Deck 14: Building and Sustaining Quality and Performance Excellence

Question 1

All organizations must take the one best route to quality and performance excellence,which is Six Sigma.

Answer 1

False

Question 2

A process focus is not a necessary prerequisite for the effective implementation of Six Sigma within an organization.

Answer 2

False

Question 3

For quality and performance excellence to truly succeed in an organization,it must define and drive the culture of the organization.

Answer 3

True

Question 4

An example of a dysfunctional culture is a high-tech company that stresses on teamwork while innovation depends on individuality.

Question 5

As the firm grows,the process of creating and disseminating the desired culture tends to become increasingly difficult because the entrepreneur is no longer involved in the day-to-day activities of the organization.

Question 6

Welch's process for continuous learning led to the discovery that business must simplify
first,then automate best practices that have been designed for robust performance in the face of variation in business conditions.

Question 7

Transferring knowledge quickly and efficiently throughout the organization is the basis for modern knowledge management practices.

Question 8

A well-aligned organization has its processes focused on achieving a shared vision and strategy.

Question 9

An accumulation of continuously improving process changes always leads to a positive and sustainable culture change.

Question 10

Strategic change is confined to a particular unit,division,or function while process change motivates organization-wide changes in behavior.

Question 11

Organizational changes result from strategy development and its implementation.

Question 12

As performance excellence practices are used routinely within an organization,its people learn to believe in the underlying principles of total quality,and cultural changes can occur.

Question 13

Impatient managers often seek immediate results by adopting off-the-shelf quality programs and practices,or by imitating other successful organizations.

Question 14

The key to developing learning organizations is effective leadership.

Question 15

In times of change,organizational learning benefits more from transformational leadership.

Question 16

Process changes within an organization are the ones that impact the organization's culture the most rapidly.

Question 17

Learning organizations have become skilled in creating,acquiring,and transferring knowledge and in modifying the behavior of their employees and other contributors to their enterprises.

Question 18

Sustainability requires continual learning.

Question 19

A major benefit of Baldrige is that it naturally provides a framework for organizational learning and,therefore,helps to enhance and sustain an organization,no matter what its current level of maturity.

Question 20

The Six Sigma program provides two simple instruments called Are We Making Progress?

Question 21

With respect to American Express's change process,which of the following steps answer the question "Why are we doing this?"

A)Scoping the change
B)Driving commitment
C)Creating a vision
D)Sustaining momentum

Question 22

_____ is the ability to address current needs and have the agility and management skills and structure within an organization to prepare successfully for the future.

A)Sustainability
B)Integrity
C)Self-assessment
D)Accountability

Question 23

The managers of small organizations and non-profits are wrapped up in entrepreneurial activities that typically focus on sales strategies and market growth,day-to-day cash flow problems,and routine fire fighting.

Question 24

In viewing the three core principles of TQ,a focus on customers is clearly vital to small enterprises.

Question 25

_____ is an organization's value system and its collection of guiding principles.

A)Strategy
B)Governance
C)Culture
D)Emotional intelligence

Question 26

With respect to the six stages of a quality life cycle,the implementation stage of a new quality initiative is called:

A)adoption.
B)regeneration.
C)maturation.
D)energizing.

Question 27

With respect to American Express's change process,which of the following steps answer the question "What have we learned and how can we leverage it?"

A)Sustaining momentum
B)Driving commitment
C)Creating a vision
D)Accelerating the transition

Question 28

According to the observations of A.V.Feigenbaum and Donald S.Feigenbaum,quality has become one of the twentieth century's most important management ideas.

Question 29

With respect to American Express's change process,which of the following steps answer the question "How are we going to manage the effort on an ongoing basis?"

A)Driving commitment
B)Creating vision
C)Sustaining momentum
D)Accelerating the transition

Question 30

A $50 million information system has been upgraded by a healthcare organization as they discovered weaknesses in the organization's ability to collect and analyze information.This is an example of a _____ change within the organization.

A)policy
B)strategic
C)process
D)tactical

Question 31

Managers must take a positive approach to self-assessment findings,no matter how unpleasant they might appear.

