BSOP 326 Week 8 Final Exam Questions And answers

BSOP 326 Week 8 Final Exam Questions And answers BSOP 326 Week 8 Final Exam 1. (TCO 1) Which of the following factors allowed Frederick Taylor's scientific management philosophy to work well at the turn of the 20th century? (Points : 6) Hourly workers lacked education. Unionization of workers did not exist. Hand labor was dominant in manufacturing. Production quality was of greater concern than production quantity. Question 2. 2. (TCO 1) Which of the following stakeholders require companies to make long-term commitments to, in the context of total quality? (Points : 6) Customers Employees Suppliers All of the above Question 3. 3. (TCO 2) Which of the following practices would NOT be found in a TQM company? (Points : 6) Selecting a supplier based entirely on who bids the lowest price on a supply contract Training suppliers in quality improvement methodology Retaining suppliers that meet expectations for superior quality Requiring suppliers to provide proof of capable processes Question 4. 4. (TCO 2) Which of the following is NOT a purpose of final product inspection? (Points : 6) To allow other workers to concentrate on output quantity rather than quality To ensure that no defective items reach the customer To discover & help resolve production problems To judge the quality of the manufacturing Question 5. 5. (TCO 3) In which of the following categories can companies receive a Malcolm Baldrige National Quality Award? (Points : 6) Small business Manufacturing Service All of the above Question 6. 6. (TCO 3) ISO 9000 recertification is required every . (Points : 6) three years five years seven years nine years Question 7. 7. (TCO 4) considered top management's commitment to quality an absolute necessity for TQM. (Points : 6) Deming Crosby Juran All of the above Question 8. 8. (TCO 4) The primary reason for Deming's position that slogans should be eliminated is which of the following? (Points : 6) Most problems are a result of the system & cannot be eliminated without redesigning the system. Slogans take up valuable space in the production department. Slogans are costly to maintain & periodically update. Workers don't always understand the slogans. Question 9. 9. (TCO 5) Measurable performance levels that define the quality of customer contact with an organization's representatives are known as which of the following? (Points : 6) Customer contact requirements Quality function deployments Indexed service standards Consumer benefits packages Question 10. 10. (TCO 5) Which of the following relates to the net present value of the customer? (Points : 6) The cost to keep the customer minus the cost to replace the customer The profit gained from the customer minus the cost to keep the customer The total profits gained from the customer discounted over time The revenue gained from the customer after deducting rebates Question 11. 11. (TCO 6) A is an approach that integrates an organization's major goals, policies, & action sequences into a cohesive whole. (Points : 6) tactic program mission strategy Question 12. 12. (TCO 6) That the leaders develop the ability to inspire their subordinates to exert extraordinary efforts to achieve organizational goals is suggested by the theory of leadership: (Points : 6) attributional transactional substitutes for leadership emotional intelligence Question 13. 13. (TCO 7) Which of the following would not be considered a leading practice in human resource management? (Points : 6) Promoting teamwork Encouraging employee empowerment Being concerned about employee motivation Focusing on cost control Question 14. 14. (TCO 7) GE's "Work-Out" program is an example of . (Points : 6) team-based training 360 feedback performance appraisal employee involvement Question 15. 15. (TCO 8) The key stages of a team's life cycle include which of the following? (Points : 6) Forming Storming Adjourning All of the above Question 16. 16. (TCO 8) In firms that implement Six Sigma efforts, are often targeted as future leaders. (Points : 6) team members Black belts champions Green belts Question 17. 17. (TCO 9) Which of the following is not part of a process control system? (Points : 6) Comparison of actual results with the standard A means of measuring accomplishment A standard or goal A backup process Question 18. 18. (TCO 9) All the following are reasons for high error rates in manual inspection, except for . (Points : 6) high product complexity high worker turnover high defect rate high inspection rate Question 19. 19. (TCO 10) During Final Inspection at a shirt manufacturer, more than 1,500 shirts were found with incorrect buttons. The manufacturer sold the shirts at 70 percent of the normal price to a retailer who specializes in factory seconds. The revenue lost by the manufacturer is considered which of the following? (Points : 6) An internal failure cost An appraisal cost An external failure cost A prevention cost Question 20. 20. (TCO 10) The additional labor that is used when a machined part is returned to the drilling department for rework to correct a quality problem is considered which of the following? (Points : 6) A prevention cost An appraisal cost An internal failure cost An external failure cost Question 21. 21. (TCO 11) The Deming cycle is based on the premise that improvement comes from which of the following? (Points : 6) The application of knowledge Financial investment Automation Clearly defined numerical performance goals Question 22. 