BSOP 326 midterm Exam Questions And Answers

BSOP 326 midterm Exam Questions And Answers BSOP 326 midterm Exam Questions And Answers Week 1 checkpoint Student Answer: internal customer engineers and designers external customer top executives Instructor Explanation: See p. 19 2. Question : (TCO 1) Which of the following is most appropriate in describing the quality efforts used in the early 20th century? Student Answer: Defect prevention was emphasized. Quality circles were extensively used. Use of inspection was widespread. Quality was every worker's responsibility. Instructor Explanation: See p. 7 3. Question : (TCO 1) The creation of separate quality departments in the early 1900s caused . Student Answer: indifference to quality among workers and their managers upper management to be more knowledgeable about quality no effect on the quality of the products the customer received production efficiency to decline Instructor Explanation: See p.7 4. Question : (TCO 1) Which of the following is a criticism of the product-based definition of quality? Student Answer: Quality is often mistakenly assumed to be related to price. Not all products are fit for use. Consumers frequently confuse products with services. Product-based quality cannot be defined precisely; you just know it when you see it. Instructor Explanation: See p. 15 5. Question : (TCO 1) An employee's can be identified through the answer to the question: "Who receives any item or information as a result of the work he or she performs?" Student Answer: customers suppliers consumers purchasers Instructor Explanation: See p. 19 6. Question : (TCO 2) Which of the following is not true? Student Answer: Output of services is generally less tangible compared with a manufactured product. Quality is more easily measured in manufacturing than in service operations. The timing of product manufacturing is more important than on-time service delivery. Services are generally more labor intensive than manufacturing processes. Instructor Explanation: See p. 58 7. Question : (TCO 2) Systems thinking . Student Answer: has yet to be viewed as an important aspect in the managing of quality has been determined to be an unimportant aspect in the managing of quality is viewed as an important aspect in the managing of quality is a controversial topic among quality-management professionals Instructor Explanation: See p. 50 8. Question : (TCO 2) Systems thinking can be applied to the analysis of . Student Answer: manufacturing processes but not service processes service processes but not manufacturing processes both manufacturing and service processes neither manufacturing processes nor service processes Instructor Explanation: See, p. 50 9. Question : (TCO 2) All of the following factors helped ignite the United States' quality revolution of the 1980s, except for . Student Answer: the rapid increase of product-liability judgments the death of W. Edwards Deming the intense media coverage of the space shuttle Challenger disaster extensive product recalls Instructor Explanation: See p. 9 10. Question : (TCO 2) Services differ from manufactured goods in which of the following ways? Student Answer: Service output is more easily measured. Services tend to be produced and consumed simultaneously. Service output is generally more tangible. Providing service requires a lower degree of customization than does manufacturing. Instructor Explanation: See p. 58 TCO 1 & 2) Match the following: Student Answer: : 1. A set of functions or activities that work together » 3 : A system in an organization : 2. The Japanese adapted whose concept of TQC? : 3. Who ushered in the era of SQC? : 4. Who was featured in NBC White Paper? : 5. As part of a manufacturing system, it determines the direction of marketing and sales Instructor Explanation: See pp. 7-53, as well as Figure 2.1 » 5 : A. V. Feigenbaum » 2 : Walter Shewhart » 1 : W. Edwards Deming » 4 : Customer 2. Question : (TCO 1) Improved quality of conformance results in what? Student Answer: Improved quality of design and conformance results in increased profits. Improved conformance in production or service delivery leads to lower costs acheived through savings in rework, scrap, resolution of errors, and warranty expenses, which ultimately causes an organization to be more profitable. References Evans, James R.. Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing. Instructor Explanation: Lower manufacturing and service cost, and thus higher profitability. (See p. 26) 3. Question : (TCO 1) List at least three of the six elements needed in a basic management system in order for TQM to function correctly. Student Answer: Following are the elements necessary in a basic management system in order for TQM to function correctly 1. Strategic planning and design of organizational and work systems 2.Customer engagement and knowledge acquisition 3.Workforce management 4.Process management 5.Information and knowledge management 6.Leadership Reference Evans, James R.. Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing, p. 25. Instructor Explanation: Customer engagement, workforce management, process management(See p. 25) 4. Question : (TCO 1) TQM is based on three fundamental principles. Although simplistic, TQM management practices are different than they are in non-TQM operations. Briefly describe how the two sets of management practices differ. Student Answer: Total quality is based on following three fundamental principles: 1.A focus on customers and stakeholders 2.Employee engagement and teamwork by everyone in the organization 3.A process focus supported by continuous improvement and learning In traditional management practices, organizations did little to understand external customer requirements and never paid attention to the needs of internal customers. Managers and specialists controlled and directed production systems; workers were told what to do and how to do it, and rarely were asked for their input. Employee engagement and teamwork were virtually nonexistent. A certain amount of waste and error was tolerable and was controlled by postproduction inspection. Improvements in quality generally resulted from technological breakthroughs instead of a relentless mindset of continuous improvement. In contrast to that an organization following a TQM program, actively seeks to identify customer needs and expectations, to build quality into work processes by tapping the knowledge and experience of its workforce, and to continually improve every facet of the organization. References Evans, James R, Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing. Instructor Explanation: See p. 20 5. Question : (TCO 2) How is employee empathy used to improve the service systems of some of the best customer-focused companies? Student Answer: Service employees have the most contact with customers, but in may service companies they receive the lowest pay, minimal training, little decision-making authority, and little responsibility, but the best customer focused companies realized very quickly that in order to keep the customers happy and satisfied, they should first keep their own employees happy and satisfied. They understood that employees must know what it feels like to be a customer and “Researchers have repeatedly demonstrated that when service employee job satisfaction is high, customer satisfaction is high, and that when job satisfaction is low, customer satisfaction is low”. Customer focused companies empower their employees and encourage them to be innovative and to make decisions that advance quality and customer satisfaction goals. They have effective reward systems that recognize employee performance which motivate them to do better in the future. Employees are provided excellent on the job training ensuring that they are absolutely ready before facing the actual customers and they also have a program where the effectiveness of the training is measured and monitored. Companies also conduct refresher training for the employees. References Evans, James R, Managing for Quality and Performance Excellence, 8th Edition, South Western Educational Publishing Instructor Explanation: See p. 60 6. Question : (TCO 2) A TQM purchasing agent should be concerned with what two major aspects of the materials they purchase? Student Answer: A TQM purchasing agent should not simply be responsible for low-cost procurement of goods and materials, but should maintain a clear focus on the quality of purchased goods and materials References Evans, James R., Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing. Instructor Explanation: The cost and quality of supplies and materials. (See p. 53) 7. Question : (TCO 2) Why is information technology an essential component of the service system? Student Answer: Information technology is essential for quality in modern service organizations because of the high volumes of information they must process and because customers demand service at ever-increasing speeds. Information technology incorporates computing, communication, data processing, and various other means of converting data into useful information. The information can be used by the service organizations to better serve the customers in the future and make it easier for the customers to do business with the organization. References Evans, James R., Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing Instructor Explanation: See p. 60 Week 2 checkpoint Deming claimed that higher levels of lead to higher levels of . Student Answer: automation, quality quality, productivity inventory, quality inspection, quality Instructor Explanation: See p. 92 2. Question : (TCO 4) Which of the following is the primary reason for Deming's position that slogans should be eliminated? Student Answer: Most problems depend on the system and cannot be controlled by workers. Slogans benefit customers more than workers. Not all workers can read the slogans. Slogans are costly to maintain and periodically update. Instructor Explanation: See p. 102 3. Question : (TCO 4) Deming was virtually unknown in the United States until the broadcast of a program entitled "If Japan Can ... Why Can't We?" When did this broadcast occur? Student Answer: 1960 1970 1980 1990 Instructor Explanation: See p. 92 4. Question : (TCO 4) The Profound Knowledge system is attributed to which of the following? Student Answer: Philip B. Crosby W. Edwards Deming Armand Feigenbaum Joseph M. Juran Instructor Explanation: See p. 92 5. Question : (TCO 4) Unlike Deming and Juran, approach was primarily behavioral. Student Answer: Taguchi's Crosby's Ishikawa's Shewhart's Instructor Explanation: See p. 107 6. Question : (TCO 3) ISO 9000 recertification is required every . Student Answer: 3 years 5 years 7 years 9 years Instructor Explanation: See pp. 129–131 7. Question : (TCO 3) The Malcolm Baldrige National Quality Award was established by which of the following? Student Answer: Several American automobile industry executives The American Society for Quality (ASQ) An act of Congress The Baldrige Consulting Group Instructor Explanation: See p. 112 8. Question : (TCO 3) The Malcolm Baldrige National Quality Award serves several purposes, except . Student Answer: to recognize the achievements of high-quality companies to establish guidelines and criteria for evaluation of quality- improvement efforts to provide detailed information on how award-winning