Question 1

The Japanese use the term poka-yoke to refer to continuous improvement.

Accepted Answer

A) True 
 B)False

Question 2

Explain how a Pareto chart can identify the most important causes of errors in a process.

Accepted Answer

There will generally be some c

Question 3

A production manager at a pottery factory has noticed that about 70 percent of defects result from impurities in raw materials,15 percent result from human error,10 percent from machine malfunctions,and 5 percent from a variety of other causes.This manager is most likely using:

Accepted Answer

A) a Pareto chart. 
B) a scatter diagram. 
C) a quality loss function. 
D) a cause-and-effect diagram. 
E) a flowchart. 
A) a Pareto chart. 
B) a scatter diagram. 
C) a quality loss function. 
D) a cause-and-effect diagram. 
E) a flowchart.

Question 4

Identify the four costs of quality.Which one is hardest to evaluate? Explain.

Accepted Answer

The four costs are internal failure,exte

Question 5

PDCA,developed by Shewhart,stands for which of the following?

Accepted Answer

A) Plan-Do-Check-Act 
B) Plan-Develop-Check-Accept 
C) Problem-Develop Solution-Check-Act 
D) Problem-Do-Continue-Act 
E) Prepare-Develop-Create-Assess 
A) Plan-Do-Check-Act 
B) Plan-Develop-Check-Accept 
C) Problem-Develop Solution-Check-Act 
D) Problem-Do-Continue-Act 
E) Prepare-Develop-Create-Assess

Question 6

A successful quality strategy features which of the following elements?

Accepted Answer

A) an organizational culture that fosters quality 
B) an understanding of the principles of quality 
C) engaging employees in the necessary activities to implement quality 
D) A and C 
E) A,B,and C 
A) an organizational culture that fosters quality 
B) an understanding of the principles of quality 
C) engaging employees in the necessary activities to implement quality 
D) A and C 
E) A,B,and C

Question 7

What steps can be taken to develop benchmarks?

Accepted Answer

The steps are: (1)determine what to benc

Question 8

A Three Sigma program has how many defects per million?

Accepted Answer

A) 34 
B) 3 
C) 3 times the standard deviation 
D) 2700 
E) 1500 
A) 34 
B) 3 
C) 3 times the standard deviation 
D) 2700 
E) 1500

Question 9

A pizza delivery company wants to improve its response time to gain a competitive advantage.Create a flowchart with 8 unique events from the time the customer calls in to the time the pizza is delivered.

Accepted Answer

Student responses will vary but should f

Question 10

PDCA is most often applied with regard to which aspect of TQM?

Accepted Answer

A) Six Sigma 
B) employee empowerment 
C) continuous improvement 
D) benchmarking 
E) JIT 
A) Six Sigma 
B) employee empowerment 
C) continuous improvement 
D) benchmarking 
E) JIT

Question 11

An improvement in quality must necessarily increase costs.

Accepted Answer

A) True 
 B)False

Question 12

Pareto charts are used to:

Accepted Answer

A) identify inspection points in a process. 
B) outline production schedules. 
C) organize errors,problems,or defects. 
D) show material flow. 
E) show the range of values of a measurement and the frequency with which each value occurs. 
A) identify inspection points in a process. 
B) outline production schedules. 
C) organize errors,problems,or defects. 
D) show material flow. 
E) show the range of values of a measurement and the frequency with which each value occurs.

Question 13

"The employee cannot produce products that on average exceed the quality of what the process is capable of producing" expresses a basic philosophy in the writings of:

Accepted Answer

A) Vilfredo Pareto. 
B) Armand Feigenbaum. 
C) Joseph M.Juran. 
D) W.Edwards Deming. 
E) Philip B.Crosby. 
A) Vilfredo Pareto. 
B) Armand Feigenbaum. 
C) Joseph M.Juran. 
D) W.Edwards Deming. 
E) Philip B.Crosby.

Question 14

A cause-and-effect diagram helps identify the sources of a problem.

Accepted Answer

A) True 
 B)False

Question 15

Managers at Arnold Palmer Hospital take quality so seriously that the hospital typically is a national leader in several quality areas-so that continuous improvement is no longer necessary.