Question 32

With respect to American Express's change process,which of the following steps answer the question "What needs to happen to make the change work?"

A)Creating a vision
B)Sustaining momentum
C)Accelerating the transition
D)Driving commitment

Question 33

_____ refers to the harmonization of plans,processes,information,resource decisions,actions,results,and analyses to support key organization-wide goals.

A)Interlinking
B)Integration
C)Perseverance
D)Accountability

Question 34

Small organizations and nonprofits have generally been quick to adopt quality initiatives.

Question 35

With respect to American Express's change process,which of the following steps answer the question "What will the change look like?"

A)Driving commitment
B)Creating a vision
C)Sustaining momentum
D)Accelerating the transition

Question 36

Within GE,Six Sigma includes a diverse population of technical and nontechnical people,managers,and others from key business areas who work together as a team to attack a problem using the _____ approach.

A)DMAIC
B)FADE
C)TRIZ
D)PDCA

Question 37

With respect to the six stages of a quality life cycle,in which of the following stages is a new quality initiative used in conjunction with an existing one to give rise to new energy and impact?

A)Stagnation
B)Adoption
C)Maturation
D)Regeneration

Question 38

With respect to the six stages of a quality life cycle,in which of the following stages is an existing quality initiative refocused and given new resources?

A)Decline
B)Stagnation
C)Energizing
D)Adoption

Question 39

_____ refers to consistency of plans,processes,information,resource decisions,actions,results,and analyses to support key organization-wide goals.

A)Creativity
B)Alignment
C)Sustainability
D)Perseverance

Question 40

Culture is driven by:

A)process.
B)attrition.
C)leadership.
D)quality.

Question 41

Which of the following is true about the stage 0 of the Baldrige roadmap to performance excellence?

A)At this stage organizations commit to aproactive approach to improvement.
B)At this stage organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.
C)At this stage senior leaders begin to experience traction on their organizational transformation strategies.
D)At this stage approaches of leadership, such as values deployment and culture building, begin to link and align with the operational processes of the organization.

Question 42

With respect to the six stages of a quality life cycle,in which of the following stages is quality strategically aligned and deployed across the organization?

A)Stagnation
B)Maturation
C)Regeneration
D)Adoption

Question 43

What are the five key behaviors as suggested by Juran and others to develop a positive quality culture?

Question 44

Which of the following stages of the Baldrige roadmap marks the transition from the singular focus on change through projects,however well executed,to systematic evaluation and improvement of leadership approaches?

A)Stage 4
B)Stage 2
C)Stage 1
D)Stage 0

Question 45

Summarize a culture of performance excellence within an organization.

Question 46

Which of the following phases of the Baldrige roadmap is characterized by action on the feedback,usually by incorporating it into the strategic planning process?

A)Traction phase
B)Integration phase
C)Sustenance phase
D)False start phase

Question 47

Which of the following is true about the stage 2 of the Baldrige roadmap to performance excellence?

A)At this stage projects succeed often enough for most of the organizations, but the overall culture does not change and system-wide performance excellence is elusive.
B)At this stage approaches of leadership, such as values deployment and culture building, begin to link and align with the operational processes of the organization.
C)At this stage organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.
D)At this stage senior leaders begin to experience traction on their organizational transformation strategies.

Question 48

Which of the following concepts and assumptions are included in GE's virtuous teaching cycle?

A)Leadership at all levels
B)Passive aggressive behavior
C)Rigid top-down process
D)Boundary laden, turf-oriented organization

Question 49

With respect to the six stages of a quality life cycle,in which of the following stages has quality not been strategically driven or aligned?

A)Adoption
B)Regeneration
C)Stagnation
D)Decline

Question 50

In times of change,organizational learning benefits more from _____ leadership.

A)transactional
B)transformational
C)declining
D)stagnant

Question 51

Which of the following is true about the stage 3 of the Baldrige roadmap to performance excellence?

A)At this stage approaches of leadership, such as values deployment and culture building, begin to link and align with the operational processes of the organization.
B)At this stage projects succeed often enough for most of the organizations, but the overall culture does not change and system-wide performance excellence is elusive.
C)At this stage senior leaders begin to experience traction on their organizational transformation strategies.
D)At this stage organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.

