TEST BANK%gt
Managing Quality: Integrating the Supply Chain
%gt %gt %gt %gt %gt
by S. Thomas Foster, John W. Gardner
%gt %gt %gt %gt %gt %gt
7th Edition
%gt
,Chapter 1: Differing Perspectives on Quality
Multiple Choice
1) Which is true of perspectives on quality?
a) Understanding that different definitions and dimensions of quality exist allows measures to be
taken to provide a good basis for communication and planning.
b) While perspectives may vary, managers‟ beliefs of quality typically align well with those held by
most customers.
c) The contingency view of quality management acknowledges that differing quality perspectives
exist, but these differing perspectives are minimal across various organizations.
d) The systems view of quality primarily emphasizes quality characteristics of product attributes and
design.
Answer: a
Reference: What is Quality/Why Does it Matter that Different Definitions of Quality Exist
Level: Medium
2) Which of the following is not a quality dimension identified by David Garvin of the Harvard
School of Business?
a) Value.
b) Performance.
c) Features.
d) Durability.
Answer: a
Reference: What is Quality/Product Quality Dimensions
Level: Easy
3) Which pair below accurately represents one of David Garvin‟s eight product quality dimensions?
a) Aesthetics/based upon a range of tolerance in design.
b) Durability/ease of repair for a product.
c) Conformance/numeric dimensions of product performance.
d) Reliability/attributes that supplement basic performance.
Answer: c
Reference: What is Quality/Product Quality Dimensions
Level: Medium
4) “Tolerance” in conformance refers to
a) wear and tear on products before product failure occurs.
b) allowable variations from product design specifications.
c) normalized cost over-runs on custom design work.
d) none of the above.
Answer: b
Reference: What is Quality/Product Quality Dimensions
,Level: %gtMedium
5) Three %gtmarketing %gtprofessors %gtfrom %gtTexas %gtA %gtand %gtM %gtUniversity, %gtParasuraman, %gtZeithamel,
%gtand %gtBerry, %gtpublished %gta %gtwidely-recognized %gtset %gtof %gtservice %gtquality %gtdimensions %gtthat
%gtinclude %gtwhich %gtof %gtthe %gtfollowing?
a) Durability.
b) Conformance.
c) Tangibles.
d) Features.
%gtAnswer: %gtc
Reference: %gtWhat %gtis %gtQuality/Service %gtQuality
%gtDimensions %gtLevel: %gtEasy
6) According %gtto %gtTexas %gtA %gtand %gtM %gtprofessors %gtParasuraman, %gtZeithamel, %gtand %gtBerry, %gtthe
%gtservice %gtquality %gtdimension %gtof %gt“assurance” %gtrefers %gtto
a) caring, %gtindividualized %gtattention %gtfrom %gtemployees %gtwhen %gtproviding %gtservice.
b) promptness %gtin %gtproviding %gtservice %gtto %gtcustomers.
c) employees‟ %gtability %gtto %gtinspire %gttrust %gtand %gtconfidence %gtwhen %gtproviding %gtservice.
d) all %gtthe
%gtabove. %gtAnswer:
% gt c
Reference: %gtWhat %gtis %gtQuality/Service %gtQuality %gtDimensions
%gtLevel: %gtMedium
7) Differing %gtfunctional %gtperspectives %gton %gtquality %gtinclude:
a) operations, %gtengineering, %gtmarketing, %gtstrategic %gtmanagement, %gtfinancial, %gtand %gthuman %gt resources.
b) define, %gtmeasure, %gtanalyze, %gtimprove, %gtand %gtcontrol.
c) consulting, %gtadministrative, %gtcompartmentalized, %gtand %gtcontrol %gtpluralistic.
d) management, %gtassurance, %gtand
%gtcontrol. %gtAnswer: % g t a
Reference: %gtDiffering %gtFunctional %gtPerspectives %gton
%gtQuality %gtLevel: %gtEasy
8) Which %gtis %gttrue %gtabout %gt“supply %gtchains” %gtand %gt“supply %gtchain %gtmanagement?”
a) The %gtconcept %gtof %gtthe %gt“value %gtchains” %gtgrew %gtout %gtof %gtthe %gttheory %gtthat %gtsupply %gtchains
%gtcan %gtbe %gtmanaged %gteffectively.