enterprises achieved success to encourage the use of quantitative analysis to improve quality Instructor Explanation: See p. 112 9. Question : (TCO 3) Over the years, the Malcolm Baldrige National Quality Award criteria have been improved to include all of the following shifts in emphasis, except . Student Answer: from quality assurance and strategic quality planning to broad focus on process management from a focus on current customers to a focus on current and future customers and markets built on long-term relationships from human-resource administration to high-performance work systems from intraindustry rivalries to intraindustry alliances Instructor Explanation: See p. 119 10. Question : (TCO 3) Which of the following is not an objective of state-sponsored quality awards? Student Answer: Providing a forum for information exchange Winning a state award as a prerequisite to apply for the Baldrige Award Encouraging firms to adopt quality-and productivity-improvement approaches Promoting awareness of productivity and quality Instructor Explanation: Ch. 3, p. 121 Match the following: Student Answer: : Fitness for use » 1 : Juran's definition for quality » 4 : Feigenbaum : Published Total Quality Control » 3 : Ishikawa : Built upon Feigenbaum's TQC concepts : Explained the economic value of reducing variation » 2 : Taguchi » 5 : Deming : Known for his 14 Points Instructor Explanation: See pp. 99, 104, 106,109 and 110 2. Question : (TCO 3) What are four of the seven categories addressed in the Baldrige Award? Student Answer: 1. Leadership 2. Strategic Planning 3. Customer focus 4. Measurement, Analysis, and Knowledge Management Instructor Explanation: See p. 115 3. Question : (TCO 4) What are two of Deming's 14 points? Student Answer: 1. Create and publish to all employees a statement of the aims and purposes of the company or other organization. The management must demonstrate constantly their commitment to this statement. 2. Learn the new philosophy, top management and everybody. 3. Understand the purpose of inspection Instructor Explanation: See p. 93 4. Question : (TCO 3) How does a company become ISO 9000 certified? Student Answer: The company looking to get ISO 9000 certified should develop a quality policy manual which incorporates all the elements of ISO 9000 standards including the quality management principles. It should fufill the requirements of the ISO standards which include the following Management Responsibility: It addresses what top management must do to ensure an effective quality system, such as promoting the importance of quality throughout the organization, developing and implementing the quality management system, identifying and meeting customer requirements, defining an organizational quality policy and quality objectives, clearly defining responsibilities for quality, and controlling documents and records. Resource Management: which ensures that an organization provides sufficient people, facilities, and training resources. Product Realization: refers to controlling the production/service process from receipt of an order or quote through design, materials procurement, manufacturing or service delivery, distribution, and subsequent field service. Measurement, Analysis, and Improvement focuses on control procedures for assuring quality in products and processes, analysis of quality-related data, and correction, prevention, and improvement planning activities. The company should develop procedures for every single operation and procees in the organization. Company should train all its employees on ISO 9000 process and select key personnel to be the internal auditors. The task of the auditors is to review the quality manual for compliance with ISO 9000 regulations. If the audit finds any issues, corrective action is suggested and implemented. Once the company passes the internal audit, it can select an third party auditor like laboratory or some other accreditation agency (called a registrar) for getting certified. References Evans, James R.. Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing Instructor Explanation: See p. 132 5. Question : (TCO 3) What categories are available under the Deming Prize? Student Answer: The following three categories are available under the Deming prize The Deming Prize for Individuals – It is given to those who have made outstanding contributions to the study of TQM or statistical methods used for TQM, or those who have made outstanding contributions in the dissemination of TQM. The Deming Application Prize – It is given to organizations or divisions of organizations that have achieved distinctive performance improvement through the application of TQM in a designated year. The Quality Control Award for Operations Business Units – It is given to operations business units of an organization that have achieved distinctive performance improvement through the application of quality control/management in the pursuit of TQM in a designated year according to Union of Japanese Scientists and Engineers (JUSE) References Evans, James R.. Managing for Quality and Performance Excellence, 8th Edition. Instructor Explanation: See p. 123 6. Question : (TCO 4) Deming's Point 4 is: Stop making decisions purely on the basis of cost. What does this point mean? Student Answer: As per this point, purchasing department of a company or a business should not make purchasing decision like buying of raw materials or other supplies going into the manufacturing of a product based on price alone, but should also consider the quality of the product. As per Deming the direct costs associated with poor quality raw materials that arise during production or during warranty periods, as well