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69 Cards in this Set
- Front
- Back
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Which of the following building blocks are included in a system for quality improvement? A) processes B) information and finance C) closeness to customers D) peopleE) all of the above |
E) all of the above Building blocks: people, organizational learning and knowledge, culture, closeness to customers, information and finance |
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The first building block of aquality improvement system is ________.
A) people B) organizational learning andknowledge C) culture D) closeness to customers E) information and finance |
A) people |
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The second building block of a quality improvementsystem is ________.
A) people B) organizational learning and knowledge C) culture D) closeness to customers E) information and finance |
B) organizational learning and knowledge |
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The third building block of a qualityimprovement system is ________.
A) people B) organizational learning and knowledge C) closeness to customers D) culture E) information and finance |
D) culture |
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Evidence indicates that some employees will forgohigher wages to achieve________.
A) promotions B) higher job security C) better job performance D) knowledge E) awards |
B) higher job security |
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________ is the capital that fuelsoutstanding quality results.
A) Process B) Higher job security C) Better job performance D) Knowledge E) Outstanding customer service |
D) knowledge |
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Which of the following building blocks of a qualityimprovement system refers to the norms and beliefs that lead to decision-makingpatterns and actions in an organization?
A) processes B) information and finance C) culture D) organizational learning and knowledge E)people |
C) culture |
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________ make firms unique and attractive tocustomers.
A) The integrative approach B) Information systems C) Electronic data interchange D) Training E) Enterprise capabilities |
E) enterprise capabilities |
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________ can be used to observe the practices of otherfirms and achieve even higher levels of performance.
A) The integrative approach B) Information systems C) Benchmarking D) Statistical process control E) Generic self-assessment |
C) Benchmarking |
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The goal of ________ is to observecurrent practices of the firm, to assess those practices, and to identify gapsin deployment.
A) the integrative approach B) information systems C) benchmarking D) organizational learning andknowledge E)self-assessment |
E) self-assessment (ref. Internal Validation) |
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A generic process for performingself-assessment is a ________ process.
A) three-stage B) four-stage C) two-stage D) six-stage E) five-stage |
B) four-stage Internal validation is a generic process for performing self-assessment. Have for stages: surveying, categorizing, investigating, and evaluating |
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The ________ stage of the genericprocess for performing self-assessment involves generating lists of strengthsand weakness for the organization.
A) investigating B) benchmarking C) categorizing D) surveying E) evaluating |
D) surveying |
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Stage 2 of the generic process forperforming self-assessment is ________ the strengths and weaknesses.
A) surveying B) investigating C) categorizing D) evaluating E) benchmarking |
C) categorizing |
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Strengths can be categorized as________ that help define the path for improvement the firm should undertake.
A) primary or secondary strengths B) strategic processes or strategicprocedures C) primary marketing or operationalobjectives D) strategic resources or strategiccapabilities E)winning orders in the marketplace or achieving competitive advantage |
D) strategic resources or strategic capabilities |
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Stage 3 of the generic process forperforming self-assessment is ________.
A) categorizing the strengths andweaknesses B) generating lists of strengths andweakness for the organization C) evaluating competitive advantage toassess how relevant resources and capabilities are in terms of genericstrategies D) achieving new levels of performanceby filling gaps in deployment E) investigating the sources ofcompetitive advantage |
E) investigating the sources of competitive advantage
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Quality audits study ways to ________.
A) ensure that generally acceptedaccounting principles are being followed B) ensure that companies and employeesare acting honestly C) win orders in the marketplace D) improve customer service andascertain whether current customer service processes are being performed E) select only the "right"evidence and ignore the "other" |
D) improve customer service and ascertain whether current customer service processes are being performed
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Which of the following is one of the steps in genericauditing?
A) familiarization B) verification C) evaluation D) recommendation E) all of the above |
E) all of the above
Steps for auditing include familiarization,verification, evaluation, and recommendation |
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________ guide the auditor.
A) Auditing standards B) Auditing principles C) Auditing procedures D) Auditing outcomes E) Auditing capabilities |
B) Auditing principles
Auditing principles is a fundamental truth, primary law, or doctrine. |
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Which of the following is not anexample of an auditing standard?
A) The audit must be performed by aperson having adequate technical training and proficiency as an auditor. B) In all matters relating to theassignment, independence in mental attitude is to be maintained by the auditorso as to establish the "third-party viewpoint." C) Professional care is to be exercisedin the performance of the examination and in the preparation of the report. D) The auditor should be politicallyconservative. E) None of the above |
D) The auditor should be politically conservative.
The book only specifies A, B, and C |
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Which of the following is not a step inthe basic quality audit?
A) preparation B) audit team selection C) client interaction D) develop checklists E) the opening meeting |
C) client interaction
Quality audit process: preparation, audit team selection, develop checklists, opening meeting, implementing the audit, analysis, the exit meeting, reporting and corrective action, follow-up, and closure |
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Which of the following steps in thebasic quality audit involves sharing the preliminary results with management?
