GSCM-Final-Exam Questions & Answers Latest update

GSCM-Final-Exam Questions & Answers Latest update GSCM-Final-Exam Questions & Answers Latest Update Question 1. 1. (TCO 1) At the turn of the century, Frederick Taylor’s scientific management philosophy worked well because of which of the following factors? (Points : 7) Production quality was of greater concern than production quantity. Unionization of workers did not exist. Hand labor was dominant in manufacturing. Workers lacked the education needed for doing planning. Question 2. 2. (TCO 2) Which of the following best describes the role of a quality assurance department in a TQM organization? (Points : 7) Assist managers in performing needed statistical tests. Assure the customer of the quality of the product produced. Direct responsibility for outgoing quality. Replace defective output. Question 3. 3. (TCO 3) ISO 9001:2008 requirements provide a basic structure for a(n) (Points : 7) environmental protection system. quality assurance system. customer service system. None of the above Question 4. 4. (TCO 4) Deming maintained that the majority of poor quality (80–95%) in a system is caused by (Points : 7) outdated equipment. production workers. lack of automation. management. Question 5. 5. (TCO 5) Each question in a satisfaction survey must be properly designed in order to (Points : 7) be very short. cover all facets of the market. achieve actionable results. address more than one issue per question. Question 6. 6. (TCO 6) is essentially a quality-based approach to executing a strategy by ensuring that all employees understand the business direction and are working according to a plan to make the vision a reality. (Points : 7) Mission deployment Policy deployment Value development Quality orientation Question 7. 7. (TCO 7) According to Herzberg’s two-factor theory, which of the following factors is an example of a motivational factor? (Points : 7) Nature of work Adequate pay Safe working environment Reasonable level of job security Question 8. 8. (TCO 9) Which of the following is a reason why process management is important for organizations? (Points : 7) It assists organizations in recruiting the most suitable employees whose values match the culture of the organization. It helps organizations to segment customers into natural groups in order to customize products that are better able to meet customers’ needs. It assists organizations in identifying opportunities for improving quality and operational performance. It helps organizations to increase employee morale and commitment to the organization. Question 9. 9. (TCO 8) Which of the following is a team with a specific mission to develop something new or to accomplish a complex task? (Points : 7) Problem-solving team Project team Virtual team Self-managed team Question 10. 10. (TCO 10) Cost incurred as a result of unsatisfactory quality found before the product is delivered to the customer is (Points : 7) prevention cost. appraisal cost. internal failure cost. external failure cost. Question 11. 11. (TCO 11) A scatter diagram presents a graphical component of a (Points : 7) grand average. regression analysis. standard deviation. nominal group technique. Question 12. 12. (TCO 12) A(n) identifies the activities in designing, producing, and delivering goods. (Points : 7) cause-and-effect diagram scatter diagram value stream map affinity diagram Question 13. 13. (TCO 13) Culture is driven by (Points : 7) leadership. attrition. process variation. quality. Question 14. 14. (TCO 14) Which of the following practices have not shown to be important when implementing SCM and TQM? (Points : 7) Management support and leadership Technical support Customer support relationship and satisfaction Supplier relationship and partnership 15. (TCO 4) Deming's profound knowledge consists of four elements. Explain Deming's theory of knowledge. What is knowledge and how is it possible? Your discussion should relate to this element of Deming's profound knowledge and not to the theory of knowledge in general. Your response should be at least 150 words. (Points : 36) Ans) Deming's Theory of Profound Knowledge consists of four parts: -Appreciation for a system, -Knowledge about variation, -Theory of knowledge, and -Knowledge of psychology The four parts of Deming's theory tie into his fourteen points. The reason that Deming believed his theory of profound knowledge was so important was that it would help individuals to transform within their organizations, which would, in turn, improve the outcomes in quality improvement efforts. Understanding and applying the four parts of Deming's theory, he believes, will create a better leadership culture. 1) Appreciation for a system: Appreciation of a system means more than seeing a system as a beautiful thing! Instead, it means that as a leader in a company (of a quality improvement project, or any project, really) you ought to understand the system that you are looking to manage - and that you should understand that system thoroughly. 2) Knowledge about variation:There are two basic types of causes for variation: a) Common Cause - Common causes of variation result from within-system structures and can be predicted with probabilities. When you're looking at variation with a common cause, most likely it is something that is consistent, and does not have statistically significant value that can be traced to a specific historical event. b) Special Cause - Variation with a special cause is variation that occurs unexpectedly. The variation from a special cause can come after a change in the system (with or without realization that a change has occurred), and special cause variation cannot be predicted. If you are familiar with these two types of causes, and some of the reasons for variation that typify each cause, then you can be more ready for undertaking quality improvement efforts. Managers who are able to detect whether variation is arrived at through a common cause or a special cause are much more capable of conducting projects that eliminate variation. 