Question 52

In which of the following stages of the Baldrige roadmap,do visionary leaders recognize the inherent limitations of a project-based approach to performance improvement?

A)Stage 1
B)Stage 4
C)Stage 0
D)Stage 3

Question 53

Which of the following is true about the stage 1 of the Baldrige roadmap to performance excellence?

A)At this stage projects succeed often enough for most of the organizations, but the overall culture does not change and system-wide performance excellence is elusive.
B)At this stage approaches of leadership, such as values deployment and culture building, begin to link and align with the operational processes of the organization.
C)At this stage organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.
D)At this stage senior leaders begin to experience traction on their organizational transformation strategies.

Question 54

Which of the following is reflected in benchmarking practices?

A)Undergoing a slow pace of organizational process change
B)Depleting organizational energy due to change in organizational practices
C)Learning from experiences and best practices of others
D)Avoiding change in routine practices and processes within an organization

Question 55

Which of the following is true about the stage 4 of the Baldrige roadmap to performance excellence?

A)This project-focused phase brings new capabilities to execute initiatives that change routine practices and processes for the better.
B)At this stage organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.
C)This stage can result in continued improvement or decline as organizations lose focus or become distracted.
D)At this stage senior leaders begin to experience traction on their organizational transformation strategies.

Question 56

With respect to the six stages of a quality life cycle,in which of the following stages has the quality initiative had a limited impact,is failing,and is awaiting termination?

A)Stagnation
B)Maturation
C)Decline
D)Adoption

Question 57

Which of the following stages of the Baldrige roadmap can be rightly called the "sustaining" phase?

A)Stage 2
B)Stage 1
C)Stage 0
D)Stage 4

Question 58

_____ is the basis for Deming's plan-do-study-act cycle.

A)Incremental gains
B)Experimentation
C)Stagnation
D)Slow pace of change

Question 59

What are the three basic steps of an organizational change process?

Question 60

When organizational learning processes serve to refresh and reinforce current learning,_____ leadership is best suited.

A)transformational
B)stagnant
C)transactional
D)declining

Question 61

How does linking strategic goals to each employee via the performance planning and development (PPD)process help the employees of Veridian Homes?

Question 62

How much money did performance excellence tools save Corning in an eight-year period?

Question 63

What are some of the recurring concepts of quality methodology employed by Corning?

Question 64

How often does each Corning employee use performance excellence tools?

Question 65

Which of the following is NOT part of Corning's guidelines for performance excellence?

A)Concentrate on cost advantage
B)Preserve and enhance the historic culture of innovation that had been the guiding light of everything the company accomplished
C)Twenty weeks of classroom learning.
D)Ensure that the continuous improvement system was the best in its class.

Question 66

List the six stages of a quality life cycle.

Question 67

Name the two companies that merged to form Veridian Homes.

Question 68

As of 2011,how many employees at Corning have Six Sigma certification?

Question 69

Numerous approaches were used by Corning to transform manufacturing operations.This approach was effected by using:

A)3- to 10-person project teams.
B)TPM experts.
C)customized DMAIC tools.
D)project proliferation.

Question 70

What do Corning's innovations include?

Question 71

How did Corning drive performance excellence across all disciplines to achieve corporate goals?

Question 72

What is the goal of Veridian Homes?

Question 73

Corning achieved a milestone in 1995 when its telecommunications products division received what award?

A)Deming
B)Six Sigma
C)Malcolm Baldrige National Quality
D)National Housing Quality

Question 74

List a few characteristics of small firms that adversely affect the implementation of TQ principles.

Question 75

What is the structure and systems employed from a strategic and operational mindset by Veridian Homes to achieve its goal of promoting and coordinating quality throughout the company?

Question 76

List the performance improvements that resulted from Veridian's quality initiatives.

Question 77

As one of the first companies in the United States to institutionalize research and development as a key business strategy,what is Corning known for-innovations in the development of glass products and glass- and ceramics-based applications.These include Gorilla Glass,a tough and damage-resistant?

A)development of glass products.
B)electricity.
C)technology-based systems.
D)fireproofing.