as the loss of customer goodwill, can far exceed the cost “savings” perceived by purchasing. Thus, purchasing must understand its role as a supplier to production and its impact on the system. The point also drives home another aspect which Deming strongly promoted was that businesses should establish long-term relationships with fewer suppliers, which leads to loyalty and opportunities for mutual improvement and not follow the traditional management system of having multiple suppliers for the same raw materials. Another problem with constantly changing suppliers solely on the basis of price increases is 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. The emphasis on supply chain management (SCM) today reflects the achievement of Point 4. SCM focuses heavily on a system’s view of the supply chain with the objective of minimizing total supply chain costs and developing stronger partnerships with suppliers. References Evans, James R, Managing for Quality and Performance Excellence, 8th Edition, South Western Educational Publishing Instructor Explanation: See p. 100 7. Question : (TCO 4) What are Feigenbaum's three steps to quality? Student Answer: Feigenbaum's three steps to quality Quality Leadership, with a strong focus on planning Modern Quality Technology, involving the entire workforce Organizational Commitment, supported by continuous training and motivation. Instructor Explanation: See pp. 109 Midterm In total-quality organizations, the scope of the leadership system includes which of the following? Student Answer: Top-level managers Top- and middle-level managers Top-level managers to first-line supervisors All levels of the organization Instructor Explanation: Ch. 4, p. 156 2. Question : (TCO 6) The traditional approach to strategy deployment is which of the following? Student Answer: Top-down Back-and-forth (iterative) Collaborative Bottom-up Instructor Explanation: Ch. 4, p. 167 3. Question : (TCO 3) The Deming Prize was established in which of the following countries? Student Answer: Japan Germany The United States Sweden Instructor Explanation: Ch. 3, p. 122 4. Question : (TCO 3) ISO 9001 provides specific requirements for . Student Answer: terms and definitions used a quality management system improving quality outgoing quality levels Instructor Explanation: Ch. 3, p. 129 5. Question : (TCO 1) Which of the following is a criticism of the product-based definition of quality? Student Answer: Quality is often mistakenly assumed to be related to price. Not all products are fit for use. Consumers frequently confuse products with services. Product-based quality cannot be defined precisely; you just know it when you see it. Instructor Explanation: Ch. 1, p. 15 6. Question : (TCO 1) During the Middle Ages, quality was built into the final product. This approach to quality was lost with the advent of . Student Answer: engineering schools craft guilds automation the Industrial Revolution Instructor Explanation: Ch. 1, p. 5 7. Question : (TCO 1) is credited with developing control charts. Student Answer: Eli Whitney Frederick W. Taylor Walter Shewhart W. Edwards Deming Instructor Explanation: Ch. 1, p. 7 8. Question : (TCO 2) Which of the following systems does not have a role to play in assuring quality in a manufacturing firm? Student Answer: Sales Purchasing Product design None of the above Instructor Explanation: Ch. 2, p. 51, Fig. 2.1 9. Question : (TCO 2) Services are generally intensive, whereas manufacturing is more intensive. Student Answer: labor, equipment quality, quantity input, output profit, cost Instructor Explanation: Ch. 2, p. 57 10. Question : (TCO 2) Conditions that facilitate high-quality service employees include which one of the following? Student Answer: Reward systems that recognize cost-cutting behaviors Work environments that isolate employees from customers Supervisors who act more as coaches and mentors than as administrators Specialized job assignments, such as greeting customers Instructor Explanation: Ch. 2, p. 58 11. Question : (TCO 2) Systems thinking can be applied to the analysis of . Student Answer: manufacturing processes but not service processes service processes but not manufacturing processes both manufacturing and service processes neither manufacturing processes nor service processes Instructor Explanation: Ch. 2, p. 50 12. Question : (TCO 3) The Malcolm Baldrige National Quality Award serves several purposes, except . Student Answer: to recognize the achievements of high-quality companies to establish guidelines and criteria for evaluation of quality- improvement efforts to provide detailed information on how award-winning enterprises achieved success to encourage the use of quantitative analysis to improve quality Instructor Explanation: Ch. 3, p. 112 13. Question : (TCO 5) Dave noticed that at the place where he gets his haircut, Hair Town, there is an employee who sweeps up hair every 15 minutes. By doing this, the management at Hair Town is trying to affect which quality dimension? Student Answer: Reliability Tangibles Competence Empathy Instructor Explanation: Ch. 5, p. 199 14. Question : (TCO 5) Which of the following is not true about the American Customer Satisfaction Index? Student Answer: It focuses on buyer satisfaction associated with consumer nondurable goods. It was first conducted in 1994. It is based on a large, national sample of consumers. It is designed to indicate national trends as well as industry trends. Instructor Explanation: Ch. 5, p. 194 15. Question : (TCO 7) Most companies still use traditional measures, such as , as a basis for compensation, while more progressive organizations use measures such as . Student Answer: customer satisfaction, profit