3) Theory of knowledge: Good leaders in Deming's System of Profound Knowledge are able to detect what theory of knowledge is being used. If you are looking at phenomenon with certainty, and "fixes" as an end instead of a continual process, then you are setting your system up for failure. 4) Knowledge of psychology: leaders within Deming's system need to have a knowledge of psychology in order to pull off effective quality improvement efforts. Do you know how to motivate team members? Are you familiar with ways to resolve conflict among team members? These are items that can make or break your ability to effectively manage a project. A large part of successful project management involves being able to work well with people. Deming points out that knowledge is acquired as one makes a rational prediction based on theory, then revises the theory based on comparison of prediction with observation. Knowledge is reflected in the new theory. Without theory, there is nothing to revise, i.e., there can be no new knowledge, no learning. The process of learning is operationalized by the Deming Plan-Do-Study-Act cycle. It is important to note that information is not knowledge. Mere facts in and of themselves are not knowledge. 16. (TCO 4) Deming created 14 points of management. Explain each point listed below and why it is important to TQM. Your response should be at least 75 words. 1. Point 3: Understand Inspection (12 points) 2. Point 4: Stop Making Decisions Purely on the Basis of Cost (12 points) 3. Point 5: Improve Constantly and Forever (12 points) (Points : 36) 1. Point 3: Understand Inspection: In the twentieth century, inspection had been the principal means for quality control; companies employed dozens or even hundreds of inspectors, sometimes as many as regular production workers. Routine inspection acknowledges that defects are present, encourages a lack of attention to quality by production workers, and does not add value to the product. The rework and disposition of defective material decreases productivity and increases costs. Deming encouraged workers to take responsibility for their work, rather than leave the problems for someone else down the production line. He advocated more in-process inspection and the use of statistical tools that would help to eliminate post-production inspection. Thus, inspection should be used as an information-gathering tool for improvement, not as a means of “assuring” quality. Today, this new role of inspection has been integrated into the quality management practices of most companies. However, few managers truly understand variation in production and how to leverage in-process data for improvement. By understanding and seeking to reduce variation, managers can eliminate many sources of unnecessary inspection, thus reducing non-value-added costs associated with operations. 2. Point 4: Stop Making Decisions Purely on the Basis of Cost: Deming urged businesses to establish long- term relationships with fewer suppliers, leading to loyalty and opportunities for mutual improvement. Management previously justified multiple suppliers for reasons such as providing protection against strikes or natural disasters, while ignoring “hidden” costs such as increased travel to visit suppliers, loss of volume discounts, increased setup charges resulting in higher unit costs, and increased inventory and administrative expense. Most importantly, constantly changing suppliers solely on the basis of price increases the variation in the material supplied to production, because each supplier's process is different. In contrast, a reduced supply base decreases the variation coming into the process, thus reducing scrap, rework, and the need for adjustment to accommodate this variation. A long-term relationship strengthens the supplier-customer bond, allows the supplier to produce in greater quantity, improves communication with the customer, and therefore enhances opportunities for process improvement. 3. Point 5: Improve Constantly and Forever: Improvements are necessary in both design and operations. Improved design of goods and services comes from understanding customer needs and continual market surveys and other sources of feedback, and from understanding the manufacturing and service delivery process. Improvements in operations are achieved by reducing the causes and impacts of variation, and engaging all employees to innovate and seek ways of doing their jobs more efficiently and effectively. When quality improves, productivity improves and costs decrease. Today, continuous improvement is recognized as a necessary means for survival in a highly competitive and global business environment. The tools for improvement are constantly evolving, and organizations need to ensure that their employees understand and apply them effectively, which requires training, the focus of the next Point. 7. (TCO 3) Twenty samples of subgroup size 3 (n = 2) were collected for a variable measurement. Determine the upper control limit (UCL) for an R-chart if the mean of the sample ranges equals 6.4. Factors for calculating control limits n A2 D3 D4 2 1.880 0 3.267 3 1.023 0 2.574 4 0.729 0 2.282 5 0.577 0 2.114 6 0.483 0 2.004 (Points : 30) Ans) For n = 2, D3 = 0, D4 = 3.267 Control limits for R chart: LCL = D3 * R-bar = 0 * 6.4 = 0 UCL = D4 * R-bar = 3.267 * 6.4 = 20.9088