Question 1

An organization achieves quality by consistently meeting its competitors' standards.

Accepted Answer

A) True 
 B)False

Question 2

ISO 9000 standards stress continual improvement regardless of how good you currently are.

Accepted Answer

A) True 
 B)False

Question 3

Managers have obligations to a wide variety of stakeholders such as shareholders, employees, and customers. When considering outsourcing production to offshore suppliers, managers have to weigh:
(I) cost benefits that might make shareholders wealthier.
(II) quality issues that might make firms less productive and/or products riskier.
(III) the investments already tied up in relationships with existing suppliers.

Accepted Answer

A)  I 
B)  II 
C)  III 
D)  I and II only 
E)  I, II, and III 
A)  I 
B)  II 
C)  III 
D)  I and II only 
E)  I, II, and III

Question 4

The typical difference between quality circles and continuous improvement teams is:

Accepted Answer

A)  quality circles work on product design only. 
B)  continuous improvement teams work on product and process design. 
C)  continuous improvement teams use only engineers, while quality circles use just the workers doing the work. 
D)  the amount of employee empowerment. 
E)  There is no difference-they are the same. 
A)  quality circles work on product design only. 
B)  continuous improvement teams work on product and process design. 
C)  continuous improvement teams use only engineers, while quality circles use just the workers doing the work. 
D)  the amount of employee empowerment. 
E)  There is no difference-they are the same.

Question 5

Juran describes quality management as a trilogy that consists of quality planning, quality control, and quality improvement.

Accepted Answer

A) True 
 B)False

Question 6

A quality circle is a management team focused on implementing major changes to improve quality.

Accepted Answer

A) True 
 B)False

Question 7

The purpose of benchmarking is to establish a standard against which the organization's performance can be judged and to identify a model for possible improvement.

Accepted Answer

A) True 
 B)False

Question 8

Suppliers are not included in quality assurance and quality improvement efforts in TQM; they should worry about their own problems.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following is not an element of TQM?

Accepted Answer

A)  continuous improvement 
B)  competitive benchmarking 
C)  employee empowerment 
D)  team approach 
E)  quality management as a specialized function within the firm 
A)  continuous improvement 
B)  competitive benchmarking 
C)  employee empowerment 
D)  team approach 
E)  quality management as a specialized function within the firm

Question 10

Cause-and-effect diagrams are sometimes called:

Accepted Answer

A)  Pareto diagrams. 
B)  fishbone (Ishikawa) diagrams. 
C)  run charts. 
D)  control charts. 
E)  responsibility charts. 
A)  Pareto diagrams. 
B)  fishbone (Ishikawa) diagrams. 
C)  run charts. 
D)  control charts. 
E)  responsibility charts.

Question 11

The "Control" phase of DMAIC is intended to ensure that:

Accepted Answer

A)  the proper subset of process inputs are monitored. 
B)  variability reduction is pursued. 
C)  data analysis is overseen. 
D)  inputs are closely monitored. 
E)  improvements are sustaineD. 
A)  the proper subset of process inputs are monitored. 
B)  variability reduction is pursued. 
C)  data analysis is overseen. 
D)  inputs are closely monitored. 
E)  improvements are sustaineD.

Question 12

A tool that uses time-ordered values of a sample statistic to help detect the presence of correctable causes of variation in a process is a(n):

Accepted Answer

A)  affinity diagram. 
B)  checklist. 
C)  control chart. 
D)  flowchart. 
E)  relationship diagram. 
A)  affinity diagram. 
B)  checklist. 
C)  control chart. 
D)  flowchart. 
E)  relationship diagram.

Question 13

Quality at the source means returning all defects to the source-our vendors.

Accepted Answer

A) True 
 B)False

Question 14

According to Deming, it is the systems that management puts into place that are primarily responsible for poor quality, not employees.

Accepted Answer

A) True 
 B)False

Question 15

The degree to which a product or service satisfies its intended purpose is determined by design, conformance to design, cost, and reputation of the producer.

Accepted Answer

A) True 
 B)False

Question 16

The Baldrige award can only be won by manufacturing organizations.

Accepted Answer

A) True 
 B)False

Question 17

The primary difference between internal failures and external failures is time and place of discovery of the failure.

Accepted Answer

A) True 
 B)False

Exam 13: Management of Quality

An organization achieves quality by consistently meeting its competitors' standards.

ISO 9000 standards stress continual improvement regardless of how good you currently are.

The typical difference between quality circles and continuous improvement teams is:

Juran describes quality management as a trilogy that consists of quality planning, quality control, and quality improvement.

A quality circle is a management team focused on implementing major changes to improve quality.

The purpose of benchmarking is to establish a standard against which the organization's performance can be judged and to identify a model for possible improvement.

Suppliers are not included in quality assurance and quality improvement efforts in TQM; they should worry about their own problems.

Which of the following is not an element of TQM?

Cause-and-effect diagrams are sometimes called:

The "Control" phase of DMAIC is intended to ensure that:

A tool that uses time-ordered values of a sample statistic to help detect the presence of correctable causes of variation in a process is a(n):

Quality at the source means returning all defects to the source-our vendors.

According to Deming, it is the systems that management puts into place that are primarily responsible for poor quality, not employees.

The degree to which a product or service satisfies its intended purpose is determined by design, conformance to design, cost, and reputation of the producer.

The Baldrige award can only be won by manufacturing organizations.

The primary difference between internal failures and external failures is time and place of discovery of the failure.

Introduction to Operations Management

Competitiveness

Forecasting

Product and Service Design

RELIABILITY – Static

Strategic Capacity Planning for Products and Services

Decision Theory– Static

Process Selection and Facility Layout

Work Design and Measurement

learning curve– Static

Location Planning and Analysis

The Transportation Model– Static

Quality Control

Acceptance Sampling– Static

Aggregate Planning and Master Scheduling

MRP and ERP

Inventory Management

JIT and Lean Operations

Maintenance– Static

Supply Chain Management

Scheduling

Project Management

Management of Waiting Lines

Linear Programming

Filters