses
the reduction and elimination of waste in processes. It builds on the Lean manufacturing
principle of eliminating non-value-added activities .
5. The primary focus of the "Customer-First" principle in QDM is:
• A. Maximizing profit margins
• B. Understanding and exceeding customer expectations
• C. Minimizing operational costs
• D. Increasing market share
Rationale: The Customer-First principle ensures that improvement efforts are aligned
with what matters most to customers—understanding and exceeding their
expectations .
6. Which action does NOT embody the Be Scientific Principle?
• A. Using data to make decisions
• B. Testing hypotheses before implementing solutions
• C. Following your gut instinct
• D. Verifying results with measurement
Rationale: The Be Scientific Principle requires using data, testing hypotheses, and
verifying results—not relying on intuition or gut instinct .
7. Which type of activity is the customer willing to pay for?
• A. Value-added activity
• B. Non-value added activity
, • C. Value-enabling activity
• D. Waste activity
Rationale: Value-added activities are those that transform the product or service in a
way the customer is willing to pay for—they directly contribute to customer satisfaction .
8. Repacking equipment to move storage is an example of what type of activity?
• A. Value-added activity
• B. Non-value added activity
• C. Value-enabling activity
• D. Essential activity
Rationale: Repacking equipment to move storage does not add value from the
customer's perspective—it is a non-value-added activity that should be minimized or
eliminated .
9. What type of activity is training on a new regulation?
• A. Value-added activity
• B. Non-value added activity
• C. Value-enabling activity
• D. Waste activity
Rationale: Value-enabling activities do not directly add value but are necessary to
enable value-added activities—such as training employees on new regulations so they
can perform their jobs correctly .
10. What type of waste can result from under-delivering on a product or service?
• A. Overproduction
• B. Correction
• C. Motion
• D. Inventory
Rationale: Under-delivering on a product or service results in correction waste—the
work required to fix defects or make up for shortfalls .
11. Which tool helps you to maintain an organized, safe and high-performing way
of working?
• A. SIPOC
• B. 5S+
, • C. Fishbone
• D. Run Chart
Rationale: 5S+ (Sort, Set in Order, Shine, Standardize, Sustain, plus Safety) is the QDM
tool that helps maintain an organized, safe, and high-performing way of working .
12. Identifying and removing core constraints is an example of:
• A. Continuous improvement
• B. Root cause analysis
• C. Systems thinking
• D. Visual management
Rationale: Identifying and removing core constraints is a key example of systems
thinking—understanding how parts of a system interact and addressing the underlying
constraints that limit performance .
13. Paul can tell with just a glance if a tool is missing. What QDM tool is he using?
• A. 5S+
• B. Fishbone
• C. Visual Management
• D. Run Chart
Rationale: Visual Management is a QDM tool that makes standards and abnormalities
visible at a glance—such as shadow boards where missing tools are immediately
obvious .
SECTION 2: QUALITY IMPROVEMENT TOOLS (Questions 14-
35)
14. Which tool is used in a quality improvement project and states the business
objectives?
• A. QAT Charter
• B. SIPOC
• C. Voice of Customer
• D. Fishbone