sharing defect prevention, profitability revenue growth, customer satisfaction cycle-time reduction, cost management Instructor Explanation: Ch. 6, p. 286 16. Question : (TCO 4) Which of the following is true regarding inspection under the Deming philosophy? Student Answer: Inspection encourages quality production. Inspection can be used to assure quality. Inspection is rarely accurate. Inspection adds value to the product. Instructor Explanation: Ch. 3, p. 92 17. Question : (TCO 4) Which of the following is the primary reason for Deming's position that slogans should be eliminated? Student Answer: Most problems depend on the system and cannot be controlled by workers. Slogans benefit customers more than workers. Not all workers can read the slogans. Slogans are costly to maintain and to periodically update. Instructor Explanation: Ch. 3, pp. 91-92 18. Question : (TCO 8) The major difference between quality circles and project teams is which of the following? Student Answer: Quality circles are subcommittees of problem-solving teams. Quality circles work on pre-chosen problems. Quality circles do not meet regularly. Quality circles do not disband after solving a specific problem. Instructor Explanation: Ch. 6, pp. 261-268 Deming's Profound Knowledge consists of four elements. Answer the following three parts relating to the "variation" element of Deming's Profound Knowledge. Your discussion should relate to this element of Deming's Profound Knowledge and not to variation in general. 1. Describe how a quincunx can be used to explain variation. (10 points) 2. Why is understanding variation important, and what do we need to do about it? (10 points) 3. What tools do we need to use to understand variation, and why is using these tools important to our decision-making process? (10 points) Student Answer: 1. A quincunx is device which can be used to show the natural process of variation. To illustrate or see the variation the following procedure should be followed. Place a large numbers of pins randomly inside this device and drop small balls through the holes provided at the top of the device. As the balls are being dropped it hits the pins placed inside the box which causes the balls to move either to the right or left before falling in the collection boxes placed at the bottom. Once all the balls are dropped and collected in the box, it can be noticed that most of the balls (not all) end up in the middle of the box and the balls in the box form a bell shaped distribution, which means that even though the ball were dropped from the same position, all of them didn't end up in the same place, which demonstrates variation which occured due to the presence of pins inside the device. 2. Products and parts are manufactured by humans and machinary. No two products or parts will be exactly the same dimension wise, there will be a very minor variation between the two identical parts. As seen in the quincunx demonstration where the pins caused the ball to fall in different places, similarly equipment performance, human behavior or "factors inherent in the design of the system, which cannot easily be controlled" (Evans, James R, p.95) can cause variation. Excessive variation hampers the quality of the product, results in rework, product failures and recall, customers complaints, dissatisfied customers and increased costs, therefore understanding variation is very important. In order to control variation managers, supervisors and shop floor employees should first understand and know the reason for the variance and then work to reduce the same by using modern technology, better process design and training. The organization should should periodically make changes to their and obtain feedback from the customers too. The reduced variation will result in less scrap and rework. It will also improve the productivity, efficiency and customer satisfaction. 3. Statistical methods like control charts, confidence intervals or prediction intervals can be used to understand variation. These tools will help the management understand the causes of variation and the range of variation. It will also help them to understand whether the variation is human, equipment or process related or whether it is happening in any particular shift or time of the day. The information collected with the help of these tools will help the management know the reason behind the variation and design corrective actions to reduce or eliminate the variation References Evans, James R.. Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing, 01/2010. p. 95. (Evans, James R.. Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing, 01/2010. p. 95). <vbk:0#outline(3.3.1)> Instructor Explanation: Ch. 3, pp. 100-103 2. Question : (TCO 6) Answer the following three parts relating to the situational leadership theory: 1. Discuss the leadership style that would be used if the maturity level of the follower was able and willing. (10 points) 2. Discuss the leadership style that would be used if the maturity level of the follower was unable but willing. (10 points) 3. Discuss the leadership style that would be used if the maturity level of the follower was able but unwilling. (10 points) Student Answer: 1. Able and Willing: In this scenario the followers are more than capable of working by themselves. They are willing, motivated and confident. The leader in this situation acts as a delegator. They delegate the work or a task to the follower and the followers are able to execute the task with little or no supervision at all. The leaders will only interfere or help when asked for by the follower 2. Unable but willing: In this scenario the followers have the drive and hunger to