Question 1

Dr. Juran's 85/15 rule holds that at least 85% of an organization's problems would be eliminated if employees did their jobs correctly.

Accepted Answer

A) True 
 B)False  True

Question 2

When a problem solution returns a process to the state that existed before the problem occurred, a total quality organization would say that the problem was NOT resolved.

Accepted Answer

A) True 
 B)False  True

Question 3

After defining a problem, the next step in the problem solving/decision making process should be:

Accepted Answer

A)  Institute a temporary fix to keep things moving 
B)  Use Five-Why analysis 
C)  Clarify the issue or problem in order to "grasp the situation" 
D)  Define what the outcome should be 
A)  Institute a temporary fix to keep things moving 
B)  Use Five-Why analysis 
C)  Clarify the issue or problem in order to "grasp the situation" 
D)  Define what the outcome should be C

Question 4

Objective information is:

Accepted Answer

A)  Not always factual 
B)  Factual 
C)  Open to interpretation 
D)  Not reliable 
A)  Not always factual 
B)  Factual 
C)  Open to interpretation 
D)  Not reliable

Question 5

Factors that inhibit problem solving creativity include:

Accepted Answer

A)  Failing to be concerned about risk 
B)  Fear of looking foolish or being rejected 
C)  Having more than 4-5 people on the team 
D)  Allowing ambiguity 
A)  Failing to be concerned about risk 
B)  Fear of looking foolish or being rejected 
C)  Having more than 4-5 people on the team 
D)  Allowing ambiguity

Question 6

The Seven-Step Problem Solving process promoted by the authors was developed by Toyota.

Accepted Answer

A) True 
 B)False

Question 7

There are two ways to evaluate decisions. One way is to:

Accepted Answer

A)  Examine the results 
B)  Examine the input that is used in decision making 
C)  Evaluate the process used in making the decision 
D)  A or C 
A)  Examine the results 
B)  Examine the input that is used in decision making 
C)  Evaluate the process used in making the decision 
D)  A or C

Question 8

The major problem with employee involvement in problem solving is time.

Accepted Answer

A) True 
 B)False

Question 9

When using the Five Why methodology, it is helpful to separate contributing causes from the root cause.

Accepted Answer

A) True 
 B)False

Question 10

Repeatedly asking "why" related to the problem should eventually lead to a root cause.

Accepted Answer

A) True 
 B)False

Question 11

The PDCA cycle is one model for continual improvement.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following is a strategy for helping people think creatively?

Accepted Answer

A)  Idea vending (or stirring the pot) 
B)  Being risk averse 
C)  Unwillingness to hear "over the top" ideas or input 
D)  Looking for the one right answer 
A)  Idea vending (or stirring the pot) 
B)  Being risk averse 
C)  Unwillingness to hear "over the top" ideas or input 
D)  Looking for the one right answer

Dr. Juran's 85/15 rule holds that at least 85% of an organization's problems would be eliminated if employees did their jobs correctly.

When a problem solution returns a process to the state that existed before the problem occurred, a total quality organization would say that the problem was NOT resolved.

After defining a problem, the next step in the problem solving/decision making process should be:

Objective information is:

Factors that inhibit problem solving creativity include:

The Seven-Step Problem Solving process promoted by the authors was developed by Toyota.

There are two ways to evaluate decisions. One way is to:

The major problem with employee involvement in problem solving is time.

When using the Five Why methodology, it is helpful to separate contributing causes from the root cause.

Repeatedly asking "why" related to the problem should eventually lead to a root cause.

The PDCA cycle is one model for continual improvement.

Which of the following is a strategy for helping people think creatively?

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

Partnering and Strategic Alliances

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

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 16: Problem Solving and Decision Making

Dr. Juran's 85/15 rule holds that at least 85% of an organization's problems would be eliminated if employees did their jobs correctly.

When a problem solution returns a process to the state that existed before the problem occurred, a total quality organization would say that the problem was NOT resolved.

After defining a problem, the next step in the problem solving/decision making process should be:

Objective information is:

Factors that inhibit problem solving creativity include:

The Seven-Step Problem Solving process promoted by the authors was developed by Toyota.

There are two ways to evaluate decisions. One way is to:

The major problem with employee involvement in problem solving is time.

When using the Five Why methodology, it is helpful to separate contributing causes from the root cause.

Repeatedly asking "why" related to the problem should eventually lead to a root cause.

The PDCA cycle is one model for continual improvement.

Which of the following is a strategy for helping people think creatively?

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

Partnering and Strategic Alliances

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

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