Deck 14: Building and Sustaining Quality and Performance Excellence

Question 1

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

Answer 1

False

Question 2

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

Answer 2

False

Question 3

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

Answer 3

False

Question 4

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 5

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 6

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

Question 7

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

Question 8

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

Question 9

The key to developing learning organizations is effective leadership.

Question 10

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

Question 11

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

Question 12

Sustainability requires continual learning.

Question 13

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 14

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

Question 15

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

Question 16

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

Question 17

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

Question 18

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

Question 19

Organizational changes result from strategy development and its implementation.

Question 20

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

Question 21

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

Question 22

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 23

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 24

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

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

Question 25

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 26

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 27

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 28

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

Question 29

_____ 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 30

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 31

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

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

Question 32

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 33

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 34

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

Question 35

_____ 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 36

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 37

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 38

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 a vision
C)Accelerating the transition
D)Sustaining momentum

Question 39

Culture is driven by:

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

Question 40

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 41

In which of the following stages of the Baldrige roadmap,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 42

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

A)At this stage organizations commit to a proactive 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 43

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 44

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 45

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 46

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

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

Question 47

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

Question 48

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

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

Question 49

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 50

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 51

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 52

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

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

Question 53

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 54

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 55

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 56

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 57

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

Question 58

Summarize a culture of performance excellence within an organization.

Question 59

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 60

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 61

The Six Sigma certification given to a Honeywell International employee with working knowledge of Six Sigma Plus methodology and tools,who has completed four weeks of lean training and one or more projects that have demonstrated significant,auditable business results and the appropriate application of Six Sigma Plus lean tools is:

A)TPM expert.
B)lean expert.
C)green belt.
D)lean master.

Question 62

The Six Sigma certification given to a Honeywell International employee with working knowledge of Six Sigma Plus methodology and tools,who is a highly skilled Six Sigma Plus expert,has completed four weeks of classroom learning,and over the course of four to six months,demonstrated mastery of the tools through the completion of a major process improvement project is a:

A)TPM Master.
B)Green Belt.
C)Master Black Belt.
D)Black Belt.

Question 63

Which of the following companies merge with Honeywell in 1999 to form Honeywell International?

A)Oracle
B)AlliedSignal
C)Analog Devices
D)General Electric

Question 64

What is the goal of Veridian Homes?

Question 65

List the six stages of a quality life cycle.

Question 66

How did Six Sigma Plus originate?

Question 67

Describe the qualifications required for an employee at Honeywell International to get a Master Black Belt Six Sigma certification.

Question 68

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 69

Discuss the ABM Master Six Sigma certification offered by Honeywell International to its employees.

Question 70

Describe the ABM Expert Six Sigma certification offered by Honeywell International to its employees.

Question 71

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

Question 72

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

Question 73

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

Question 74

The Six Sigma certification given to a Honeywell International employee working knowledge of Six Sigma Plus methodology and tools,who has completed training and a project to drive high-impact business results is:

A)Master Black Belt.
B)Green belt.
C)TPM Master.
D)Black Belt.

Question 75

Describe the characteristics of Six Sigma plus.

Question 76

Name the two companies that merged to form Veridian Homes.

Question 77

Describe the TPM Master Six Sigma certification offered by Honeywell International to its employees.