Accepted Answer

A) True 
 B)False

Question 16

________ are graphical presentations of data over time that show upper and lower control limits for processes we want to control.

Accepted Answer

The answer of ________ are graphical presentations of data over...

Question 17

Stakeholders who are affected by the production and marketing of poor quality products include:

Accepted Answer

A) stockholders,employees,and customers. 
B) suppliers and creditors,but not distributors. 
C) only stockholders,creditors,and owners. 
D) suppliers and distributors,but not customers. 
E) only stockholders and organizational executives and managers. 
A) stockholders,employees,and customers. 
B) suppliers and creditors,but not distributors. 
C) only stockholders,creditors,and owners. 
D) suppliers and distributors,but not customers. 
E) only stockholders and organizational executives and managers.

Question 18

Construct a cause-and-effect chart for a missed field goal late in a football game with at least three aspects for each M.

Accepted Answer

Responses should include the 4 Ms of Man

Question 19

Quality circles empower employees to improve productivity by finding solutions to work-related problems in their work area.

Accepted Answer

A) True 
 B)False

Question 20

A recent consumer survey conducted for a car dealership indicates that,when buying a car,customers are primarily concerned with the salesperson's ability to explain the car's features,the salesperson's friendliness,and the dealer's honesty.The dealership should be ESPECIALLY concerned with which determinants of service quality?

Accepted Answer

A) communication,courtesy,and credibility 
B) competence,courtesy,and security 
C) competence,responsiveness,and reliability 
D) communication,responsiveness,and reliability 
E) understanding/knowing customer,responsiveness,and reliability 
A) communication,courtesy,and credibility 
B) competence,courtesy,and security 
C) competence,responsiveness,and reliability 
D) communication,responsiveness,and reliability 
E) understanding/knowing customer,responsiveness,and reliability

Exam 6: Managing Quality

The Japanese use the term poka-yoke to refer to continuous improvement.

Explain how a Pareto chart can identify the most important causes of errors in a process.

A production manager at a pottery factory has noticed that about 70 percent of defects result from impurities in raw materials,15 percent result from human error,10 percent from machine malfunctions,and 5 percent from a variety of other causes.This manager is most likely using:

Identify the four costs of quality.Which one is hardest to evaluate? Explain.

PDCA,developed by Shewhart,stands for which of the following?

A successful quality strategy features which of the following elements?

What steps can be taken to develop benchmarks?

A Three Sigma program has how many defects per million?

A pizza delivery company wants to improve its response time to gain a competitive advantage.Create a flowchart with 8 unique events from the time the customer calls in to the time the pizza is delivered.

PDCA is most often applied with regard to which aspect of TQM?

An improvement in quality must necessarily increase costs.

Pareto charts are used to:

"The employee cannot produce products that on average exceed the quality of what the process is capable of producing" expresses a basic philosophy in the writings of:

A cause-and-effect diagram helps identify the sources of a problem.

Managers at Arnold Palmer Hospital take quality so seriously that the hospital typically is a national leader in several quality areas-so that continuous improvement is no longer necessary.

________ are graphical presentations of data over time that show upper and lower control limits for processes we want to control.

Stakeholders who are affected by the production and marketing of poor quality products include:

Construct a cause-and-effect chart for a missed field goal late in a football game with at least three aspects for each M.

Quality circles empower employees to improve productivity by finding solutions to work-related problems in their work area.

Operations and Productivity

Operations Strategy in a Global Environment

Project Management

Forecasting

Design of Goods and Services

Process Strategy

Location Strategies

Layout Strategies

Human Resources,job Design,and Work Measurement

Supply Chain Management

Inventory Management

Aggregate Planning and Sop

Material Requirements Planning Mrpand ERP

Short-Term Scheduling

Lean Operations

Maintenance and Reliability

Sustainability in the Supply Chain

Statistical Process Control

Capacity and Constraint Management

Supply Chain Management Analytics

Decision-Making Tools

Linear Programming

Transportation Models

Waiting-Line Models

Learning Curves

Simulation

Filters