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126 Cards in this Set
- Front
- Back
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According to situational leadership, leadership styles might vary from one person to another, depending on the "readiness" of subordinates. |
True |
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Rewards should not be tied to quality. |
False |
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The reason behind TQ-orientated change is quality improvement for customer satisfaction |
True |
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Managers can lead continuous improvement by discouraging subordinates from prioritizing processes to work on. |
False |
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The workforce has been viewed by many as a direct obstacle to creating a supportive environment for performance excellence. |
False |
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The focus of Six Sigma teams is only to address immediate problems. |
False |
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Work design practices such as job enlargement, job rotation, and job enrichment are supported by the job characteristics theory. |
True |
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One of the key practices that lead to effective employee recognition and rewards is ensuring that the recognition is not publicized. |
False |
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Teams promote equality among individuals, encouraging a positive attitude and trust. |
True |
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Team responsibilities and processes are often summarized in a team charter. |
True |
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___________ leadership theory assumes that certain leaders may develop the ability to inspire their subordinates to exert extraordinary efforts to achieve organizational goals.
a. Situational b. Transactional c. Transformational d. Charismatic
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Transactional |
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The source of most change considered in organizational theory is: a. customers b. environmental changes c. top management d. quality metrics |
Customers |
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Which of the following personal leadership competencies refers to sticking to a task or purpose, no matter how hard or troublesome, which is vital for overcoming obstacles and motivating subordinates? a. perseverance b. accountability c. Well-being d. creativity |
Perseverance |
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Team members in a __________ team share responsibility for completing the job and are usually cross-trained to perform all work tasks and often rotate among them. a. natural work b. problem-solving c. project d. leadership |
natural work |
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_________________ refers to the extent of employee commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization. a. intellectual labor b. Aesthetic labor c. workforce engagement d. workforce adaptation |
Workforce Engagement |
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The need for ____________ refers to the desire to have close relationships with other people, for example as a part of a team. a. affiliation b. achievement c. empowerment d. power |
Affiliation |
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____________ knowledge includes information stored in documents or other forms of media. a. Archival b. Explicit c. Data d. Tactic |
Explicit |
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With respect to the different types of teams in organizations, ________ teams are types of teams use in a combination internet, e-mail, phone, fax, video conferencing, PC-PC connections, and shared computer screen technologies to get their jobs done. a. Problem solving b. natural work c. project d. virtual |
virtual |
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Which are the following core job characteristics gives employees knowledge of the actual results of their activities? a. skill variety b. Autonomy c. Feedback d. Task significance |
Feedback |
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What is a "type 3 error"? a. Solving the wrong problem b. Diagnostic incorrectly c. Delay in delivering results d. Handling more than what can be done |
Solving the wrong problem |
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*List and describe the roles of the Six Sigma team. |
(5) Champions Master Black Belts Black Belts Green Belts Team Members |
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*Levels of readiness (4) |
unable and willing unable and unwilling able and willing able and unwilling
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*Six stages of the quality of life cycle are: |
Adoption Regeneration Energizing Maturation Limitation Decline |
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* Differentiate between strategic change and process change. |
Strategic change - Strategy development process change - Operation development |
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*What are the Principles of Empowerment |
Empower Sincerely and completely Establish mutual trust Provide employees with business information Ensure that employees are capable Don't ignore middle management Change the reward system |
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To be able to improve a process it must be repeatable and measurable. |
True |
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The total time required by a company to deliver a finished product is referred to as the cycle time. |
False |
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Recognizing the existence of internal customers is one was that organizations can promote quality and teamwork. |
True |
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Competitive benchmarking evaluates processes or business functions against the best companies, regardless of their industry. |
False |
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Quality function deployment (QFD) allows people to see how aspects of their products and services relate to customer satisfaction. |
True |
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The upstream portion of the supply chain has little impact on the quality of goods and services that downstream customers receive. |
False |
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*The Deming Cycle is composed of five stages: |
Plan, Do, Check, and Act |
