Question 1

The rules for establishing global partnerships are the same as those for establishing domestic partnerships when:

Accepted Answer

A)  Partnerships are based on sound business principles rather than politics 
B)  Governments agree to guarantee profits 
C)  Governments are influenced 
D)  Sound business principles are not allowed to inhibit partnerships 
A)  Partnerships are based on sound business principles rather than politics 
B)  Governments agree to guarantee profits 
C)  Governments are influenced 
D)  Sound business principles are not allowed to inhibit partnerships A

Question 2

Educational institutions provide on-site customized training, technical assistance, and consulting services to help organizations continually improve their people and their processes.

Accepted Answer

A) True 
 B)False  True

Question 3

A common approach for managing quality in the supply chain is:

Accepted Answer

A)  Short-term pressure 
B)  Adoption of new values 
C)  Supplier evaluations 
D)  Adoption of new paradigms 
A)  Short-term pressure 
B)  Adoption of new values 
C)  Supplier evaluations 
D)  Adoption of new paradigms C

Question 4

Internal partnering occurs at three levels. Which of the following is NOT one of these levels?

Accepted Answer

A)  Team-to-team partnerships 
B)  Management-to-management partnerships 
C)  Management-to-employee partnerships 
D)  Employee-to-employee partnerships 
A)  Team-to-team partnerships 
B)  Management-to-management partnerships 
C)  Management-to-employee partnerships 
D)  Employee-to-employee partnerships

Question 5

Government mandated partnerships are recommended when dealing with foreign countries.

Accepted Answer

A) True 
 B)False

Question 6

The rationale for partnering with potential competitors is competitiveness.

Accepted Answer

A) True 
 B)False

Question 7

Because of globalization suppliers are just as likely to be located in other countries as in the home country.

Accepted Answer

A) True 
 B)False

Question 8

Educational institutions provide which of the following services to help organizations continually improve their people and their processes.

Accepted Answer

A)  On-site customized training 
B)  Technical assistance 
C)  Consulting services 
D)  All of the above 
A)  On-site customized training 
B)  Technical assistance 
C)  Consulting services 
D)  All of the above

Question 9

Partnering can lead to continual improvements in such key areas as relationships between customers and suppliers, customer satisfaction, and

Accepted Answer

A)  Increased competitiveness 
B)  Increased resources 
C)  Processes and products 
D)  Quality Control 
A)  Increased competitiveness 
B)  Increased resources 
C)  Processes and products 
D)  Quality Control

Question 10

If a manufacturer is not careful a customer-supplier partnership can be very costly, especially in the product development cycle.

Accepted Answer

A) True 
 B)False

Question 11

Successful supplier partnerships evolve in seven stages. They begin in the following order: Uncertainty and tentativeness; Short-term pressures; Need for new opportunity and_____.

Accepted Answer

A)  Adoption of new values 
B)  Mature partnering 
C)  Adoption of new paradigms 
D)  Awareness of potential 
A)  Adoption of new values 
B)  Mature partnering 
C)  Adoption of new paradigms 
D)  Awareness of potential

Question 12

The maximum benefits of partnering are realized when all parties in the chain of partners:

Accepted Answer

A)  Are satisfied 
B)  Cooperate 
C)  Get what they want 
D)  Trust each other 
A)  Are satisfied 
B)  Cooperate 
C)  Get what they want 
D)  Trust each other

Question 13

The overall purpose of internal partnering is to harness the full potential of the workforce and focus it on continual improvement of quality.

Accepted Answer

A) True 
 B)False

Question 14

Any supplier would make a good partner.

Accepted Answer

A) True 
 B)False

The rules for establishing global partnerships are the same as those for establishing domestic partnerships when:

Educational institutions provide on-site customized training, technical assistance, and consulting services to help organizations continually improve their people and their processes.

A common approach for managing quality in the supply chain is:

Internal partnering occurs at three levels. Which of the following is NOT one of these levels?

Government mandated partnerships are recommended when dealing with foreign countries.

The rationale for partnering with potential competitors is competitiveness.

Because of globalization suppliers are just as likely to be located in other countries as in the home country.

Educational institutions provide which of the following services to help organizations continually improve their people and their processes.

Partnering can lead to continual improvements in such key areas as relationships between customers and suppliers, customer satisfaction, and

If a manufacturer is not careful a customer-supplier partnership can be very costly, especially in the product development cycle.

Successful supplier partnerships evolve in seven stages. They begin in the following order: Uncertainty and tentativeness; Short-term pressures; Need for new opportunity and_____.

The maximum benefits of partnering are realized when all parties in the chain of partners:

The overall purpose of internal partnering is to harness the full potential of the workforce and focus it on continual improvement of quality.

Any supplier would make a good partner.

The Total Quality Approach to Quality Management

Quality and Global Competitiveness

Strategic Management: Planning and Execution for Competitive Advantage

Quality Management, Ethics, and Corporate Social Responsibility

Quality Culture: Changing Hearts, Minds, and Attitudes

Customer Satisfaction, Retention, and Loyalty

Employee Empowerment

Leadership and Change

Team Building and Teamwork

Effective Communication

Education and Training

Overcoming Politics, Negativity, and Conflict in the Workplace

Iso 9000 and Total Quality: the Relationship

Overview of Total Quality Tools

Problem Solving and Decision Making

Quality Function Deployment

Optimizing and Controlling Processes Through Statistical Process Control

Continual Improvement Methods With Six Sigma, Lean, Lean Six Sigma, and More

Benchmarking

Just-In-Timelean Manufacturing Jitlean

Implementing Total Quality Management

Filters

Exam 5: Partnering and Strategic Alliances

The rules for establishing global partnerships are the same as those for establishing domestic partnerships when:

Educational institutions provide on-site customized training, technical assistance, and consulting services to help organizations continually improve their people and their processes.

A common approach for managing quality in the supply chain is:

Internal partnering occurs at three levels. Which of the following is NOT one of these levels?

Government mandated partnerships are recommended when dealing with foreign countries.

The rationale for partnering with potential competitors is competitiveness.

Because of globalization suppliers are just as likely to be located in other countries as in the home country.

Educational institutions provide which of the following services to help organizations continually improve their people and their processes.

Partnering can lead to continual improvements in such key areas as relationships between customers and suppliers, customer satisfaction, and

If a manufacturer is not careful a customer-supplier partnership can be very costly, especially in the product development cycle.

Successful supplier partnerships evolve in seven stages. They begin in the following order: Uncertainty and tentativeness; Short-term pressures; Need for new opportunity and_____.

The maximum benefits of partnering are realized when all parties in the chain of partners:

The overall purpose of internal partnering is to harness the full potential of the workforce and focus it on continual improvement of quality.

Any supplier would make a good partner.

The Total Quality Approach to Quality Management

Quality and Global Competitiveness

Strategic Management: Planning and Execution for Competitive Advantage

Quality Management, Ethics, and Corporate Social Responsibility

Quality Culture: Changing Hearts, Minds, and Attitudes

Customer Satisfaction, Retention, and Loyalty

Employee Empowerment

Leadership and Change

Team Building and Teamwork

Effective Communication

Education and Training

Overcoming Politics, Negativity, and Conflict in the Workplace

Iso 9000 and Total Quality: the Relationship

Overview of Total Quality Tools

Problem Solving and Decision Making

Quality Function Deployment

Optimizing and Controlling Processes Through Statistical Process Control

Continual Improvement Methods With Six Sigma, Lean, Lean Six Sigma, and More

Benchmarking

Just-In-Timelean Manufacturing Jitlean

Implementing Total Quality Management

Filters