b) Human %gtresource, %gtaccounting, %gtand %gtinformation %gtsystem %gtfunctions %gtare %gtthe %gtprimary
%gtparticipants %gtin %gtan %gtorganization‟s %gtsupply %gtchain.
c) “Supply %gtchain” %gtrefers %gtto %gta %gtprocess %gtbeginning %gtwith %gtidea %gtgeneration, %gtincludes
%gtproduct %gtdesign %gtand %gtevaluation, %gtand %gtconcludes %gtwith %gtthe %gtimplementation %gtphase.
d) Supply %gtchain %gtmanagement %gthas %gtbecome %gtimportant %gtbecause %gtof %gtquality
%gtimprovement %gtand %gtcost %gtsavings %gtopportunities.
Answer: % g t d
Reference: % g t Differing %gtFunctional %gtPerspectives %gton %gtQuality/A %gtSupply %gtChain
%gtPerspective %gtLevel: %gtMedium
, 9) A %gtcompany %gtis %gtexperiencing %gta %gtreliability %gtconcern %gtwith %gtshipping. %gtIn %gta %gtsupply
%gtchain, %gtshipping %gtand %gtlogistics %gtare:
a) upstream %gtactivities, %gtand %gtthe %gtconcern %gtcould %gtbe %gtaddressed %gtwith %gtsupplier %gtdevelopment
%gtactivities.
b) core %gtactivities, %gtand %gtthe %gtconcern %gtrequires %gtinvestigation %gtwithin %gteach %gtactivity %gtin %gtthe %gtsupply
%gtchain.
c) downstream %gtactivities, %gtand %gtthe %gtconcern %gtrequires %gtinvestigation %gtinto %gthandling,
%gtpackaging, %gtand/or %gttransportation.
d) core %gtactivities, %gtand %gtthe %gtconcern %gtshould %gtbe %gtaddressed %gtwithin %gtthe
%gtproduction %gtfunction. %gtAnswer: % g t c
Reference: % g t Differing %gtFunctional %gtPerspectives %gton %gtQuality/A %gtSupply %gtChain
%gtPerspective %gtLevel: %gtMedium
10) Engineers %gtapply %gtstatistical %gtthinking %gtto %gtthe %gtproblem %gtof %gtproduct %gtreliability.
%gtIf %gta %gtproduct %gtsubcomponent %gthas %gta %gthigh %gtprobability %gtof %gtfailure, %gtwhat
%gtsolution %gtmay %gtbe %gtapplied?
a) Conversion.
b) Redundancy.
c) Concurrency.
d) Efficiency.
%gtAnswer: % g t b
Reference: % gt Differing %gtFunctional %gtPerspectives %gton %gtQuality/An %gtEngineering
%gtPerspective %gtLevel: %gtMedium
11) Concurrent %gtengineering %gtrefers %gtto
a) A %gtmethodology %gtemployed %gtto %gtslow %gtproduct %gtdesign %gtand %gtproduction %gtwith %gtthe %gtgoal
%gtof %gtimproving %gtquality.
b) A %gtbackup %gtsystem %gtthat %gtis %gtemployed %gtif %gta %gtcomponent %gtor %gtsystem %gthas %gta %gthigh %gtprobability
%gtof %gtfailure.
c) A %gtmethod %gtthat %gtdifferentiates %gtbetween %gtcommon %gtcause %gtvariation %gtand %gtspecial %gtcause %gtvariation.
d) A %gtsystem %gtwherein %gtproduct %gtdesign, %gtdevelopment, %gtand %gtevaluation %gtactivities %gtcan %gtoccur
%gtat %gtthe %gtsame %gttime.
Answer: %gtd
Reference: %gtDiffering %gtFunctional %gtPerspectives %gton %gtQuality/An %gtEngineering
%gtPerspective %gtLevel: % g t Medium
12) The %gtview %gtthat %gtproduct %gtquality %gtis %gtthe %gtresult %gtof %gtinteraction %gtof %gtseveral %gtvariables,
%gtsuch %gtas %gtmachines, %gtlabor, %gtprocedures, %gtplanning, %gtand %gtmanagement, %gtis %gtmost
%gtrelated %gtto %gtwhich %gtperspective:
a) engineering.
b) operations.
c) human %gtresources.
d) financial.