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*What are the imperatives of leadership? |
Establish a vision List the values Lead continuous improvement |
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The competitive advantage resulting from an organization's people can drive low cost and differentation. |
True |
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The organic structure is characterized by a large number of rules. |
False |
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Attractive facilities, appropriately dressed employees, and well-designed forms that are easy to read and interpret are examples of the "tangible" dimension of service quality. |
True |
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The time it takes to accomplish one portion of the process is known as the ______________ . a. lead time b. turnaround time c. time signature d. cycle time |
Cycle time |
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In relation to an approach to get customers' minds, _________ refers to the collection of associations and emotions unconsciously linked to a word, concept, or experience. a. Implication b. imprint c. moments of truth d. illusion |
imprint |
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In a Pareto distribution, the characteristics are ordered: a. from largest frequency to the smallest b. according to class intervals c. historically, from earliest to latest d. in sequential manner based on work-flow |
From the largest frequency to the smallest. |
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Which of the following is a key idea of integrative bargaining? a. integrate people and the problem b. focus more on positions than interest c. invent options for self gain d. insist on using objective criteria |
Insist on using objective criteria |
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An effective way to understand internal customer-supplier relationships is through a. cartograms b. critical path diagrams c. invest options for self gain d. insist on using objective criteria |
Process mapping |
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A ____________ is also known as the ishikawa diagram. a. cause and effect diagram b. pareto diagram c. histogram d. scatter diagram |
cause and effect diagram |
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______________ products are unique configurations of sub-assemblies that are designed to fit together. The customer participates in choosing the specifications of the components to be assembled. a. Custom b. Knock-down c. Standard d. Option-Oriented
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Option orientated |
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In a restaurant, which of the following is most likely to be an internal customer of the kitchen staff? a. The kitchen staff at rival restaurants b. Customers who visit the restaurant and try out the food. c. Food critics who write reviews about the restaurant. d. The servers at the restaurant
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The servers at the restaurant |
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_____________ refers to a firms ability to achieve market superiority over its competitors. a. fitness for use b. value analysis c. competitive advantage d. deployment |
Competitive Advantage |
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________________ is the difference in the percentage of promoters and detractors. a. collaboration spectrum b. net promoter score c. imprint scale d. core competency score |
net promoter score |
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*List the three guiding principles upon which a strong customer/ supplier relationship is based. |
1. recognition of strategic importance of customers and suppliers. 2. development of win-win relationships between customers and suppliers 3. establish relationships built on trust
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*List and discuss three common approaches to job redesign. |
1. Engineering approach 2. Human approach 3. Job characteristics approach |
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*Describe outsourcing and vertical integration |
Outsourcing is the practice of transferring the operations of a business function to an outside supplier. Vertical integration is the opposite by which certain business functions are consolidated within a firm. |
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*List the four stages of the Deming Cycle: |
Plan, Do, Study, and Act |
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*Describe core competencies. |
refers to a companies greatest areas of expertise that provide a sustainable competitive advantage in the market place or service environment. |
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Control charts can easily be applied to service organizations. |
True |
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Competitive behavior- one person against another or one person against another group- is one of the basic principles of TQ. |
False |
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The Deming award recognizes U.S. companies that excel in quality management practice and performance. |
False |
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Technical features are the translation of the voice of the customer into technical language. |
True |
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Six Sigma applies to manufacturing processes but not to services. |
False |
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Performance excellence can be defined as "any primary complementary activity that does not directly produce a physical product. |
False |
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A system governed only by common causes is stable and its performance can be predicted. |
True |
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In services high in labor intensity, the customer's impression of facilities, processes, and procedures is important. |
False |
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While using the statistical process control methodology, control charts can be used only by manufacturing units and not by service organizations. |
False |
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A difference between service and manufacturing is that manufacturing is performed away from the customer whereas customers are involved in the service process. |
True |
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____________ refers to a product's primary operating characteristics. a. Benefits b. Conformance c. Aesthetics d. Performance |
