1. The view of quality as the satisfaction of customer needs is often called fitness for use. a. True b. False ANSWER: True DIFFICULTY: Difficulty: Easy ACCREDITING STANDARDS: BUSPROG: Analytic DISC: Operations Management TOPICS: DESC.EVAL.17.01.01 Quality and Performance Excellence KEYWORDS: Bloom's: Knowledge 2. Since quality relates to goods or services, both only for-profit and non-profit organizations can benefit from adopting performance excellence procedures. a. True b. False ANSWER: True DIFFICULTY: Difficulty: Easy ACCREDITING STANDARDS: BUSPROG: Analytic DISC: Operations Management TOPICS: DESC.EVAL.17.01.01 Quality and Performance Excellence KEYWORDS: Bloom's: Knowledge 3. “Scientific management” involved skilled craftspeople who served both as manufacturers and inspectors, building quality into their products. a. True b. False ANSWER: False DIFFICULTY: Difficulty: Easy ACCREDITING STANDARDS: BUSPROG: Analytic DISC: Operations Management TOPICS: DESC.EVAL.17.01.03 A Brief History KEYWORDS: Bloom's: Knowledge 4. After World War II, the first country to adopt quality initiatives and improvement in industry was Japan. a. True b. False ANSWER: True DIFFICULTY: Difficulty: Easy ACCREDITING STANDARDS: BUSPROG: Analytic DISC: Operations Management TOPICS: DESC.EVAL.17.01.03 A Brief History KEYWORDS: Bloom's: Knowledge Cengage Learning Testing, Powered by Cognero Page 1 CHAPTER 01—Foundations of Quality and Performance Excellence Test Bank for Quality and Performance Excellence 8th Edition by Evans Full file at https://TestbankDirect.eu/ Full file at https://TestbankDirect.eu/
Transcript
1. The view of quality as the satisfaction of customer needs is often called fitness for use.
TOPICS: DESC.EVAL.17.01.01 Quality and Performance Excellence
KEYWORDS: Bloom's: Knowledge
2. Since quality relates to goods or services, both only for-profit and non-profit organizations can benefit from adoptingperformance excellence procedures.
9. A difference between service and manufacturing is that manufacturing is performed away from the customerwhereas customers are involved in the service process.
12. Total Quality views everyone inside the enterprise as a customer of an internal or external supplier and a supplierof an external or internal customer.a. True
TOPICS: DESC.EVAL.17.01.07 TQ and Organizational Models
KEYWORDS: Bloom's: Knowledge
30. The term _____ refers to an integrated approach to organizational performance management that results in deliveryof ever-improving value to customers and stakeholders, contributing to organizational sustainability.
34. In 1987, Congress established the _____ to raise awareness of quality and recognize national role models, spawninga remarkable interest in quality among American businesses.
35. In an ancillary manufacturing unit, the bolt manufacturing section has a value of 0.095 as the target, 0.005 as thetolerance. Which of the following is the acceptable range of values in production?
TOPICS: DESC.EVAL.17.01.04 Quality in Organizations
KEYWORDS: Bloom's: Knowledge
36. As part of the evolving understanding of quality management, many began to use the term _____ to contrast thedifference between managing for quality in all organizational processes and focusing solely on manufacturing quality.
TOPICS: DESC.EVAL.17.01.04 Quality in Organizations
KEYWORDS: Bloom's: Knowledge
41. With respect to the quality dimensions of manufactured products, _____ refer(s) to the probability of a product’ssurviving over a specified period of time under stated conditions of use.
TOPICS: DESC.EVAL.17.01.04 Quality in Organizations
KEYWORDS: Bloom's: Knowledge
42. With respect to the quality dimensions of manufactured products, _____refer(s) to the amount of use one gets froma product before it physically deteriorates or until replacement is preferable.
TOPICS: DESC.EVAL.17.01.05 Principles and Practices of Total Quality and PerformanceExcellence
KEYWORDS: Bloom's: Knowledge
50. In 1992, in cooperation with deans of business and engineering departments of major universities, and recognizedconsultants, the chairs and CEOs of nine major U.S. corporations endorsed a definition of _____ as a people-focused management system that aims at continual increase in customer satisfaction at continually lower real cost.
a. organizations designing products and processes with the goal of maximizing revenue from individualcustomers.
b. organizations building relationships with customers so they will continue to use their goods and services andactively advocate for and recommend them.
c. organizations customizing product and service features to meet the needs of individual customers rather thanmass-producing products.
d. customers proactively approaching organizations in order to suggest product ideas and features fordevelopment.
TOPICS: DESC.EVAL.17.01.05 Principles and Practices of Total Quality and PerformanceExcellence
KEYWORDS: Bloom's: Knowledge
59. With respect to the systems approach to management, _____ refers to looking at an organization as a whole andbuilding on key business attributes, including core competencies, strategic objectives, action plans, and work systems.
TOPICS: DESC.EVAL.17.01.05 Principles and Practices of Total Quality and PerformanceExcellence
KEYWORDS: Bloom's: Knowledge
62. According to Noriaki Kano’s classification of customer needs, _____ new or innovative features that customers donot expect in a product or service.
63. Sylvia orders a security system to be installed at her house. After placing the order, the company took three days toinstall it. The time taken for the order to be delivered is referred to as:
TOPICS: DESC.EVAL.17.01.07 TQ and Organizational Models
KEYWORDS: Bloom's: Knowledge
70. What is performance excellence?
ANSWER: The term “performance excellence” refers to an integrated approach toorganizational performance management that results in delivery of ever-improvingvalue to customers and stakeholders, contributing to organizational sustainability;improvement of overall organizational effectiveness and capabilities; andorganizational and personal learning. Performance excellence is a characteristic oftoday’s most outstanding organizations and is a requisite for providing high qualitygoods and services.