%gtAnswer: %gtb
Reference: % g t Differing %gtFunctional %gtPerspectives %gton %gtQuality/An %gtOperations
%gtPerspective %gtLevel: %gtEasy
Managing Quality: Integrating the Supply Chain
%gt %gt %gt %gt %gt
by S. Thomas Foster, John W. Gardner
%gt %gt %gt %gt %gt %gt
7th Edition
%gt
,Chapter 1: Differing Perspectives on Quality
Multiple Choice
1) Which is true of perspectives on quality?
a) Understanding that different definitions and dimensions of quality exist allows measures to be
taken to provide a good basis for communication and planning.
b) While perspectives may vary, managers‟ beliefs of quality typically align well with those held by
most customers.
c) The contingency view of quality management acknowledges that differing quality perspectives
exist, but these differing perspectives are minimal across various organizations.
d) The systems view of quality primarily emphasizes quality characteristics of product attributes and
design.
Answer: a
Reference: What is Quality/Why Does it Matter that Different Definitions of Quality Exist
Level: Medium
2) Which of the following is not a quality dimension identified by David Garvin of the Harvard
School of Business?
a) Value.
b) Performance.
c) Features.
d) Durability.
Answer: a
Reference: What is Quality/Product Quality Dimensions
Level: Easy
3) Which pair below accurately represents one of David Garvin‟s eight product quality dimensions?
a) Aesthetics/based upon a range of tolerance in design.
b) Durability/ease of repair for a product.
c) Conformance/numeric dimensions of product performance.
d) Reliability/attributes that supplement basic performance.
Answer: c
Reference: What is Quality/Product Quality Dimensions
Level: Medium
4) “Tolerance” in conformance refers to
a) wear and tear on products before product failure occurs.
b) allowable variations from product design specifications.
c) normalized cost over-runs on custom design work.
d) none of the above.
Answer: b
Reference: What is Quality/Product Quality Dimensions
,Level: %gtMedium
5) Three %gtmarketing %gtprofessors %gtfrom %gtTexas %gtA %gtand %gtM %gtUniversity, %gtParasuraman, %gtZeithamel,
%gtand %gtBerry, %gtpublished %gta %gtwidely-recognized %gtset %gtof %gtservice %gtquality %gtdimensions %gtthat
%gtinclude %gtwhich %gtof %gtthe %gtfollowing?
a) Durability.
b) Conformance.
c) Tangibles.
d) Features.
%gtAnswer: %gtc
Reference: %gtWhat %gtis %gtQuality/Service %gtQuality
%gtDimensions %gtLevel: %gtEasy
6) According %gtto %gtTexas %gtA %gtand %gtM %gtprofessors %gtParasuraman, %gtZeithamel, %gtand %gtBerry, %gtthe
%gtservice %gtquality %gtdimension %gtof %gt“assurance” %gtrefers %gtto
a) caring, %gtindividualized %gtattention %gtfrom %gtemployees %gtwhen %gtproviding %gtservice.
b) promptness %gtin %gtproviding %gtservice %gtto %gtcustomers.
c) employees‟ %gtability %gtto %gtinspire %gttrust %gtand %gtconfidence %gtwhen %gtproviding %gtservice.
d) all %gtthe
%gtabove. %gtAnswer:
% gt c
Reference: %gtWhat %gtis %gtQuality/Service %gtQuality %gtDimensions
%gtLevel: %gtMedium
7) Differing %gtfunctional %gtperspectives %gton %gtquality %gtinclude:
a) operations, %gtengineering, %gtmarketing, %gtstrategic %gtmanagement, %gtfinancial, %gtand %gthuman %gt resources.
b) define, %gtmeasure, %gtanalyze, %gtimprove, %gtand %gtcontrol.
c) consulting, %gtadministrative, %gtcompartmentalized, %gtand %gtcontrol %gtpluralistic.
d) management, %gtassurance, %gtand
%gtcontrol. %gtAnswer: % g t a
Reference: %gtDiffering %gtFunctional %gtPerspectives %gton
%gtQuality %gtLevel: %gtEasy
8) Which %gtis %gttrue %gtabout %gt“supply %gtchains” %gtand %gt“supply %gtchain %gtmanagement?”
a) The %gtconcept %gtof %gtthe %gt“value %gtchains” %gtgrew %gtout %gtof %gtthe %gttheory %gtthat %gtsupply %gtchains
%gtcan %gtbe %gtmanaged %gteffectively.
b) Human %gtresource, %gtaccounting, %gtand %gtinformation %gtsystem %gtfunctions %gtare %gtthe %gtprimary
%gtparticipants %gtin %gtan %gtorganization‟s %gtsupply %gtchain.
c) “Supply %gtchain” %gtrefers %gtto %gta %gtprocess %gtbeginning %gtwith %gtidea %gtgeneration, %gtincludes
%gtproduct %gtdesign %gtand %gtevaluation, %gtand %gtconcludes %gtwith %gtthe %gtimplementation %gtphase.
d) Supply %gtchain %gtmanagement %gthas %gtbecome %gtimportant %gtbecause %gtof %gtquality
%gtimprovement %gtand %gtcost %gtsavings %gtopportunities.
