(Test Bank) Quality and Performance Excellence

Evans, 7

Computer Science & Engineering

Test Bank

7th Edition

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Test Bank for Quality and Performance Excellence, The downloadable file consists of 197 pages, and the total size of the file is 0.51 MB. Purchase now only for highly discounted price.

Author(s): Evans

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CHAPTER 01—Introduction to Quality and Performance Excellence TRUE/FALSE 1.The view of quality as the satisfaction of customer needs is often called fitness for use. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality and Performance Excellence KEY:Bloom's: Knowledge 2.Since quality relates to goods or services, only for-profit organizations can benefit from adopting performance excellence procedures. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality and Performance Excellence KEY:Bloom's: Knowledge 3.“Scientific management” involved skilled craftspeople who served both as manufacturers and inspectors, building quality into their products. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: A Brief History KEY:Bloom's: Knowledge 4.After World War II, the first country to adopt quality initiatives and improvement in industry was the United States. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: A Brief History KEY:Bloom's: Knowledge 5.The Deming Prize was constituted by the United States to raise awareness of quality and recognize national role models. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: A Brief History KEY:Bloom's: Knowledge 6.A successful organization is one which integrates quality principles with its mundane daily work activities. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 7.In quality control, tolerances are acceptable deviations from the values assigned to the targets. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in OrganizationsKEY:Bloom's: Knowledge 8.Performance excellence can be defined as “any primary or complementary activity that does not directly produce a physical product.” ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 9.A difference between service and manufacturing is that manufacturing is performed away from the customer whereas customers are involved in the service process. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 10.Not-for-profit organizations are adopting quality principles because of their impact on the bottom line. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 11.From a total quality perspective, all strategic decisions a company makes are “customer- driven.” ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 12.Total Quality views everyone inside the enterprise as a customer of an internal or external supplier and a supplier of an external or internal customer. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 13.Employee engagement is manifest by empowerment. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 14.Competitive behavior—one person against another or one group against another—is one of the basic principles of TQ. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations ManagementTOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 15.The traditional way of viewing an organization is by surveying the horizontal dimension—by keeping an eye on an organization chart. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 16.In terms of total quality management, “continuous improvement” refers only to breakthrough improvement. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 17.According to Noriaki Kano’s three classes of needs, the required safety features in an automobile are an example of a satisfier. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 18.Process time refers to the time it takes to accomplish one cycle of a process. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 19.A firm that is characterized by flexibility and short cycle times is considered to be agile. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 20.Agency theory views the management system as one based on social and human values, whereas total quality is based on an economic perspective. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Agency Theory KEY:Bloom's: Knowledge 21.Agency theory suggests that information may be concealed to advance self-interests.ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Agency Theory KEY:Bloom's: Knowledge 22.Agency theory assumes that risks are to be minimized and shared between the two parties. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Agency Theory KEY:Bloom's: Knowledge 23.Leaders in agency theory provide a quality vision and play a strategic role in the organization. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Agency Theory KEY:Bloom's: Knowledge 24.In the organismic model of organizations, organizations are considered to be autonomous entities. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Organizational Models KEY:Bloom's: Knowledge 25.In the organismic model of organizations, work is reduced to elementary tasks with a focus on efficiency, conformity, and compliance. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Organizational Models KEY:Bloom's: Knowledge 26.The mechanical organizational model assumes that systems goals such as the need to survive displace performance goals, such as profit. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Organizational Models KEY:Bloom's: Knowledge 27.The organismic model of organizations views an organization as a tool or a machine designed solely to create profits for its owners. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Organizational Models KEY:Bloom's: Knowledge 28.In the cultural organizational model, managers relinquish control and share power in order to meet the needs of the many individuals. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Organizational Models KEY:Bloom's: Knowledge29.In the cultural organizational model, learning needs are driven not by adaptation to environmental forces but in response to individual needs. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Organizational Models KEY:Bloom's: Knowledge MULTIPLE CHOICE 1.The term _____ refers to an integrated approach to organizational performance management that results in delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability. a.fitness for use b.gap analysis c.performance excellence d.accreditation ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality and Performance Excellence KEY:Bloom's: Knowledge 2.Frederick W. Taylor’s concept of _____ greatly influenced the nature of quality in manufacturing organizations. a.scientific management b.the Hawthorne effect c.Theory X d.the observer-expectancy effect ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: A Brief History KEY:Bloom's: Knowledge 3._____ introduced statistical quality control to Japanese workers after World War II as part of General MacArthur’s rebuilding program. a.Edwards Deming and Joseph Juran b.F.W. Taylor c.Malcolm Baldrige and Henry Ford d.Noriaki Kano ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: A Brief History KEY:Bloom's: Knowledge 4.The prize constituted by Japan to recognize quality initiatives in business is named after _____. a.Edwards Deming b.Malcolm Baldrige c.Frederick Taylor d.Noriaki Kano ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: A Brief HistoryKEY:Bloom's: Knowledge 5.In 1987, Congress established the _____ to raise awareness of quality and recognize national role models, spawning a remarkable interest in quality among American businesses. a.President’s Quality Award b.Peak Performance Award c.Deming Prize d.Baldrige Award ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: A Brief History KEY:Bloom's: Knowledge 6.In an ancillary manufacturing unit, the bolt manufacturing section has a value of 0.095 as the target, 0.005 as the tolerance. Which of the following is the acceptable range of values in production? a.Between 9.500 and 1.005 b.Between 0.009 and 0.001 c.Between 0.900 and 0.010 d.Between 0.090 and 0.100 ANS:DDIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 7.As part of the evolving understanding of quality management, many began to use the term _____ to contrast the difference between managing for quality in all organizational processes and focusing solely on manufacturing quality . a.micro-quality b.strategic quality c.Big Q d.lead Q ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: A Brief History KEY:Bloom's: Knowledge 8._____ refer(s) to a product’s primary operating characteristics. a.Benefits b.Conformance c.Aesthetics d.Performance ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 9._____ refers to the degree to which physical and performance characteristics of a product match preestablished standards. a.Reliability b.Conformance c.Features d.AestheticsANS:BDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 10._____ is the subjective assessment of a product resulting from image, advertising, or brand names. a.Perceived quality b.Reliability c.Performance d.Aesthetics ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 11.With respect to the quality dimensions of manufactured products, _____ refer(s) to a product’s primary operating characteristics. a.reliability b.features c.performance d.durability ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 12.With respect to the quality dimensions of manufactured products, _____ refer(s) to the probability of a product’s surviving over a specified period of time under stated conditions of use. a.aesthetics b.serviceability c.features d.reliability ANS:DDIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 13.With respect to the quality dimensions of manufactured products, _____refer(s) to the amount of use one gets from a product before it physically deteriorates or until replacement is preferable. a.durability b.aesthetics c.features d.serviceability ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 14.With respect to the quality dimensions of manufactured products, _____ refer(s) to the ability to repair a product quickly and easily. a.durability b.serviceability c.conformanced.features ANS:BDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 15.With respect to the quality dimensions of manufactured products, _____ deals with how a product looks, feels, sounds, tastes, or smells. a.serviceability b.durability c.performance d.aesthetics ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 16.Which of the following is true of the service sector as opposed to manufacturing firms? a.The output of a service firm is intangible. b.A service firm considers that all customer needs are the same. c.Service firms usually maintain inventory registers. d.Service firms require a physical production site. ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 17.Which of the following is an example of a service provider? a.A steel plant b.A clothing manufacturer c.A pharmaceutical company d.A bank ANS:DDIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Comprehension 18._____ is an important dimension associated with service quality. a.Aesthetics b.Serviceability c.Durability d.Accuracy ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 19.The _____ is the highest award given to executive branch agencies for management excellence. a.President’s Quality Award b.Malcolm Baldrige Award c.Deming Prize d.National Quality Improvement Award ANS:ADIF:Difficulty: Easy NAT:BUSPROG: AnalyticSTA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 20.Which of the following TQ principles was the TQ quality initially based on? a.Emphasis on individual work b.Continuous improvement c.Employee focus d.Quality variance ANS:BDIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 21.In 1992, the chairs and CEOs of nine major U.S. corporations in cooperation with deans of business and engineering departments of major universities, and recognized consultants endorsed a definition of _____ as a people-focused management system that aims at continual increase in customer satisfaction at continually lower real cost. a.business process reengineering b.a quality circle c.total quality d.Six Sigma management ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 22.In a total quality environment, internal customers are the: a.designated team members of the quality control team. b.customers who are part of the product testing panel. c.recipients of any work output. d.immediate customers, but not the end users. ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 23.Customer engagement refers to: a.organizations designing products and processes with the goal of maximising revenue from individual customers. b.organizations building relationships with customers so they will continue to use their goods and services and actively advocate for and recommend them. c.organizations customizing product and service features to meet the needs of individual customers rather than mass-producing products. d.customers proactively approaching organizations in order to suggest product ideas and features for development. ANS:BDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge24.A manager who is considered a Theory X manager is likely to believe that: a.productivity is enhanced when employees make decisions on their own. b.workers dislike work and require close supervision and control. c.worker productivity improves when managers relax supervision. d.employees are self-motivated and eager to take on challenges. ANS:BDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 25.According to McGregor’s _____ , workers are self-motivated, seek responsibility, and exhibit a high degree of imagination and creativity at work. a.Theory Z b.Theory Y c.Theory X d.Theory Q ANS:BDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 26.Teamwork between top management and lower-level employees is called _____ teamwork. a.vertical b.interorganizational c.horizontal d.cross-functional ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 27.Teamwork within work groups and across functional lines is called _____ teamwork. a.cross-training b.interorganizational c.horizontal d.quality circle ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 28.Partnerships with suppliers and customers are called ______ partnerships. a.horizontal b.cross-functional c.vertical d.interorganizational ANS:DDIF:Difficulty: Easy NAT:BUSPROG: AnalyticSTA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 29.A(n) _____ is a sequence of activities that is intended to achieve some result. a.process b.array c.cluster d.symmetry ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 30.With respect to the systems approach to management, _____ refers to looking at an organization as a whole and building on key business attributes, including core competencies, strategic objectives, action plans, and work systems. a.alignment b.integration c.sequence d.synthesis ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 31.In the context of Noriaki Kano’s classification of customer needs, _____ refer to those needs that are expected in a product or service. a.satisfiers b.delighters c.dissatisfiers d.exciters ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 32.According to Noriaki Kano’s classification of customer needs, _____ are the needs that customers say they want. a.satisfiers b.dissatisfiers c.delighters d.exciters ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge33.According to Noriaki Kano’s classification of customer needs, _____ new or innovative features that customers do not expect in a product or service. a.satisfiers b.delighters c.dissatisfiers d.essentials ANS:BDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 34.Sylvia orders a security system to be installed at her house. After placing the order, the company took three days to install it. The time taken for the order to be delivered is referred to as: a.execution gap. b.cycle time. c.performance gap. d.turnaround time. ANS:BDIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 35.Agency theory makes the assumption that individuals in agency relationships are _____ and will always take actions to enhance their self-interests. a.utility-maximizers b.negotiators c.satisficers d.adopters ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Agency Theory KEY:Bloom's: Knowledge 36.In agency theory, _____ is a primary mechanism used by both parties to maintain and govern the relationship. a.autonomy b.motivation c.self-regulation d.monitoring ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Agency Theory KEY:Bloom's: Knowledge 37.In the _____ organizational model, work is reduced to elementary tasks with a focus on efficiency, conformity, and compliance. a.environmental b.organismic c.mechanistic d.culturalANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Organizational Models KEY:Bloom's: Knowledge 38.The _____ model assumes that systems goals, such as the need to survive, displace performance goals, such as profit. a.organismic b.mechanistic c.cultural d.environmental ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Organizational Models KEY:Bloom's: Knowledge 39.Total Quality shares the most similarities with the _____ organizational model. a.cultural b.environmental c.mechanistic d.organismic ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Organizational Models KEY:Bloom's: Knowledge 40.The _____ model views an organization as a collection of cooperative agreements entered into by individuals with free will. a.mechanistic b.cultural c.organismic d.environmental ANS:BDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Organizational Models KEY:Bloom's: Knowledge ESSAY 1.What is performance excellence? ANS: The term “performance excellence” refers to an integrated approach to organizational performance management that results in delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability; improvement of overall organizational effectiveness and capabilities; and organizational and personal learning. Performance excellence is a characteristic of today’s most outstanding organizations and is a requisite for providing high quality goods and services. DIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality and Performance Excellence KEY:Bloom's: Knowledge2.Briefly describe the quality dimensions of manufactured products. ANS: Manufactured products have several quality dimensions: 1) Performance: a product’s primary operating characteristics. 2) Features: the “bells and whistles” of a product. 3) Reliability: the probability of a product’s surviving over a specified period of time under stated conditions of use. 4) Conformance: the degree to which physical and performance characteristics of a product match preestablished standards. 5) Durability: the amount of use one gets from a product before it physically deteriorates or until replacement is preferable. 6) Serviceability: the ability to repair a product quickly and easily. 7) Aesthetics: how a product looks, feels, sounds, tastes, or smells. 8) Perceived quality: subjective assessment resulting from image, advertising, or brand names. DIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 3.Describe in brief the most important dimensions of service quality. ANS: The most important dimensions of service quality are the following: 1) Time: How much time must a customer wait? 2) Timeliness: Will a service be performed when promised? 3) Completeness: Are all items in the order included? 4) Courtesy: Do frontline employees greet each customer cheerfully? 5) Consistency: Are services delivered in the same fashion for every customer, and every time for the same customer? 6) Accessibility and convenience: Is the service easy to obtain? 7) Accuracy: Is the service performed right the first time? 8) Responsiveness: Can service personnel react quickly and resolve unexpected problems? DIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 4.What are the points organizations have to look into beyond product orientation to ensure service quality? ANS: Service organizations must look beyond product orientation and pay significant attention to customer transactions and employee behavior. Several points that service organizations should consider are as follows: 1) The quality characteristics that a firm should control may not be the obvious ones. 2) Behavior is a quality characteristic. 3) Image is a major factor in shaping customer expectations of a service and in setting standards by which customers evaluate that service.4) Establishing and measuring service levels may be difficult. 5) Quality control activity may be required at times or in places where supervision and control personnel are not present. DIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Quality in Organizations KEY:Bloom's: Knowledge 5.How is empowerment related to employee engagement? ANS: Employee engagement simply means that workers have a strong emotional bond to their organization, are actively involved in and committed to their work, feel that their jobs are important, know that their opinions and ideas have value, and often go beyond their immediate job responsibilities for the good of the organization. Engagement is often manifest by empowerment, which simply means that people have the authority to make decisions based on what they feel is right, have control over their work, take risks and learn from mistakes, and promote change. DIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 6.Describe the different types of continuous improvement. ANS: Continuous improvements within an organization may be of several types: 1) enhancing value to the customer through new and improved products and services; 2) improving productivity and operational performance through better work processes and reductions in errors, defects, and waste; 3) improving flexibility, responsiveness, and cycle time performance; and 4) improving organizational management processes through learning. DIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 7.Describe the three levels at which data and information support analysis is disseminated and aligned within an