do well and prove themselves to the leader and the management, but they lack in experience. In such a situation the leader will be more like a coach to the follower. He will set the overall goals, but will work with the follower and guide them. The leader will give the freedom to the follower to plan and carry out the minute details, but at the same time will keep an eye on their work and progress. At times leader will have to provide direction and support and encourage the follower when he is low on confidence or is not able to execute the task. 3. Able but unwilling: In this scenario, the follower is fully capable of performing his or her job. They can work with minimal supervision and need not be directed, but the problem is that the follower does not show interest in his or her job and not willing to take up new responsibiities. In such situations the leaders must take the role of a mentor and provide motivation to the follower and build confidence and make them feel important and letting them know that they are a big asset to the organization. Instructor Explanation: p. 433 Week 5 checkpoint A goal to reduce the time required to fulfill a customer's order addresses the dimension of . Student Answer: accuracy cycle time flexibility reliability Instructor Explanation: See p. 330 2. Question : (TCO 9) Employees of an insurance firm are given the task of studying the very successful employee training program at a bank. This is an example of which of the following? Student Answer: Process management Strategic reengineering Benchmarking Quality control Instructor Explanation: See p. 338 3. Question : (TCO 9) A graphical representation of a process sequence is known as which of the following? Student Answer: An Ishikawa diagram A Pareto chart A flowchart A control chart Instructor Explanation: See, p. 336 4. Question : (TCO 9) Which of the following is true? Student Answer: Process improvement is more efficiently undertaken within one organizational function. Process improvement does not affect traditional organizational structures. Processes generally cut across traditional organizational functions. Process improvement is an operational decision, not a strategic decision. Instructor Explanation: See pp. 330 5. Question : (TCO 9) In the context of process management, is the activity of ensuring conformance to the requirements and taking corrective action when necessary to correct problems and maintain stable performance, whereas implies enhancing performance. Student Answer: performance, innovation control, improvement inspection, anticipation standardization, customization Instructor Explanation: See pp. 322-329 6. Question : (TCO 10) If a company finds that the level of employee satisfaction appears to predict turnover, then employee satisfaction represents measure while turnover represents measure. Student Answer: a leading, a lagging a prescriptive, a predictive a dependent, an independent a prevention, an appraisal Instructor Explanation: See p. 374 7. Question : (TCO 10) A set of financial, market, operational, and employee performance measures for management review and use is an example of which of the following? Student Answer: An enterprise resource plan An interlinking model A data mine A balanced scorecard Instructor Explanation: See p. 368 8. Question : (TCO 10) Customer response time is an example of which of the following? Student Answer: Service measure Human resource measure Learning-focused measure Market measure Instructor Explanation: See p. 379 9. Question : (TCO 10) In services, a measure of quality analogous to defects per unit is . Student Answer: errors per unit errors per opportunity defects per transaction defects per opportunity Instructor Explanation: See p. 391 10. Question : (TCO 10) Because of the negative connotation of "defect" and its potential implication in liability suits, the term has become widely accepted. Student Answer: nonconformity problem error complication Instructor Explanation: See p. 389 What are the three main costs that relate to external failure costs? Student Answer: The following are the three main costs that relate to external failure costs "Costs due to customer complaints and returns, including rework on returned items, cancelled orders and freight premiums" "Product recall costs and warranty claims, including the cost of repair or replacement as well as associated administrative costs" "Product liability costs, resulting from legal actions and settlements" References Evans, James R.. Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing, 01/2010. p. 390 Instructor Explanation: See p. 389 3. Question : (TCO 10) What are three of the five purposes of a performance measurement system? Student Answer: The three purposes of a performance measurement system are the following: "Providing a perspective of the past, present, and future" "Identifying trends and progress" "Facilitating understanding of cause-and-effect relationships" References Evans, James R.. Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing, 01/2010. p. 374 Instructor Explanation: See p. 374 4. Question : (TCO 10) What three observations were made by Osborne and Gaebler concerning data? Student Answer: The following three observations were made by Osborne and Gaebler concerning data "If you don’t measure results, you can’t tell success from failure". "If you can’t see success, you can’t reward it and if you can’t reward success, you are probably rewarding failure". "If you can’t recognize failure, you can’t correct it". References Evans, James R.. Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing, 01/2010. p. 364 Instructor Explanation: See p. 367 5. Question : (TCO 9) Both Juran and Deming advocated ongoing product development. In fact, Deming's introductory lecture to Japanese managers in 1950 contrasted the old way of product design-design it, make it, and try to sell it-with a new way. List three of the six items in Deming s new way. Student Answer: The three of the six items in Demings new way Design the product Make it and test it in the production line and in the laboratory Put it on the market Test it Redesign the product in light of consumer reactions to quality and price Instructor Explanation: See p. 333 6. Question : (TCO 9) Briefly describe design for manufacturability (DFM). Student Answer: “Design for manufacturability (DFM) is the process of designing a product for efficient production at the highest level of quality” which will meet the price target that customer is willing to pay. “Product design can significantly affect the cost of manufacturing”, if the product design is complex and difficult to build or manufacture. Some of the factors in product design which can affect manufacturability are: Parts that are designed which cannot be easily integrated or shared Parts designed with features difficult to fabricate repeatedly or with unnecessarily tight tolerances or parts which lack details for self-alignment. Designer’s failure to consider conditions to which parts will be exposed during assembly such as temperature, humidity, vibration, static electricity, and dust which might result in failures during testing or use. Use of too many parts and part numbers All of the above factors can result in a poor quality product, inefficient operations, poor yield, and product failures costing companies a lot of money. Keeping the design simple will reduce companies costs and help them develop a good quality product. Following are some of the design guideline which can be followed for improving manufacturability Minimize Number of Parts Minimize Number of Part Numbers Design for robustness Make assembly easy and fool proof Use Repeatable, Well-Understood Processes Choose Parts That Can Survive Process Operations Design for Efficient and Adequate Testing Lay Out Parts for Reliable Process Completion References Evans, James R, Managing for Quality and Performance Excellence, 8th Edition, South Western Educational Publishing, 01/2010, pp. 599-600 Instructor Explanation: See p. 313 7. Question : (TCO 9) What are three of the four reasons why "process improvement" is an important business strategy? Student Answer: Process Improvement is an important business strategy because "Customer loyalty is driven by delivered value". "Delivered value is created by business processes". "Sustained success in competitive markets requires a business to continuously improve delivered value". "To continuously improve value-creation ability, a business must continuously improve its value-creation processes". References Evans, James R.. Managing for Quality and Performance Excellence, 8th Edition. South Western Educational Publishing, 01/2010. p. 326 Instructor Explanation: See p. 326 1. Question : (TCO 6) The use of teams composed of senior managers is prevalent in TQM organizations. Student Answer: complaint-resolution problem-solving steering auditing Instructor Explanation: Ch. 4, p. 157 Question 2. Question : (TCO 6) The traditional approach to strategy deployment is which of the following? Student Answer: Top-down Back-and-forth (iterative) Collaborative Bottom-up Instructor Explanation: Ch. 4, p. 167 Question 3. Question : (TCO 3) The criteria for the Canadian Awards for Excellence are most similar to which of the following? Student Answer: Deming Prize American Society for Quality Control Award Malcolm Baldrige National Quality Award ISO 9000 certification program Instructor Explanation: Ch. 3, p. 125 Question 4. Question : (TCO 3) ISO 9000 recertification is required every . Student Answer: 3 years 5 years 7 years 9 years Instructor Explanation: Ch. 3, p. 132 Question 5. Question : (TCO 1) Conformance to specifications applies to which type of quality? Student Answer: User-based Product-based Manufacturing-based Value-based Instructor Explanation: Ch. 1, p. 17 Question 6. Question : (TCO 1) The creation of separate quality departments in the early 1900s caused . Student Answer: indifference to quality among workers and their managers upper management to be more knowledgeable about quality no effect on the quality of the products that the customer received production efficiency to decline Instructor Explanation: Ch. 1, p. 7 Question 7. Question : (TCO 1) is credited with developing control charts. Student Answer: Eli Whitney Frederick W. Taylor Walter Shewhart W. Edwards Deming Instructor Explanation: Ch. 1, p. 7 Question 8. Question : (TCO 2) Which of the following is not true? Student Answer: Output of services is generally less tangible compared to a manufactured product. Quality is more easily measured in manufacturing than in service operations. The timing of product manufacturing is more important than on-time service delivery. Services are generally more labor intensive than manufacturing processes. Instructor Explanation: Ch. 2, p. 57 Question 9. Question : (TCO 2) Services are generally intensive, whereas manufacturing is more intensive. Student Answer: labor, equipment quality, quantity input, output profit, cost Instructor Explanation: Ch. 2, p. 57 Question 10. Question : (TCO 2) Services differ from manufactured goods in which of the following ways? Student Answer: Service output is more easily measured. Services tend to be produced and consumed simultaneously. Service output is generally more tangible. Providing service requires a lower degree of customization than does manufacturing. Instructor