Question 1

Value-creation processes differ from support processes in that value-creation processes:

Accepted Answer

A) provide the infrastructure for production or deliver processes to create or deliver the actual product. 
B) rarely align with the organization's core competencies and strategic objectives. 
C) generally do not add value directly to the product or service. 
D) are driven by external customer needs. 
A) provide the infrastructure for production or deliver processes to create or deliver the actual product. 
B) rarely align with the organization's core competencies and strategic objectives. 
C) generally do not add value directly to the product or service. 
D) are driven by external customer needs.

Question 2

Value-creation services that take the form of"projects":

Accepted Answer

A) are typically completed by individuals rather than by groups. 
B) do not add value directly to the product or service. 
C) tend to deliver unique products that are tailored to the specific needs of an individual customer. 
D) are generally completed by a single department and they do not cut across organizational boundaries. 
A) are typically completed by individuals rather than by groups. 
B) do not add value directly to the product or service. 
C) tend to deliver unique products that are tailored to the specific needs of an individual customer. 
D) are generally completed by a single department and they do not cut across organizational boundaries.

Question 3

The process of measuring a company's performance against best-in-class companies and using that information as a basis to define the company's targets,strategies,and implementation is known as _____.

Accepted Answer

A) total quality management 
B) process mapping 
C) benchmarking 
D) reengineering 
A) total quality management 
B) process mapping 
C) benchmarking 
D) reengineering

Question 4

Supply chains help organizations to create a competitive advantage in _____.

Accepted Answer

A) workforce engagement 
B) process mapping 
C) flexibility 
D) benchmarking 
A) workforce engagement 
B) process mapping 
C) flexibility 
D) benchmarking

Question 5

A(n)_____ is a design tool that enables management to study and analyze processes prior to implementation in order to improve quality and operational performance.

Accepted Answer

A) Likert's scale 
B) flowchart 
C) quality manual 
D) affinity diagram 
A) Likert's scale 
B) flowchart 
C) quality manual 
D) affinity diagram

Question 6

Value-creation processes are sometimes called _____ processes.

Accepted Answer

A) core 
B) support 
C) job enrichment 
D) quality circle 
A) core 
B) support 
C) job enrichment 
D) quality circle

Question 7

_____ is defined as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical,contemporary measures of performance,such as cost,quality,service,and speed.

Accepted Answer

A) Process mapping 
B) Total quality management 
C) Reengineering 
D) Benchmarking 
A) Process mapping 
B) Total quality management 
C) Reengineering 
D) Benchmarking

Question 8

Value-creation process requirements are driven by internal customer needs.

Accepted Answer

A) True 
 B)False

Question 9

What is a supplier certification process? What is the purpose of this process?

Accepted Answer

A supplier certification process help or

Question 10

The management team at Kyra Electronics is looking for ways to achieve higher levels of performance.It is trying to obtain higher yields and reduce cycle times.In the context of the three major activities involved in process management,the management team at Kyra is engaged in the _____ activity of process management.

Accepted Answer

A) mapping 
B) improvement 
C) design 
D) control 
A) mapping 
B) improvement 
C) design 
D) control

Question 11

Which of the following statements best describes process owners?

Accepted Answer

A) They are accountable for process performance and have the authority to control and improve their process. 
B) They have the authority to design the processes that will be used by the top management team in their organization. 
C) They test the accuracy of the processes used in the marketing management. 
D) They have the authority to certify the processes used by the suppliers of their organization. 
A) They are accountable for process performance and have the authority to control and improve their process. 
B) They have the authority to design the processes that will be used by the top management team in their organization. 
C) They test the accuracy of the processes used in the marketing management. 
D) They have the authority to certify the processes used by the suppliers of their organization.

Question 12

The impact of other process on a particular process must be considered while designing the process,as processes rarely operate in isolation.

Accepted Answer

A) True 
 B)False

Question 13

As customization of services increases,_____ become(s)a bigger factor in the ability to provide high quality service to the customers.

Accepted Answer

A) professional judgement of the employees 
B) processes and procedures 
C) employee behavior 
D) physical facilities 
A) professional judgement of the employees 
B) processes and procedures 
C) employee behavior 
D) physical facilities

Question 14

After-action review or debrief is a process control approach used by organizations to:

Accepted Answer

A) reduce the cost of conducting a process. 
B) improve the process by increasing the efficiency of the manufacturing systems. 
C) prevent the errors in a process from occurring again in the future. 
D) decrease the time required for completing a process. 
A) reduce the cost of conducting a process. 
B) improve the process by increasing the efficiency of the manufacturing systems. 
C) prevent the errors in a process from occurring again in the future. 
D) decrease the time required for completing a process.

Question 15

A _____is a temporary work structure that starts up,produces products or services,and then shuts down.

Accepted Answer

A) kaizen program 
B) poka-yoke program 
C) project 
D) quality circle 
A) kaizen program 
B) poka-yoke program 
C) project 
D) quality circle

Question 16

Which of the following is regarded as the best approach to prevent mistakes in a process because of its ability to avoid rework and wastage of time and resources?