organization. ANS: At the work level, data provide real-time information to identify reasons for variation, determine root causes, and take corrective action as needed. At the process level, operational performance data such as yields, cycle times, and productivity measures help managers determine whether they are doing the right job, whether they are using resources effectively, and whether they are improving. At the organization level, quality and operational performance data from all areas of the firm, along with relevant financial, market, human resource, and supplier data, form the basis for strategic planning and decision making.DIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 8.Define the four stages in a learning cycle. ANS: A learning cycle has four stages: 1. planning, 2. execution of plans, 3. assessment of progress, and 4. revision of plans based upon assessment findings. DIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Principles and Practices of Total Quality and Performance Excellence KEY:Bloom's: Knowledge 9.Illustrate the differences between TQ and agency theory. ANS: The following are the major differences between TQ and agency theory: 1) TQ views the management system as one based on social and human values, whereas agency theory is based on an economic perspective that removes people from the equation. 2) Agency theory assumes an inherent conflict of goals between agents and principals, and that agent goals are aligned with principal goals through formal contracts. In TQ, everyone in the organization shares common goals and a continuous improvement philosophy. 3) Sharing information to achieve these goals is fundamental to TQ, whereas agency theory suggests that information may be concealed to advance self-interests. 4) TQ takes a long-term perspective based on continuous improvement, whereas agency theory focuses on short-term achievement of the contract between the principal and agent. 5) In TQ, risk taking is necessary in order to innovate, whereas agency theory assumes that risks are to be minimized and shared between the two parties. 6) Finally, TQ leaders provide a quality vision and play a strategic role in the organization; leaders in agency theory develop control mechanisms and engage in monitoring. DIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Agency Theory KEY:Bloom's: Knowledge 10.Describe the three major organizational models. ANS: Three major organizational models that management theorists have studied are the mechanistic, organismic, and cultural models of organizations.1) The mechanistic model views an organization as a tool or a machine designed solely to create profits for its owners. Work is reduced to elementary tasks with a focus on efficiency, conformity, and compliance. 2) The organismic model views organizational systems as living organisms that depend on their environments for resources and adjust the behavior of their parts to maintain the properties of the whole within acceptable limits. This model assumes that systems goals, such as the need to survive, displace performance goals, such as profit. 3) The cultural model views an organization as a collection of cooperative agreements entered into by individuals with free will. The organization’s culture and social environment are enacted or socially constructed by organization members. From the perspective of this model, the goal of an organization is to serve the diverse needs of all whom it affects—its stakeholders. DIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: TQ and Agency Theory KEY:Bloom's: Knowledge CHAPTER 02—Frameworks for Quality and Performance Excellence TRUE/FALSE 1.Deming provided a clear and precise definition of quality. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 2.According to Deming’s philosophy, a bad batch of material purchased from a supplier is an example of a common cause of variation. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 3.A system governed only by common causes is stable and its performance can be predicted. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 4.Special causes disrupt the predictable pattern of a system. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 5.In Deming’s view, variation is the chief culprit of poor quality. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance ExcellenceKEY:Bloom's: Knowledge 6.Juran advocates the accounting and analysis of quality costs to focus attention on quality problems. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 7.According to Crosby’s Absolutes of Quality Management, quality means conformance to requirements, not elegance. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 8.Crosby placed more emphasis on management and organizational processes for changing corporate culture and attitudes than on the use of statistical techniques. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 9.The Deming Award recognizes U.S. companies that excel in quality management practice and performance. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: The Baldrige Award KEY:Bloom's: Knowledge 10.The Baldrige Criteria for performance excellence consist of a non-hierarchical set of categories, items, and areas to address. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: The Baldrige Award KEY:Bloom's: Knowledge 11.In the Baldrige award evaluation process, to help examiners understand the context of the organization, applicants are required to provide a Performance Profile, which is basically a snapshot of the organization that describes the organizational environment. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: The Baldrige Award KEY:Bloom's: Knowledge 12.Deployment refers to the extent to which an approach is applied to all requirements of the item. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: The Baldrige Award KEY:Bloom's: Knowledge13.Sustainability refers to an organization’s ability to address current business needs and to have the agility and strategic management to prepare successfully for the future. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: The Baldrige Award KEY:Bloom's: Knowledge 14.The 10 major categories of the Deming prize are further divided into “checking points.” ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: International Quality and Performance Excellence Award Programs KEY:Bloom's: Knowledge 15.For companies that apply for the Deming prize but do not qualify, the examination process is automatically extended up to three times over four years. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: International Quality and Performance Excellence Award Programs KEY:Bloom's: Knowledge 16.In the additional awards given by the European Foundation for Quality Management, Recognized for Excellence is given for organizations that are at the beginning of the journey to excellence. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: International Quality and Performance Excellence Award Programs KEY:Bloom's: Knowledge 17.Enablers are the means by which an organization approaches its business responsibilities. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: International Quality and Performance Excellence Award Programs KEY:Bloom's: Knowledge 18.The American National Standards Institute (ANSI) has adopted ISO standards in the United States. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: ISO 9000:2000 KEY:Bloom's: Knowledge 19.The ISO 9004:2009 document includes the fundamentals and vocabulary of the ISO standards. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: ISO 9000:2000 KEY:Bloom's: Knowledge20.ISO 9001:2008 provides background information and establishes definitions of key terms used in the standards. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: ISO 9000:2000 KEY:Bloom's: Knowledge 21.The concept of Six Sigma is facilitated through use of basic and advanced quality improvement and control tools by teams whose members are trained to provide fact-based decision-making information. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Six Sigma KEY:Bloom's: Knowledge 22.The origin of the term Six Sigma came from a statistical measure that equates to 6.4 or fewer errors or defects per million opportunities. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Six Sigma KEY:Bloom's: Knowledge 23.Google pioneered the concept of Six Sigma as an approach to measuring product and service quality. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Six Sigma KEY:Bloom's: Knowledge 24.Six Sigma is based largely on worker empowerment and teams; TQ is owned by business leader champions. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Six Sigma KEY:Bloom's: Knowledge 25.Six Sigma applies to manufacturing processes but not to services. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Six Sigma KEY:Bloom's: Knowledge 26.TQ activities generally occur within a function, process, or individual workplace; Six Sigma projects are truly cross-functional. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Six Sigma KEY:Bloom's: Knowledge 27.The Baldrige Criteria for Performance Excellence focuses on product and service conformity for guaranteeing equity in the marketplace and concentrates on fixing quality system problems and product and service nonconformities.ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Comparing Baldrige, ISO 9000, and Six Sigma KEY:Bloom's: Knowledge 28.ISO 9000 focuses on performance excellence for the entire organization in an overall management framework. ANS:FDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Comparing Baldrige, ISO 9000, and Six Sigma KEY:Bloom's: Knowledge 29.Although the 2000 revision of ISO 9000 incorporated many of the Baldrige criteria’s original principles, it still is not a comprehensive business performance framework. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Comparing Baldrige, ISO 9000, and Six Sigma KEY:Bloom's: Knowledge 30.Six Sigma involves periodic review of Six Sigma plans and projects, providing champions to sponsor projects, providing training resources, and communicating progress and achievements. ANS:TDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Comparing Baldrige, ISO 9000, and Six Sigma KEY:Bloom's: Knowledge MULTIPLE CHOICE 1.Deming summarized his philosophy of quality and management in what he called _____. a.steps to total quality. b.a system of profound knowledge. c.absolutes of quality management. d.basic elements of improvement. ANS:BDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 2.Deming emphasized that management’s job is to: a.increase process variance. b.control the process indexes. c.optimize the system. d.give orders and punishments. ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 3.According to Deming, factors causing variation that are present as a natural part of a process are called: a.common causes of variation.b.total variances. c.assignable causes of variation. d.system variances. ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 4.Variations that result from special causes are called: a.assignable causes. b.random variances. c.common variances. d.secondary causes of variation. ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 5._____ causes of variation arise from external sources that are not inherent in the process. a.Special b.Unassignable c.Common d.Non-system ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 6.A system governed only by _____ causes is stable and its performance can be predicted. a.special b.unique c.common d.assignable ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 7.Which of the following is an example of a common cause of variation in a manufacturing process? a.Miscalibration of measuring instruments b.A poorly trained operator c.Variations in the raw material used d.Normal wear and tear of machine parts ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 8.In Deming’s view, _____ is the chief culprit of poor quality. a.long-term planning b.macromanagement c.variation d.an overemphasis on teamworkANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 9.Which of the following is true of Deming’s theory of knowledge? a.It is advisable to replicate others instead of developing new solutions. b.Experiences can be tested and validated. c.Asking multiple questions only causes confusion and should be avoided. d.Decisions should be driven by facts, data, and justifiable theories. ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 10.According to Scholtes’s understanding of profound knowledge, people don’t understand systems when: a.they see the causes of the problems but not the symptoms. b.they see events as individual incidents. c.they understand the process of change and the resistance to it. d.they can distinguish between fact and opinion. ANS:BDIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 11.Deming believed that _____ should be the common language across the levels in an organization. a.experiences b.statistics c.reverse engineering d.costs ANS:BDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 12.Juran defines quality as: a.fitness for use. b.statistics. c.process variance. d.creativity. ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 13.Which of the following is one of the four categories of Juran’s definition of quality? a.Variance b.Quality = elegance c.Quality of design d.Economics of quality ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance ExcellenceKEY:Bloom's: Knowledge 14.With respect to Juran’s quality trilogy, _____ refers to the process for meeting quality goals during operations. a.quality planning b.quality variance c.quality improvement d.quality control ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 15.With respect to Juran’s quality trilogy, _____ refers to the process for breaking through to unprecedented levels of performance. a.quality improvement b.quality variance c.quality planning d.quality control ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 16.Which of the following is a part of the quality trilogy of Juran’s philosophy? a.Quality variance b.Quality maintenance c.Quality planning d.Quality switch ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 17.According to Juran’s quality trilogy, _____ begins with identifying customers, both external and internal, determining their needs, and developing product features that respond to customer needs. a.quality planning b.quality variance c.quality matrix d.quality inspection ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 18.The essence of Crosby’s quality philosophy is embodied in what he calls the: a.quality chain reaction theory. b.the breakthrough sequence. c.quality trilogy. d.absolutes of quality management. ANS:DDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance ExcellenceKEY:Bloom's: Knowledge 19.According to Crosby, _____ refers to a performance standard that concentrates on preventing defects rather than just finding and fixing them. a.Chi-squared test b.Six Sigma c.Zero Defects d.Linear Effects ANS:CDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 20.Juran and Deming would argue that it is pointless to exhort a line worker to produce perfection, because: a.workers are not motivated to improve unless a financial incentive is offered. b.the overwhelming majority of imperfections are due to poorly designed manufacturing systems. c.it is the supervisor’s responsibility to ensure quality through effective quality control. d.management systems that are unsupportive of quality initiatives should be reengineered in advance. ANS:BDIF:Difficulty: Moderate NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: Foundations of Performance Excellence KEY:Bloom's: Knowledge 21.The Baldrige award examination is based upon a rigorous set of criteria called the: a.Criteria for Performance Excellence. b.Seven points of Superior Quality. c.Criteria for Organizational Micromanagement. d.Criteria for Organizational Process Variance. ANS:ADIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: The Baldrige Award KEY:Bloom's: Knowledge 22.Which of the following is a part of the “leadership triad”? a.Process variance planning b.Strategic planning c.Micromanagement d.Workforce focus ANS:BDIF:Difficulty: Easy NAT:BUSPROG: Analytic STA:DISC: Operations Management TOP:A-Head: The Baldrige Award KEY:Bloom's: Knowledge 23.Applicants for the Baldrige Award are required to provide a snapshot of the organization that describes the organizational environment, referred to as the: a.organizational hierarchy. b.organizational chart. c.organizational tree. d.organizational profile.