Question 1

Quality planning and administration, quality training, and quality control procedures are examples of _______.

Accepted Answer

A) internal failure costs 
B) external failure costs 
C) appraisal costs 
D) prevention costs 
E) replacement costs 
A) internal failure costs 
B) external failure costs 
C) appraisal costs 
D) prevention costs 
E) replacement costs

Question 2

Process mapping is part of process improvement.

Accepted Answer

A) True 
 B)False

Question 3

Before a dimension of quality can be made operationally useful, it must be restated in some ___________ form.

Accepted Answer

A) qualitative 
B) manipulative 
C) certifiable 
D) measurable 
E) marketable 
A) qualitative 
B) manipulative 
C) certifiable 
D) measurable 
E) marketable

Question 4

Zero defects requires 100% inspection of the final product.

Accepted Answer

A) True 
 B)False

Question 5

Lost production time, scrap, and rework are examples of ________.

Accepted Answer

A) internal failure costs 
B) external failure costs 
C) appraisal costs 
D) prevention costs 
E) replacement costs 
A) internal failure costs 
B) external failure costs 
C) appraisal costs 
D) prevention costs 
E) replacement costs

Question 6

A tool that depicts process variation graphically is a(n) _________.

Accepted Answer

A) Affinity diagram 
B) Check list 
C) Control Chart 
D) Flow Chart 
E) Relationship diagram 
A) Affinity diagram 
B) Check list 
C) Control Chart 
D) Flow Chart 
E) Relationship diagram

Question 7

Warranty service, processing of complaints, and costs of litigation are examples of ________.

Accepted Answer

A) internal failure costs 
B) external failure costs 
C) appraisal costs 
D) prevention costs 
E) replacement costs 
A) internal failure costs 
B) external failure costs 
C) appraisal costs 
D) prevention costs 
E) replacement costs

Question 8

High Quality and low prices are both considered to be dimensions of quality.

Accepted Answer

A) True 
 B)False

Question 9

The customer is the focal point and customer satisfaction is the driving force in quality management.

Accepted Answer

A) True 
 B)False

Question 10

The process of identifying other organizations that are best at some facet of your operations, and then modeling your organization after them is known as:

Accepted Answer

A) continuous improvement 
B) employee empowerment 
C) benchmarking 
D) copycatting 
E) industrial espionage 
A) continuous improvement 
B) employee empowerment 
C) benchmarking 
D) copycatting 
E) industrial espionage

Question 11

Regardless of superior quality, consumers won't pay premium prices.

Accepted Answer

A) True 
 B)False

Question 12

Cost of inspectors, testing, test equipment, and labs are examples of appraisal costs.

Accepted Answer

A) True 
 B)False

Question 13

The dimensions of product and service quality are too abstract to be applied operationally.

Accepted Answer

A) True 
 B)False

Question 14

The benchmark organization must be chosen from the same industry in order for its methods to be applicable.

Accepted Answer

A) True 
 B)False

Question 15

There is a positive link between quality and productivity.

Accepted Answer

A) True 
 B)False

Question 16

A quality circle is a cross-functional team focused on quality.

Accepted Answer

A) True 
 B)False

Question 17

Deming stresses that workers are primarily responsible for poor quality because very often they fail to follow instructions.

Accepted Answer

A) True 
 B)False

Question 18

ISO 9000 currently requires _____ of a certified organization.

Accepted Answer

A) Quarterly reporting 
B) Product diversity 
C) Annual audits 
D) A minimum of four supervisory levels 
E) Continuous improvement 
A) Quarterly reporting 
B) Product diversity 
C) Annual audits 
D) A minimum of four supervisory levels 
E) Continuous improvement

Question 19

Because 'courtesy' is subjective, it can't be considered a factor in service quality.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following is not a goal of process improvement?

Accepted Answer

A) increasing customer satisfaction 
B) reducing waste 
C) achieving higher quality 
D) identifying the cause of a problem 
E) All are the goals. 
A) increasing customer satisfaction 
B) reducing waste 
C) achieving higher quality 
D) identifying the cause of a problem 
E) All are the goals.

Exam 9: Management of Quality

Quality planning and administration, quality training, and quality control procedures are examples of _______.

Process mapping is part of process improvement.

Before a dimension of quality can be made operationally useful, it must be restated in some ___________ form.

Zero defects requires 100% inspection of the final product.

Lost production time, scrap, and rework are examples of ________.

A tool that depicts process variation graphically is a(n) _________.

Warranty service, processing of complaints, and costs of litigation are examples of ________.

High Quality and low prices are both considered to be dimensions of quality.

The customer is the focal point and customer satisfaction is the driving force in quality management.

The process of identifying other organizations that are best at some facet of your operations, and then modeling your organization after them is known as:

Regardless of superior quality, consumers won't pay premium prices.

Cost of inspectors, testing, test equipment, and labs are examples of appraisal costs.

The dimensions of product and service quality are too abstract to be applied operationally.

The benchmark organization must be chosen from the same industry in order for its methods to be applicable.

There is a positive link between quality and productivity.

A quality circle is a cross-functional team focused on quality.

Deming stresses that workers are primarily responsible for poor quality because very often they fail to follow instructions.

ISO 9000 currently requires _____ of a certified organization.

Because 'courtesy' is subjective, it can't be considered a factor in service quality.

Which of the following is not a goal of process improvement?

Introduction to Operations Management

Competitiveness, Strategy, and Productivity

Forecasting

Product and Service Design

Strategic Capacity Planning for Products and Services

Process Selection and Facility Layout

Work Design and Measurement

Location Planning and Analysis

Quality Control

Aggregate Planning and Master Scheduling

MRP and ERP

Inventory Management

Jit and Lean Operations

Supply Chain Management

Scheduling

Project Management

Management of Waiting Lines

Linear Programming

Extension 4: Reliability

Extension 5: Decision Theory

Extension 7: Learning Curves

Extension 8: The Transportation Model

Extension 10: Acceptance Sampling

Extension 14: Maintenance

Filters