Accepted Answer

A) Designing potential defects and errors out of the process 
B) Conducting a cost-benefit analysis to determine the impact of stopping a process 
C) Identifying potential defects and errors and stopping a process before they occur 
D) Identifying defects and errors soon after they occur and quickly correcting the process 
A) Designing potential defects and errors out of the process 
B) Conducting a cost-benefit analysis to determine the impact of stopping a process 
C) Identifying potential defects and errors and stopping a process before they occur 
D) Identifying defects and errors soon after they occur and quickly correcting the process

Question 17

Control in manufacturing starts with purchasing and receiving processes.

Accepted Answer

A) True 
 B)False

Question 18

When a service ranks low on the dimensions of customer contact,labor intensity,and customization,the service providers need to emphasize on _____ to provide a high quality service to the customers.

Accepted Answer

A) training provided to the employees 
B) employee behavior 
C) professional judgement of the employees 
D) physical facilities and procedures 
A) training provided to the employees 
B) employee behavior 
C) professional judgement of the employees 
D) physical facilities and procedures

Question 19

Benchmarking encourages employees to continuously innovate.

Accepted Answer

A) True 
 B)False

Value-creation processes differ from support processes in that value-creation processes:

Value-creation services that take the form of"projects":

The process of measuring a company's performance against best-in-class companies and using that information as a basis to define the company's targets,strategies,and implementation is known as _____.

Supply chains help organizations to create a competitive advantage in _____.

A(n)_____ is a design tool that enables management to study and analyze processes prior to implementation in order to improve quality and operational performance.

Value-creation processes are sometimes called _____ processes.

_____ is defined as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical,contemporary measures of performance,such as cost,quality,service,and speed.

Value-creation process requirements are driven by internal customer needs.

What is a supplier certification process? What is the purpose of this process?

Which of the following statements best describes process owners?

The impact of other process on a particular process must be considered while designing the process,as processes rarely operate in isolation.

As customization of services increases,_____ become(s)a bigger factor in the ability to provide high quality service to the customers.

After-action review or debrief is a process control approach used by organizations to:

A _____is a temporary work structure that starts up,produces products or services,and then shuts down.

Which of the following is regarded as the best approach to prevent mistakes in a process because of its ability to avoid rework and wastage of time and resources?

Control in manufacturing starts with purchasing and receiving processes.

When a service ranks low on the dimensions of customer contact,labor intensity,and customization,the service providers need to emphasize on _____ to provide a high quality service to the customers.

Benchmarking encourages employees to continuously innovate.

Introduction to Quality

Foundations of Quality Management

Customer Focus

Workforce Focus

Statistical Methods in Quality Management

Design for Quality and Product Excellence

Measuring and Controlling Quality

Process Improvement and Six Sigma

The Baldrige Framework for Performance Excellence

Strategy and Performance Excellence

Measurement and Knowledge Management for Performance Excellence

Leadership for Performance Excellence

Building and Sustaining Quality and Performance Excellence

Filters

Exam 5: Process Focus

Value-creation processes differ from support processes in that value-creation processes:

Value-creation services that take the form of"projects":

The process of measuring a company's performance against best-in-class companies and using that information as a basis to define the company's targets,strategies,and implementation is known as _____.

Supply chains help organizations to create a competitive advantage in _____.

A(n)_____ is a design tool that enables management to study and analyze processes prior to implementation in order to improve quality and operational performance.

Value-creation processes are sometimes called _____ processes.

_____ is defined as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical,contemporary measures of performance,such as cost,quality,service,and speed.

Value-creation process requirements are driven by internal customer needs.

What is a supplier certification process? What is the purpose of this process?

Which of the following statements best describes process owners?

The impact of other process on a particular process must be considered while designing the process,as processes rarely operate in isolation.

As customization of services increases,_____ become(s)a bigger factor in the ability to provide high quality service to the customers.

After-action review or debrief is a process control approach used by organizations to:

A _____is a temporary work structure that starts up,produces products or services,and then shuts down.

Which of the following is regarded as the best approach to prevent mistakes in a process because of its ability to avoid rework and wastage of time and resources?

Control in manufacturing starts with purchasing and receiving processes.

When a service ranks low on the dimensions of customer contact,labor intensity,and customization,the service providers need to emphasize on _____ to provide a high quality service to the customers.

Benchmarking encourages employees to continuously innovate.

Introduction to Quality

Foundations of Quality Management

Customer Focus

Workforce Focus

Statistical Methods in Quality Management

Design for Quality and Product Excellence

Measuring and Controlling Quality

Process Improvement and Six Sigma

The Baldrige Framework for Performance Excellence

Strategy and Performance Excellence

Measurement and Knowledge Management for Performance Excellence

Leadership for Performance Excellence

Building and Sustaining Quality and Performance Excellence

Filters