22. (TCO 11) Which of the following was NOT illustrated by the Red Bead Experiment? (Points : 6) Management is responsible for the system. All the variation in the production of red beads came entirely from the process itself. Special cause variation can be predicted. Numerical goals are often meaningless. Question 23. 23. (TCO 12) Which of the following constitutes an approach to reducing sampling error? (Points : 6) Cross-checking research designs with knowledgeable analysts Questioning the assumption that tomorrow's & today's populations are comparable Taking a larger sample from the population Reducing conditions that contribute to dissimilar population segments Question 24. 24. (TCO 12) Determine the upper control limit (UCL) & lower control limit (LCL) for an X-Bar chart if six samples of subgroup size 6 (n=6) were collected, & the mean of the sample averages is 4.7 & mean of the sample ranges is 0.35. (Points : 30) UCL = 4.86905, LCL = 4.53095 UCL = 4.90195, LCL = 4.49805 UCL = 4.72250, LCL = 4.14350 UCL = 5.05805, LCL = 4.34195 Question 25. 25. (TCO 12) Twenty samples of subgroup size 6 (n=6) were collected for a variable measurement. Determine the upper control limit (UCL) & lower control limit (LCL) for an R-chart if the mean of the sample ranges equals 4.4. (Points : 30) UCL = 9.3016, LCL = 0.3344 UCL = 1.4696, LCL = 0.0000 UCL = 11.3256, LCL = 0.0000 UCL = 8.8176, LCL = 0.0000 Question 26. 26. (TCO 13) Which of the following are the phases of the Six Sigma problem solving approach? (Points : 6) Define, Monitor, Analyze, Improve, Confirm Define, Monitor, Analyze, Invest, Control Define, Measure, Analyze, Improve, Control Define, Measure, Analyze, Invest, Control Question 27. 27. (TCO 14) Current research suggests leadership will have to change from: (Points : 6) Process to position Focus throughout the organization to a focus at the top Power resulting from position to power resulting from knowledge Feeling & emotional to logical & rational 1. (TCO 3) Answer the following questions concerning ISO 9000: 1. Discuss the basic premise behind ISO 9000. (10 points) 2. Discuss three of the five objectives of ISO 9000. (10 points) 3. Discuss the three documents that make up ISO 9000. (10 points) 1) One of the basic premises of ISO 9000 is that consistency of results starts with consistency of process execution, which can be achieved through documentation, training, & automation. The requirement for documentation permeates the standard. There must be a way of measuring & verifying the efficiency & effectiveness of the process, both in terms of customer requirements & internal needs. Internal needs commonly exceed customer requirements. 2) The three objectives of ISO 9000 are: a) Gives businesses with useful, globally recognized models for operating a quality management system. b) Achieve, maintain & aim to regularly enhance product quality (the standards define “product” as the output of any process. Therefore, this word will also apply to “services,” whether internal or external to the business). c) Primary objective of getting these standards is to boost the goodwill of organization. Customer can compare the quality of two companies , one is with ISO standard & other is without ISO standard . Goodwill could be in form of rise in sale or more promotion of product of company. 3) ISO 9000 refers to a set of three Quality Management System (QMS) documents: ISO 9000, ISO 9001, & ISO 9004, produced by the International Organization for Standardization. -ISO 9000 contains the definitions & terminology used by the ISO 9001 standard. -ISO 9001 contains the actual QMS requirements used for certification or registration audits. -ISO 9004 is a set of guidelines that can be used to develop a quality management systems. 3. (TCO 4) Answer the following three parts relating Peter Scholtes's observations in regard to the failure to understand Deming's Profound Knowledge, which can result in severe problems. 1. Discuss what happens when people do not understand variation. (10 points) 2. Discuss what happens when people do not understand systems. (10 points) 3. Discuss what happens when people do not understand psychology. (10 points) Ans) 1) When people don’t understand variation; · They don’t see trends that are occurring; · They see trends where there are none; · They don’t know when expectations are realistic; · They don’t understand past performance so they can’t predict future performance; · They don’t know the difference between prediction, forecasting, & guesswork; · They give others credit or blame when those people are simply either lucky or unlucky. This usually occurs because people tend to attribute everything to human effort, heroics, frailty, error, or deliberate sabotage, no matter what the systemic cause; and · They are less likely to distinguish between fact & opinion. 2) When people don’t understand systems; · They see events as individuals incidents rather than the net result of many interactions and Interdependent forces; · They see the symptoms but not the deep causes of problems; · They don’t understand how an intervention in one part of [an organizational] can cause havoc in another place or at another time; 3) When people don’t understand psychology; · They don’t understand motivation or why people do what they do; · They resort to carrots & sticks & other forms of induced motivation that have no positive effect & impair the relationship between the motivator & the one being motivated; · They don’t understand the process of change & the resistance to it; · The revert to coercive & paternalistic approaches when dealing with people; and · They create cynicism, demoralization, de-motivation, guilt, resentment, burnout, craziness, and turnover. 