Explanation: Ch. 2, p. 57 Question 11. Question : (TCO 2) Systems thinking . Student Answer: has yet to be viewed as an important aspect in the managing of quality has been determined to be an unimportant aspect in the managing of quality is viewed as an important aspect in the managing of quality is a controversial topic among quality-management professionals Instructor Explanation: Ch. 2, p. 50 Question 12. Question : (TCO 3) The Malcolm Baldrige National Quality Award serves several purposes, except . Student Answer: to recognize the achievements of high-quality companies to establish guidelines and criteria for evaluation of quality-improvement efforts to provide detailed information on how award-winning enterprises achieved success to encourage the use of quantitative analysis to improve quality Instructor Explanation: Ch. 3, p. 112 Question 13. Question : (TCO 5) According to Garvin's quality dimensions, which one of the following definitions does not match the associated dimension? Student Answer: Dimension: features Definition: the bells and whistles of a product Dimension: aesthetics Definition: how a product looks, feels, smells, and so on Dimension: reliability Definition: a product's primary operating characteristics Dimension: conformance Definition: the degree to which the product meets pre-established standards Instructor Explanation: Ch. 5, p. 198 Question 14. Question : (TCO 5) Moments of truth are instances when which of the following occurs? Student Answer: New products are launched. A firm is audited. A customer comes into contact with an employee. A new competitor enters the market with higher quality. Instructor Explanation: Ch. 5, p. 208 Question 15. Question : (TCO 7) Most companies still use traditional measures, such as , as a basis for compensation, while more progressive organizations use measures such as . Student Answer: customer satisfaction, profit sharing defect prevention, profitability revenue growth, customer satisfaction cycle-time reduction, cost management Instructor Explanation: Ch. 6, p. 286 Question 16. Question : (TCO 4) Which of the following is true regarding inspection under the Deming philosophy? Student Answer: Inspection encourages quality production. Inspection can be used to assure quality. Inspection is rarely accurate. Inspection adds value to the product. Instructor Explanation: Ch. 3, p. 92 Question 17. Question : (TCO 4) Which of the following is the primary reason for Deming's position that slogans should be eliminated? Student Answer: Most problems depend on the system and cannot be controlled by workers. Slogans benefit customers more than workers. Not all workers can read the slogans. Slogans are costly to maintain and to periodically update. Instructor Explanation: Ch. 3, pp. 91-92 Question 18. Question : (TCO 8) A team that usually meets on a regular basis to specifically address work-related problems and then disbands when the assigned task is complete is a . Student Answer: management team natural work team quality circle problem-solving team Instructor Explanation: Ch. 6, pp. 261-268 (TCO 4) Deming's Profound Knowledge consists of four elements. Answer the following three parts relating to the psychology element of Deming's Profound Knowledge. Your discussion should reflect this element of Deming's Profound Knowledge and not psychology in general. 1. Discuss why psychology is important for us to understand. (10 points) 2. Discuss how fear plays a part in this element. (10 points) 3. Discuss how pay and motivation are of interest in this element. (10 points) Student Answer: Psychology is important to understand because all people are not created equally, different factors might effect to different employees. Aa a manager, they must understand how to motivates his/her followers, and use that to motivate them. Deming understand this point and he encourage management to apply that to their employees. Fear will not motivate any peoples, they also will not help employees to produce any good work. Manager should find and understand their employee fear, and they can do something to help their employees to overcome the fear. Deming status that pay is not the best motivation to a productive work force. Only poor manager will use pay to motivates the team member, simply increase the employee compensation to an employee that not like their job will not do anything good to the company. Instructor Explanation: Ch. 3, pp. 97 Question 2. Question : (TCO 1) Explain each of the following statements as they apply to modern quality management: 1. Customer service is the rule not the exception. (15 points) 2. The absence of defects is a given rather than a source of competitive advantage. (15 points) Student Answer: 1. Customer service is very important since they are the the first department that in touch with the customers, bad customer service can lead the customer think the company is untrustful, which can decrease company reputation in the market. Also when a customers no satisfy with the items and the customer service couldn't help, they will think that the products are bad quality, they might spread the word out and people might listen to them and will not buy the products, which can decrease company sales. 2. Absence of defect is very important to a company, since it can lead the customer continuously purchase from the company stay with the same brand. If the company providing good products that with fewer defect, than they can spend more to to take care of the customer, and make them more satisfy. Instructor Explanation: Response to both should focus on rising customer expectations and market standards that have resulted from quality improvement and competition. (Ch-1)