Answer: % g t d
Reference: % g t Differing %gtFunctional %gtPerspectives %gton %gtQuality/A %gtSupply %gtChain
%gtPerspective %gtLevel: %gtMedium
, 9) A %gtcompany %gtis %gtexperiencing %gta %gtreliability %gtconcern %gtwith %gtshipping. %gtIn %gta %gtsupply
%gtchain, %gtshipping %gtand %gtlogistics %gtare:
a) upstream %gtactivities, %gtand %gtthe %gtconcern %gtcould %gtbe %gtaddressed %gtwith %gtsupplier %gtdevelopment
%gtactivities.
b) core %gtactivities, %gtand %gtthe %gtconcern %gtrequires %gtinvestigation %gtwithin %gteach %gtactivity %gtin %gtthe %gtsupply
%gtchain.
c) downstream %gtactivities, %gtand %gtthe %gtconcern %gtrequires %gtinvestigation %gtinto %gthandling,
%gtpackaging, %gtand/or %gttransportation.
d) core %gtactivities, %gtand %gtthe %gtconcern %gtshould %gtbe %gtaddressed %gtwithin %gtthe
%gtproduction %gtfunction. %gtAnswer: % g t c
Reference: % g t Differing %gtFunctional %gtPerspectives %gton %gtQuality/A %gtSupply %gtChain
%gtPerspective %gtLevel: %gtMedium
10) Engineers %gtapply %gtstatistical %gtthinking %gtto %gtthe %gtproblem %gtof %gtproduct %gtreliability.
%gtIf %gta %gtproduct %gtsubcomponent %gthas %gta %gthigh %gtprobability %gtof %gtfailure, %gtwhat
%gtsolution %gtmay %gtbe %gtapplied?
a) Conversion.
b) Redundancy.
c) Concurrency.
d) Efficiency.
%gtAnswer: % g t b
Reference: % gt Differing %gtFunctional %gtPerspectives %gton %gtQuality/An %gtEngineering
%gtPerspective %gtLevel: %gtMedium
11) Concurrent %gtengineering %gtrefers %gtto
a) A %gtmethodology %gtemployed %gtto %gtslow %gtproduct %gtdesign %gtand %gtproduction %gtwith %gtthe %gtgoal
%gtof %gtimproving %gtquality.
b) A %gtbackup %gtsystem %gtthat %gtis %gtemployed %gtif %gta %gtcomponent %gtor %gtsystem %gthas %gta %gthigh %gtprobability
%gtof %gtfailure.
c) A %gtmethod %gtthat %gtdifferentiates %gtbetween %gtcommon %gtcause %gtvariation %gtand %gtspecial %gtcause %gtvariation.
d) A %gtsystem %gtwherein %gtproduct %gtdesign, %gtdevelopment, %gtand %gtevaluation %gtactivities %gtcan %gtoccur
%gtat %gtthe %gtsame %gttime.
Answer: %gtd
Reference: %gtDiffering %gtFunctional %gtPerspectives %gton %gtQuality/An %gtEngineering
%gtPerspective %gtLevel: % g t Medium
12) The %gtview %gtthat %gtproduct %gtquality %gtis %gtthe %gtresult %gtof %gtinteraction %gtof %gtseveral %gtvariables,
%gtsuch %gtas %gtmachines, %gtlabor, %gtprocedures, %gtplanning, %gtand %gtmanagement, %gtis %gtmost
%gtrelated %gtto %gtwhich %gtperspective:
a) engineering.
b) operations.
c) human %gtresources.
d) financial.
%gtAnswer: %gtb
Reference: % g t Differing %gtFunctional %gtPerspectives %gton %gtQuality/An %gtOperations
%gtPerspective %gtLevel: %gtEasy