2. (TCO 14) Answer the following questions concerning cultural change & the workforce: 1. Discuss three of the five behaviors that Juran & others suggest are needed to develop quality cultural change. (10 points) 2. Discuss ownership at the workforce level & why it is important to the implementation of TQM. (10 points) 3. Discuss how increased ownership requires increased sharing of information. (10 points) Ans) 1) The three behaviors required to develop quality cultural change are: -Set goals. -Organize to reach goals. -Provide training. 2) Ownership & commitment are deep & broad connections that people have with an organization that results in a willingness to go above & beyond what is expected of them to help the company suceed. The connection has to occur at three levels: the rational - how well people understand the needs of the organization & the expected roles & responsibilities; the emotional - how much passion & enrgy they bring to their work; & to what extend positive feelings emerge from the work experience; the moivational - how important, challenging, & meaningful people perceive their work is.The ownership at wok force is very important for the implementation of TQM as Improving quality has become a copany- wide effort as the increasing globalization of business underscores the necessity of continuous improvement. Total quality management (TQM), the preferred approach to achieving this end, is o longer the sole concern of quality engineers, product designers, process engineers & other specialists. Even the human resource management (HRM) function has an important role to play in developig quality across the entire organization. 3) A participative management style offers various benefits at all levels of the organization. By creating a nse of ownership in the company, participative management instills a sense of pride & motivates employees to increase productivity in order to achieve their goals. Employees who participate in the ecisions of the company feel like they are a part of a team with a common goal, & find their sense of elf- esteem & creative fulfillment heightened. Information sharing, which is concerned with keeping employees informed about the economic status of the company. 3. Transporting (McBride, 2009) Transporting product between processes is a cost incursion which adds no value to the product. Excessive movement & handling cause damage & are an opportunity for quality to deteriorate. Material handlers must be used to transport the materials, resulting in another organizational cost that adds no customer value. Transportation can be difficult to reduce due to the perceived costs of moving equipment & processes closer together. Furthermore, it is often hard to determine which processes should be next to each other. Mapping product flows can make this easier to visualize. 4. Inappropriate Processing (McBride, 2009) Often termed as “using a sledgehammer to crack a nut,” many organizations use expensive high precision equipment where simpler tools would be sufficient. This often results in poor plant layout because preceding or subsequent operations are located far apart. In addition they encourage high asset utilization (over-production with minimal changeovers) in order to recover the high cost of this equipment. Toyota is famous for their use of low-cost automation, combined with immaculately maintained, often older machines. Investing in smaller, more flexible equipment where possible; creating manufacturing cells; & combining steps will greatly reduce the waste of inappropriate processing. 5. Unnecessary Inventory (McBride, 2009) Work in Progress (WIP) is a direct result of overproduction & waiting. Excess inventory tends to hide problems on the plant floor, which must be identified & resolved in order to improve operating performance. Excess inventory increases lead times, consumes productive floor space, delays the identification of problems, & inhibits communication. By achieving a seamless flow between work centers, many manufacturers have been able to improve customer service & slash inventories & their associated costs. 6. Unnecessary / Excess Motion (McBride, 2009) This waste is related to ergonomics & is seen in all instances of bending, stretching, walking, lifting, & reaching. These are also health & safety issues, which in today’s litigious society are becoming more of a problem for organizations. Jobs with excessive motion should be analyzed & redesigned for improvement with the involvement of plant personnel. 7. Defects (McBride, 2009) Having a direct impact to the bottom line, quality defects resulting in rework or scrap are a tremendous cost to organizations. Associated costs include quarantining inventory, re-inspecting, rescheduling, & capacity loss. In many organizations the total cost of defects is often a significant percentage of total manufacturing cost. Through employee involvement & Continuous Process Improvement (CPI), there is a huge opportunity to reduce defects at many facilities. Organizations employ their staff for their nimble fingers & strong muscles but forget they come to work everyday with a free brain. It is only by capitalizing on employees' creativity that organizations can eliminate the other seven Many changes over recent years have driven organizations to become world class organizations or Lean Enterprises. The first step in achieving that goal is to identify & attack the seven wastes. As Toyota & other world-class organizations have come to realize, customers will pay for value added work, but never for waste.(McBride, 2009) McBride, D. (2009, 08 29). The 7 manufacturing wastes. Retrieved from