A) reporting and corrective action B) implementing the audit C) the opening meeting D) the exit meeting E)closure |
D) the exit meeting
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Which of the following steps in thebasic quality audit involves performing a post-implementation review to ensurethat the corrective actions were taken and the desired results obtained?
A) reporting and corrective action B) implementing the audit C) the opening meeting D) the exit meeting E) follow-up |
E) follow-up
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In ________ audits, an overallassessment of the organization is performed, and this information is insertedinto the following year's strategic plans.
A) presidential B) operational C) consultant D) certification E)qualitative |
B) operational
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________ audits are also calledquality maturity studies.
A) Presidential B) Operational C) Consultant D) Certification E)Award |
C) Consultant
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The ________ team should be made up of quality managers, people involved in the data analysis, a facilitator, and appropriate operating force participants.
A) strategic objective B) operational C) SLs lead D) SLT senior leadership E) reenergizing quality |
E) reenergizing quality
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The ________ is a living document thatwill change as products and the business realities change.
A) signature strategy B) structural measure C) change management D) reenergizing quality approach E) certification process |
A) signature strategy
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Quality improvement requires theinteractions on a contingency basis of many different disciplines to createproducts, services, processes, and systems that effectively serve customers.
T/F |
TRUE |
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People represent the core of a firm's capabilities.
T/F |
TRUE |
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For a quality system to functioneffectively, employees must understand they are peripheral to that system.
T/F |
FALSE Employees must understand that they are integral to the system. |
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The second building block of a qualitysystem is culture.
T/F |
FALSE Organizational learning and knowledge |
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Culture refers to the norms andbeliefs that lead to decision-making patterns and actions in an organization.
T/F |
TRUE |
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Closeness to customers involvesthe understanding of the competitor's customers.
T/F |
TRUE |
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A company's profitability is notaffected by customer retention.
T/F |
FALSE Customer retention is closely related to profitability |
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Not only is an understanding ofcustomers required, but also an understanding of the competitor's customers.
T/F |
TRUE |
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Customer closeness engenders loyalty.
T/F |
TRUE |
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Customer closeness provides thecore of the support system for satisfying the customer.
T/F |
FALSE Information systems provide the core of the support system for satisfying the customer. |
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Electronic data interchange (EDI) canlimit the chances of satisfying customer needs.
T/F |
FALSE EDI is of increasing importance for satisfying customers needs. |
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EDI systems allow customers andsuppliers to tie their systems together to enhance planning, purchasing, andcoordination.
T/F |
TRUE |
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The actions required to make theinformation system effective are problem identification, analysis, andcorrective action.
T/F |
TRUE |
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Quality conformance is one of the threekey spheres of quality.
T/F |
FALSE The three key spheres of quality are quality planning and management, quality assurance, and quality control. |
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Customer service is both a goaland an outcome of systems.
T/F |
TRUE |
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Because quality is not under thepurview of any specific functional group and is the responsibility of everyone,cross-functional approaches are required to achieve the desired results.
T/F |
TRUE |
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Hoshin planning or policy deployment provides a framework for achieving alignment through the catchball process.
T/F |
TRUE |
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When the firm has achieved benchmark orrole model status, the ideas and initiatives for improvement must come fromwithin.
T/F |
TRUE |
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Categorizing is the means ofgenerating lists of strengths and weakness for the organization.
T/F |
FALSE Categorizing strengths and weaknesses. |
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ISO 9000:2008 uses repetitive audits toensure compliance and to maintain registration.
T/F |
TRUE |
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Quality audits are defined as internalassessment tools used to identify areas for improvement.
T/F |
TRUE |
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Conceptualization is one of the stepsof quality auditing.
T/F |
FALSE Conceptualization is a stage of conflict resolution in teams (Ch. 14) Quality auditing steps: familiarization, verification, evaluation, recommendation. |
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Auditing outcomes is one of the three main ingredients to an audit.
T/F |
FALSE The three main ingredients to an audit are: auditing principles, auditing standards, and auditing procedures. |
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Auditing principles constitute arule that is derived from reasoning and experience.
T/F |
TRUE |
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An auditing procedure is a measurementof performance or a criterion establishing professional authority and consent.
T/F |
FALSE It is an auditing standard. |
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The auditing procedure establishesthe courses of action available to the auditor to judge the adherence to thestandards and the validity of the application of the principles.
T/F |
TRUE |
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Auditing concepts and methods are asrigid as methods in the physical sciences.
T/F |
FALSE Although auditingconcepts and methods are not as rigid as methods in the physical sciences, there is a similarity.For example, in auditing there is evidential support for every conclusion; otherwise, therecould not be an audit opinion. |
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Quality audits are based on thepractice of operational auditing.
T/F |
TRUE |
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Certification audits are alsocalled quality maturity studies.
T/F |
FALSE Consultant audits are also called quality maturity studies (determine the maturity of a company in the quality pursuit. |
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Award audits involve site visits toexternally validate the claims made by applicants in their applications.
T/F |
TRUE |
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Qualitative audits comparecurrent practice against structural measures.
T/F |
TRUE |
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Conditional measures are the documents relatingto processes.
T/F |
TRUE |
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The facilitator is not included in thereenergizing quality team.