Performance |
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According to Juran's quality trilogy, _______ begins with identifying customers, both internal and external, determining their needs, and developing product features that respond to customer needs. a. quality variance b. quality planning c. quality matrix d. quality inspection |
Quality planning |
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With respect to designing quality goods and services, DFMEA stands for _____________. a. Design, failure, mode, effects, analysis b. design, function, mode, effects, analysis c. design, failure, mode, efficiency, analysis d. design, features, methods, and efficiency analysis |
Design, Failure, Mode, effects, analysis |
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In Demings view, ___________ is the chief culprit of poor quality. a. long term planning b. macromanagement c. variation d. an overemphasis on teamwork |
Variation |
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The ISO 9000:2000 standards consists of three documents of which ISO 9001:2008 pertains to _____________. a. requirements b. fundamentals c. guidance for performance improvement d. an overemphasis on teamwork |
Requirements |
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According to the Baldrige program, companies with __________ or fewer employees are classified as small business a. 500 b. 300 c. 200 d. 800 |
500 |
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_________ is a term that is commonly used to characterize flexibility and short cycle times. a. Fitness for use b. Proactiveness c. Agility d. Big Q |
Agility |
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Which of the following is an example of a service provider? a. A steel plant b. A clothing manufacturer c. A pharmaceutical company d. A bank |
A bank |
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A _________ is a sequence of activities that is intended to achieve some result. a. process b. array c. cluster d. symmetry |
process |
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In the context of poka-yoke, doing work incorrectly, in the wrong order, or too slowly, as well as doing work not requested are examples of ____________. a. treatment errors b. preparation errors c. task errors d. tangible errors |
task errors |
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*Define the four stages of a learning cycle |
1. Planning 2. Execution of plans 3. Assessment of progress 4. Revision of plans based upon assessment findings. |
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*List and describe the four principle activities in the Design for Six Sigma Process.
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Concept development Design Development Design Optimization Design Verification |
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ISO 9000: 2005 ISO 9000: 2008 ISO 9000: 2009 |
2005- Fundamentals and vocabulary 2008- Requirements 2009- Guidance for performance improvements |
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*List and describe four principle activities in the design for Six Sigma process. |
1. Concept development 2. Design development 3. Design Optimization 4. Design Verification |
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*Describe the causes of variation and provide examples for each. |
Common cause of variation: tools will experience wear, vibration from machine, electrical fluctuations.
Special causes from external sources, bad batch of material purchased by supplier, poorly trained operator, excessive tool wear. |
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*List three characteristics of Six Sigma Process |
a problem to be solved a process in which the problem exists one or measures that quantify the gap to be closed and can be used to monitor progress |
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*List operational problems created by excessive variation |
inconsistent performance excessive cost inconsistent performance premature wear and failure |
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From a total quality perspective, all strategic decisions are "customer driven" |
True |
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The baldrige criteria for performance excellence consists of a non-hierarchical set of categories, items, and areas to address |
False |
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Process time refers to the time it takes to accomplish one cycle. |
False |
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In Deming's view, variation is the chief culprit of poor quality. |
True |
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The Deming prize was constituted in the United States to raise awareness of quality and recognize national role models. |
True |
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Google pioneered Six Sigma as an approach to measuring product and service quality. |
False |
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the view of quality as the satisfaction of customer needs is often called fitness for use. |
true |
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The American National Standards institute (ANSI) has adopted ISO standards in the United States. |
True |
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Competitive behavior- one person against another or one group against another is one of the basic principles of TQ. |
False |
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Six Sigma involves periodic review of Six Sigma plans and projects, providing champions to sponsor projects, providing training resources, and communicating process and achievements. |
True |
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Control is the activity of ensuring conformance to the requirements and taking the necessary corrective action when necessary to correct problems and maintain stable performance |
True |
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Competitive bench marking evaluates processes or business functions against the best companies, regardless of the industry. |
False |
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The roof of the house of quality shows the interrelationships between the voice of the customer and the technical features. |
False |
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A simple way of defining lean thinking is "getting more done with less". |
true |
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Cycle time is an important metric for agility. |
True |
