C720 - Operations and Supply Chain Management – WGU exam| 90 questions and answers.

Statistical process control The use of statistical methods to determine when a process that produces a good or service is getting close to producing an unacceptable level of defects. (25, 30) W. Edwards Deming Which quality management expert had a 14 point quality plan? (25) W. Edwards Deming Which quality management expert felt that the "system" caused defects, not employees? (25) W. Edwards Deming Which quality management expert recommended eliminating work standards on the factory floor? (25) W. Edwards Deming Which quality management expert outlined his strategy for the transformation of management to promote quality methods in 14 points? (25) W. Edwards Deming Which quality management expert endorsed the elimination of fear in the organization? (25) Joseph M. Juran Which quality management expert focused on the customer? (25) Joseph M. Juran Which quality management expert stated that product or service quality could be described as "fitness for use?" (25) Joseph M. Juran Which quality management expert stated that the customer's perception of quality is the ultimate measure, rather than simply following product specifications? (25) Joseph M. Juran Which quality management expert emphasized management's responsibility for ensuring quality? (25) Joseph M. Juran Which quality management expert emphasized the need for continuous improvement and stressed that quality must be built on quality planning, quality control, and quality improvement? (25) Philip Crosby Which quality management expert used the phrase, "Do it right the first time?" (25) Philip Crosby Which quality management expert wrote a book in 1979 entitled, "Quality is Free?" (25) Philip Crosby Which quality management expert believed that by reducing failure costs, companies can save money? (25) Philip Crosby Which quality management expert is responsible for promoting the idea that all errors must be eliminated? (25) Philip Crosby Which quality management expert developed the concept of zero defects as a measurable object? (25) Genichi Taguchi Which quality management expert used robust design? (25) Genichi Taguchi Which quality management expert developed procedures for designing experiments so that more information could be obtained with fewer experiments. (25) Genichi Taguchi Which quality management expert worked with Japan's phone industry to improve operations. (25) Genichi Taguchi Which quality management expert developed the concept of robust design? (25) Genichi Taguchi Which quality management expert stated that quality cannot be achieved through inspections after the good is made or the service is provided? (25) Kaoru Ishikawa Which quality management expert developed the Fishbone Diagram. (25) Kaoru Ishikawa Which quality management expert stated that teamwork is essential for quality leadership? (25) Kaoru Ishikawa Which quality management expert was instrumental in developing quality circles? (25) Kaoru Ishikawa Which quality management expert believed that worker participation develops teamwork and the group objectives to eliminate quality problems develops leadership? (25) Kaoru Ishikawa Which quality management expert believed in involving workers at all levels within an organization to improve quality? (25) Reliability A dimension of service quality described as the ability to perform the promised service dependably and accurately. (24) Responsiveness A dimension of service quality described as the willingness to help customers and provide prompt service. (24) Assurance A dimension of service quality described as the knowledge and courtesy of employees and their ability to convey trust and confidence. (24) Empathy A dimension of service quality described as the provision of caring, individualized attention to customers. (24) Tangibles A dimension of service quality described as the appearance of physical facilities, equipment, personnel, and communication materials, including access and effectiveness of Internet-based information. (24) Performance A dimension of goods quality described as the primary operating characteristics of a product. (24) Features A dimension of goods quality described as the secondary characteristics that supplement the product's basic functioning. (24) Reliability A dimension of goods quality described as the length of time a product will function before it fails, or the probability it will function for a stated period of time. (24) Conformance A dimension of goods quality described as the degree to which a product's design and operating characteristics match pre-established standards. (24) Durability A dimension of goods quality described as the ability of a product to function when subjected to hard and frequent use. (24) Serviceability A dimension of goods quality described as the speed, courtesy, and competence of repair. (24) Aesthetics A dimension of goods quality described as how a product looks, feels, sounds, tastes, or smells. (24) Perceived Quality A dimension of goods quality described as the image, advertising, or brand name of a product. (24) Failure Costs A dimension of cost quality described as either internal to the organization or external involving the customer. (24) Appraisal Costs A dimension of cost quality described as an investment in measuring quality and assessing customer satisfaction. (24) Prevention Costs A dimension of cost quality described as putting a stop to the quality problem. (24) Product Design This is how the product, either a good or a service, functions. (24) Process Design This is how the product, either a good or a service, is produced. (24) Work Execution This is the performance of the plan created in the product and process design. (24) Inspection This is an assessment of the quality of the good or service. (24) Total quality management (TQM) A management approach, developed in Japan in the 1950s, to long-term success through customer satisfaction. (27) Focus on the Customer A component of total quality management described as a customer, whether inside or outside an organization, who receives the output from an activity or process. (27) Quality Function Deployment A component of total quality management described as a method that can be used to make that transformation by relating customer needs and expectations to specific design characteristics through a series of grids or matrices. (28) Responsibility for Quality A component of total quality management where each individual contributes to quality (or lack thereof) in some way. (28) Team Problem-Solving A component of total quality management described as a team approach to the decision making process. (28) Employee Training A component of total quality management described as the idea that employees need training to work effectively in groups and to use group problem-solving tools, such as Pareto charts. (28) Fact-Based Management A component of total quality management described as putting considerable initial emphasis on the gathering of facts, figures, data and evidence. (28) Voice of the Customer What customers want and what they like and do not like. (27) House of Quality A diagram used for defining the relationship between customer desires and the firm/product capabilities. (28) Standardization Developing a preset procedure for performing an activity or job. (28) Documentation The act of putting procedures, such as those for standardization, into writing. (28) ISO 9000:2000 A widely-used international quality standard where a company must comply in order to become registered. (28) Deming Wheel or Shewhart Cycle The plan-do-check-act cycle. (28) Plan A part of the Deming Wheel: Identify an opportunity and prepare for change. (28) Do A part of the Deming Wheel: Implement the change on a small scale. (28) Check A part of the Deming Wheel: Use data to analyze the change and determine whether it made a difference. (28) Act A part of the Deming Wheel: If change is successful, implement on a wider scale. If not, begin cycle again. (28) Continuous Improvement A method for identifying opportunities for streamlining work and reducing waste. (29) Employee Empowerment The process of involving employees in every step--from product design, to process design, and system design. (29) Benchmarking A process by which a company compares its performance to the performance of other companies. (29) Fishbone Charts (30) Fishbone Charts A diagram that shows the impact of various inputs into the result of a process. (30) Check Sheets (30)