Exam 5: Competitive Advantage and Strategic Management for Performance Excellence

_____ products are unique configurations of subassemblies that are designed to fit together. The customer participates in choosing the specifications of the components to be assembled.

Free

(Multiple Choice)

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Question 1

Correct Answer:

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List the performance measures under the Malcolm Baldrige Criteria.

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(Essay)

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Question 2

Correct Answer:

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The Malcolm Baldrige Criteria for Performance Excellence Results category groups performance measures as mentioned below:
1) Product and process outcomes
2) Customer-focused outcomes
3) Workforce-focused outcomes
4) Leadership and governance outcomes
5) Financial and market outcomes

With respect to the key dimensions of service quality, _____ refer(s) to the knowledge and courtesy of employees, and their ability to convey trust and confidence.

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(Multiple Choice)

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Question 3

Correct Answer:

Verified

With respect to the key dimensions of service quality, promptly crediting returned merchandise and rapidly replacing defective products is an example of _____.

(Multiple Choice)

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Question 4

Antilock brakes or a navigation system in an automobile or surround-sound options in an amplifier are examples of the _____ dimension of product design.

(Multiple Choice)

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Question 5

Briefly describe the various elements that form the foundation for an organization's strategic plan.

(Essay)

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Question 6

Minimizing the number of parts, eliminating fasteners, making parts symmetric whenever possible, avoiding rigid and stiff parts, and using one-sided assembly designs are some of the approaches companies use to achieve cost leadership for high-volume products.

(True/False)

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Question 7

Describe core competencies.

(Essay)

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Question 8

Core competence is the process by which the members of an organization envision its future and develop the necessary procedures and operations to carry out that vision.

(True/False)

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Question 9

In a balanced scorecard, lagging measures refer to:

(Multiple Choice)

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Question 10

Significant reductions in cycle time can be achieved by focusing on individual subprocesses.

(True/False)

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Question 11

What is the significance of cycle time to quality?

(Essay)

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Question 12

An interrelationship digraph allows for "linear thinking" rather than "lateral thinking."

(True/False)

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Question 13

The time it takes to accomplish one portion of a process is known as the _____.

(Multiple Choice)

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Question 14

A customer buying a personal computer defines the types of disk drives, modem, memory configurations, and types of hardware when buying the product. Thus, the personal computer is an example of a _____ product.

(Multiple Choice)

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Question 15

A strategy of continuous improvement is essential to achieve a low-cost competitive advantage.

(True/False)

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Question 16

_____ refers to an organization's areas of greatest expertise that provide a sustainable competitive advantage in the marketplace or service environment.

(Multiple Choice)

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Question 17

With respect to the key dimensions of service quality, _____ refer(s) to the willingness to help customers and provide prompt service.

(Multiple Choice)

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Question 18

Custom products are the basis for cost-leadership.

(True/False)

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Question 19

The total time required by a company to deliver a finished product that satisfies customers' needs is referred to as the:

(Multiple Choice)

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Question 20

Showing 1 - 20 of 78

_____ products are unique configurations of subassemblies that are designed to fit together. The customer participates in choosing the specifications of the components to be assembled.

List the performance measures under the Malcolm Baldrige Criteria.

With respect to the key dimensions of service quality, _____ refer(s) to the knowledge and courtesy of employees, and their ability to convey trust and confidence.

With respect to the key dimensions of service quality, promptly crediting returned merchandise and rapidly replacing defective products is an example of _____.

Antilock brakes or a navigation system in an automobile or surround-sound options in an amplifier are examples of the _____ dimension of product design.

Briefly describe the various elements that form the foundation for an organization's strategic plan.

Minimizing the number of parts, eliminating fasteners, making parts symmetric whenever possible, avoiding rigid and stiff parts, and using one-sided assembly designs are some of the approaches companies use to achieve cost leadership for high-volume products.

Describe core competencies.

Core competence is the process by which the members of an organization envision its future and develop the necessary procedures and operations to carry out that vision.

In a balanced scorecard, lagging measures refer to:

Significant reductions in cycle time can be achieved by focusing on individual subprocesses.

What is the significance of cycle time to quality?

An interrelationship digraph allows for "linear thinking" rather than "lateral thinking."

The time it takes to accomplish one portion of a process is known as the _____.

A customer buying a personal computer defines the types of disk drives, modem, memory configurations, and types of hardware when buying the product. Thus, the personal computer is an example of a _____ product.

A strategy of continuous improvement is essential to achieve a low-cost competitive advantage.

_____ refers to an organization's areas of greatest expertise that provide a sustainable competitive advantage in the marketplace or service environment.

With respect to the key dimensions of service quality, _____ refer(s) to the willingness to help customers and provide prompt service.

Custom products are the basis for cost-leadership.

The total time required by a company to deliver a finished product that satisfies customers' needs is referred to as the:

Introduction to Quality and Performance Excellence

Frameworks for Quality and Performance Excellence

Tools and Techniques for Quality Design and Control

Tools and Techniques for Quality Improvement

Quality in Customer Supplier Relationships

Designing Organizations for Performance Excellence

Quality Teamwork

Engagement, Empowerment, and Motivation

Leadership for Performance Excellence

Performance Excellence and Organizational Change

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