71. Briefly describe the quality dimensions of manufactured products.
ANSWER: Manufactured products have several quality dimensions:1) Performance: a product’s primary operating characteristics.2) Features: the “bells and whistles” of a product.3) Reliability: the probability of a product’s surviving over a specified period of timeunder stated conditions of use.4) Conformance: the degree to which physical and performance characteristics ofa product match preestablished standards.5) Durability: the amount of use one gets from a product before it physicallydeteriorates or until replacement is preferable.6) Serviceability: the ability to repair a product quickly and easily.7) Aesthetics: how a product looks, feels, sounds, tastes, or smells.8) Perceived quality: subjective assessment resulting from image, advertising, orbrand names.
TOPICS: DESC.EVAL.17.01.04 Quality in Organizations
KEYWORDS: Bloom's: Knowledge
72. Describe in brief the most important dimensions of service quality.
ANSWER: The most important dimensions of service quality are the following:1) Time: How much time must a customer wait?2) Timeliness: Will a service be performed when promised?3) Completeness: Are all items in the order included?4) Courtesy: Do frontline employees greet each customer cheerfully?5) Consistency: Are services delivered in the same fashion for every customer, andevery time for the same customer?6) Accessibility and convenience: Is the service easy to obtain?7) Accuracy: Is the service performed right the first time?8) Responsiveness: Can service personnel react quickly and resolve unexpectedproblems?
73. What are the points organizations have to look into beyond product orientation to ensure service quality?
ANSWER: Service organizations must look beyond product orientation and pay significantattention to customer transactions and employee behavior. Several points thatservice organizations should consider are as follows:1) The quality characteristics that a firm should control may not be the obviousones.2) Behavior is a quality characteristic.3) Image is a major factor in shaping customer expectations of a service and insetting standards by which customers evaluate that service.4) Establishing and measuring service levels may be difficult.5) Quality control activity may be required at times or in places where supervisionand control personnel are not present.
TOPICS: DESC.EVAL.17.01.04 Quality in Organizations
KEYWORDS: Bloom's: Knowledge
74. How is empowerment related to employee engagement?
ANSWER: Employee engagement simply means that workers have a strong emotional bond totheir organization, are actively involved in and committed to their work, feel thattheir jobs are important, know that their opinions and ideas have value, and often gobeyond their immediate job responsibilities for the good of the organization.Engagement is often manifest by empowerment, which simply means that peoplehave the authority to make decisions based on what they feel is right, have controlover their work, take risks and learn from mistakes, and promote change.
75. Describe the different types of continuous improvement.
ANSWER: Continuous improvements within an organization may be of several types:1) enhancing value to the customer through new and improved products andservices;2) improving productivity and operational performance through better workprocesses and reductions in errors, defects, and waste;3) improving flexibility, responsiveness, and cycle time performance; and4) improving organizational management processes through learning.
TOPICS: DESC.EVAL.17.01.05 Principles and Practices of Total Quality and PerformanceExcellence
KEYWORDS: Bloom's: Knowledge
76. Describe the three levels at which data and information support analysis is disseminated and aligned within anorganization.
ANSWER: At the work level, data provide real-time information to identify reasons forvariation, determine root causes, and take corrective action as needed. At theprocess level, operational performance data such as yields, cycle times, andproductivity measures help managers determine whether they are doing the rightjob, whether they are using resources effectively, and whether they are improving.At the organization level, quality and operational performance data from all areasof the firm, along with relevant financial, market, human resource, and supplierdata, form the basis for strategic planning and decision making.
TOPICS: DESC.EVAL.17.01.05 Principles and Practices of Total Quality and PerformanceExcellence
KEYWORDS: Bloom's: Knowledge
77. Define the four stages in a learning cycle.
ANSWER: A learning cycle has four stages:1. planning,2. execution of plans,3. assessment of progress, and4. revision of plans based upon assessment findings.
78. Illustrate the differences between TQ and agency theory.
ANSWER: The following are the major differences between TQ and agency theory:1) TQ views the management system as one based on social and human values,whereas agency theory is based on an economic perspective that removespeople from the equation.2) Agency theory assumes an inherent conflict of goals between agents andprincipals, and that agent goals are aligned with principal goals through formalcontracts. In TQ, everyone in the organization shares common goals and acontinuous improvement philosophy.3) Sharing information to achieve these goals is fundamental to TQ, whereasagency theory suggests that information may be concealed to advance self-interests.4) TQ takes a long-term perspective based on continuous improvement, whereasagency theory focuses on short-term achievement of the contract between theprincipal and agent.5) In TQ, risk taking is necessary in order to innovate, whereas agency theoryassumes that risks are to be minimized and shared between the two parties.6) Finally, TQ leaders provide a quality vision and play a strategic role in theorganization; leaders in agency theory develop control mechanisms and engage inmonitoring.
79. Describe the three major organizational models.
ANSWER: Three major organizational models that management theorists have studied are themechanistic, organismic, and cultural models of organizations.1) The mechanistic model views an organization as a tool or a machine designedsolely to create profits for its owners. Work is reduced to elementary tasks with afocus on efficiency, conformity, and compliance.2) The organismic model views organizational systems as living organisms thatdepend on their environments for resources and adjust the behavior of their parts tomaintain the properties of the whole within acceptable limits. This model assumesthat systems goals, such as the need to survive, displace performance goals, suchas profit.3) The cultural model views an organization as a collection of cooperativeagreements entered into by individuals with free will. The organization’s cultureand social environment are enacted or socially constructed by organizationmembers. From the perspective of this model, the goal of an organization is toserve the diverse needs of all whom it affects—its stakeholders.
