Question 1

Top management has to lead, and be actively involved in, the implementation, and its role must not be delegated.

Accepted Answer

A) True 
 B)False  True

Question 2

The traditional management approach:

Accepted Answer

A)  Combines leadership and bossmanship in equal parts. 
B)  Has more bossmanship than leadership. 
C)  Has been around since about 1950 when Deming started working with the Japanese. 
D)  Expects employees to find their own ways to improve processes. 
A)  Combines leadership and bossmanship in equal parts. 
B)  Has more bossmanship than leadership. 
C)  Has been around since about 1950 when Deming started working with the Japanese. 
D)  Expects employees to find their own ways to improve processes. B

Question 3

The steering committee is ideally composed of:

Accepted Answer

A)  The head of the Quality Assurance department and managers from other departments. 
B)  The department heads and the managers reporting directly to them. 
C)  The top manager and his/her immediate direct subordinates. 
D)  The top manager and a group of employees most likely to support TQM. 
A)  The head of the Quality Assurance department and managers from other departments. 
B)  The department heads and the managers reporting directly to them. 
C)  The top manager and his/her immediate direct subordinates. 
D)  The top manager and a group of employees most likely to support TQM. C

Question 4

The Steering Committee establishes the composition of the teams that will execute the projects that have been selected.

Accepted Answer

A) True 
 B)False

Question 5

Infrastructure that supports total quality includes:

Accepted Answer

A)  Documented procedures for all key processes. 
B)  An organizational structure that facilitates cross-functional communication. 
C)  An awards and recognition program designed to reward total quality activity and behavior. 
D)  All of the above. 
A)  Documented procedures for all key processes. 
B)  An organizational structure that facilitates cross-functional communication. 
C)  An awards and recognition program designed to reward total quality activity and behavior. 
D)  All of the above.

Question 6

The Steering Committee must develop:

Accepted Answer

A)  Vision statement. 
B)  Mission statement. 
C)  Guiding principles. 
D)  All of the above. 
A)  Vision statement. 
B)  Mission statement. 
C)  Guiding principles. 
D)  All of the above.

Question 7

The implementation plan must consider and provide for:

Accepted Answer

A)  Training of employees, and when to do it. 
B)  Which departments are to be included in the implementation. 
C)  The number of teams to be established. 
D)  Who is to head the implementation. 
A)  Training of employees, and when to do it. 
B)  Which departments are to be included in the implementation. 
C)  The number of teams to be established. 
D)  Who is to head the implementation.

Question 8

The organization's goals and objectives determine its Vision.

Accepted Answer

A) True 
 B)False

Question 9

In order for total quality to be implemented into an organization, top management must have an unwavering and unquestioned commitment to TQM.

Accepted Answer

A) True 
 B)False

Question 10

It is important for an organization to provide TQM training to all employees before actually starting a total quality program.

Accepted Answer

A) True 
 B)False

Top management has to lead, and be actively involved in, the implementation, and its role must not be delegated.

The traditional management approach:

The steering committee is ideally composed of:

The Steering Committee establishes the composition of the teams that will execute the projects that have been selected.

Infrastructure that supports total quality includes:

The Steering Committee must develop:

The implementation plan must consider and provide for:

The organization's goals and objectives determine its Vision.

In order for total quality to be implemented into an organization, top management must have an unwavering and unquestioned commitment to TQM.

It is important for an organization to provide TQM training to all employees before actually starting a total quality program.

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

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

Filters

Exam 22: Implementing Total Quality Management

Top management has to lead, and be actively involved in, the implementation, and its role must not be delegated.

The traditional management approach:

The steering committee is ideally composed of:

The Steering Committee establishes the composition of the teams that will execute the projects that have been selected.

Infrastructure that supports total quality includes:

The Steering Committee must develop:

The implementation plan must consider and provide for:

The organization's goals and objectives determine its Vision.

In order for total quality to be implemented into an organization, top management must have an unwavering and unquestioned commitment to TQM.

It is important for an organization to provide TQM training to all employees before actually starting a total quality program.

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

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

Filters