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Check sheets are tools that aid in data collection |
True |
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Process control applies only to manufacturing units not to the service sector |
False |
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The Deming cycle is composed of four stages: Design, measure, analyze and control |
False
(Plan, Do, Study, Act) |
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Statistical control means that both the process average and the variance are constant over time. |
True |
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To be able to improve the process must be repeatable and measurable. |
True |
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What is the TQ measurement based on
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Continuous improvement |
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Deming believed that ________ should be a common language across levels in an organization. |
statistics |
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Teamwork between top management and lower-level employees is called ________ |
vertical teamwork |
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The origin of the term six sigma came from a statistical measure that equates to _______ or fewer errors or defects per million opportunities. |
3.4 |
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A _______ is a sequence of activities that is intended to achieve some result. |
process |
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With regard to quality management systems, a _______ is a formal document that demonstrates a commitment to achieving high quality and meeting customer expectations. |
Quality policy |
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__________ is important dimension associated with service quality. |
Accuracy |
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Which of the following is part of the quality trilogy of Juran's philosophy? a. Quality Variance b. quality planning c. quality switch d. quality maintenance |
Quality Planning
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Total quality shares the most similarities with the __________ organizational model. a. environmental b. organismic c. cultural d. mechanistic |
organismic |
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Which of the following is part of the leadership triad? a. Strategic planning b. process variance planning c. workforce focus d. micromanagement |
Strategic planning |
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A __________ is an intense and rapid improvement process in which a team or department throws all it's resources into an improvement project over a short period of time. a. Kaizen blitz b. TQ impetus c. rapid deployment d. qaulity quincunx |
Kaizen blitz |
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___________ is the activity of ensuring conformance requirements and taking corrective action when necessary to correct problems and maintain stable performance . a. Variance b. ability c. control d. planning |
Control |
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DMAIC approach is used in Six Sigma is expanded as: a. design, measure, analyze, implement, and cost. b. Define, modify, apply, increment, and close c. Define, measure, analyze, improve, and control d. Design, monitor, assess, improve, and compare |
Design, Measure, Analyze, Improve, Control |
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_________ is the methodology for monitoring a process to identify special causes of variation and signaling the need to take corrective action when it is appropriate. a. Statistical process control b. quality function deployment c. vertical integration d. variation mapping |
Statistical process control |
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A pull production system is also known as a |
Kanban |
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In the DMADV process, the __________ activity involves prototype development, testing, and implementation planning for production. |
verify |
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With respect to the seven QC tools, a ______ is a picture process that shows the sequence of steps performed. |
A flow chart |
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The phenomenon that occurs when small changes occur, the variation in production inventory levels becomes increasingly amplified upstream at distribution centers, factories, and suppliers, that result in unnecessary costs and difficulties in managing material flow is known as _________. |
Bullwhip effect |
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The term___________ refers to approaches that produce exceptional results, are usually innovative in terms of the use of technology or human resources, and are recognized by customers or industry experts. |
Best practices |
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________ is the set of matrices used to relate the voice of the customer to technical features and production planning and control requirements |
House of quality |
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Define the four stages in the learning cycle |
Planning Execution of plans assessment of progress revision of plans based on assessments
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List three characteristics of six sigma project |
a problem to be solved a process in which the problem exists one or measures that quantify the gap to be closed and can be used to monitor progressW |
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What is performance excellence? |
Performance excellence is an integrated approach to performance management. |
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In a poka-yoke system, what are the types of errors? |
Task errors treatment errors tangible errors customer errors |
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How is Ishikawa diagram generated |
A graphical representation that represents cause and effect. They are constructed during brain storming. |
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List the operational problems created by excessive variations |
increase the cost of doing business equipment wear out more frequently Common causes and external causes |
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Describe the stages of the Deming's cycle |
Plan, Do, Study, and Act |
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Describe the four principal activities in the design for Six Sigma Process: |
Accuracy Cycle time Cost Customer Satisfaction |