T/F |
FALSE The reenergizing quality team should be made up of qualitymanagers, people involved in the data analysis, a facilitator, and appropriate operating force participants. |
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The quality improvement efforts areused to evaluate the quality management manager.
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FALSE A process for reenergizing quality efforts in organizations is used in actual companies to assess the status of their improvementefforts. |
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One of the major benefits of validatingquality systems is that it will help close the gaps in quality deployment.
T/F |
TRUE |
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Discuss briefly the building blocks ofa quality system.
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People: People represent the core of a firm's capabilities because they provide the intellect, empathy, and ability that is required to provide outstanding customer service. Therefore, systems must be in place to develop, train, care for, and motivate people to serve the customer properly. Organizational Learning and Knowledge: The second building block of a quality system is organizational learning and knowledge. Outstanding customer service results from providing employees with outstanding knowledge and training. Organizational learning is required for consistency in operations, approaches, and customer contact. Culture: Culture refers to the norms and beliefs that lead to decision-making patterns and actions in an organization. Some of the key aspects of culture include attitudes toward change; presence or absence of fear; degree of openness, fairness, and trust; and employee behavior at all levels.
Closeness to Customers: Closeness to customers describes the firm's understanding of the customers, their needs, and their wants. Companies that are close to their customers retain those customers as customer retention is closely related to profitability. Also, customer closeness engenders loyalty. Information and Finance: Information systems provide the core of the support system for satisfying the customer. Finances are listed with information because financial resources are needed to provide the infrastructure and services that customers want. |
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Explain the integrative approach.
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The integrative approach provides theglue binding together the systems that result in high-quality products andservices. Because quality is not under the purview of any specific functionalgroup and is the responsibility of everyone, cross-functional approaches arerequired to achieve the desired results. The integrative systems viewrecognizes that all the building blocks must be in place in all the functionalareas and throughout all levels of the organization for quality improvement tobe both horizontally and vertically deployed in world-class companies.
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What is the next step when a firm achieves benchmarkor role model status?
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When a firm has achieved benchmark or role modelstatus, the ideas and initiatives for improvement must come from within. Inthis case, self-assessment is a good tool to spur improvement. The goal ofself-assessment is to observe current practices, to assess those practices, andto identify gaps in deployment. Once gaps have been identified, new levels ofperformance can be achieved by filling gaps.
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Outline the generic process forperforming self-assessment.
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A generic process for performing self-assessment is a four-stage process of surveying, categorizing, investigating, and evaluating.
Stage 1 - Surveying: Generate list of strengths and weaknesses from primary and support activities of the firm's value chain. Stage 2 - Categorizing: Reconceptualize list in terms of resources and capabilities and complete deeper inspection with the application of key questions. Stage 3 - Investigating: Determine where, along the firm's value chain, potential competitive advantage lies. Look at each competitively relevant resource and capability relative to its potential as a cost or uniqueness driver. Stage 4 - Evaluating: Choose the appropriate generic strategy for the firm–cost leadership or differentiation. |
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What are the requirements for accurate quality audits?
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In-depth knowledge of auditing standards, proper establishment of audit objectives, carefully planned audit procedures, controlled execution of audit steps, and disciplined adherence to proper auditing methods in arriving at conclusions are all requisite for accurate audits.
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Discuss operational audits.
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Quality audits are based on thepractice of operational auditing. In a broad sense, the approach and the stateof mind of the auditor characterize operational auditing–not the methods.
Operational audits represent the application of the talents, background, and techniquesof the auditors to the operating controls that exist in the business.The general objective of theoperational audit is to assist all members of management in the effectivedischarge of their responsibilities by furnishing them with objective analyses,appraisals, recommendations, and pertinent comments concerning the activitiesreviewed. Operational audits may follow organizational or functional lines, butthe majority are organization-wide because such an audit presents a completeappraisal of the internal operations of an organizational unit. |
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What are the benefits of presidential audits?
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1. Presidential audit depends on the president, so he or she is forced to study about quality control. He or she can also observe the actual operations of and facts about factories and other units, which deepens his or her understanding of the company.
2. The president can discover the true state of her or his company. 3. There will be an improvement in the human relationship between the president and subordinates. 4. The presidential audit is an occasion for challenging employees and stimulating vigorous activities in total quality control. It also ensures continuation of QC circle activities. |
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Outline the process for reenergizing quality effortsin organizations.
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• Assemble the right team: The reenergizing quality team should be made up of quality managers, people involved in the data analysis, a facilitator, and appropriate operating force participants.
• Go over the results: Present the evaluation of the current state of the improvement efforts to the team. This evaluation involves identifying quality-related practices in the organization for relevance and efficacy. • Identify those approaches that are working well: Using the data, gain consensus from the team as to what quality improvement approaches are getting results. • Identify what is not working well: Using the findings, gain consensus among team members as to what approaches should be eliminated. • Identify additional areas in quality deployment that are not being addressed: Conducting an in-depth study of this type will naturally result in an understanding of areas that need to be addressed that current quality approaches do not address. • Develop the signature strategy: The signature strategy contains the bundle of quality improvement approaches that will help to achieve the desired outcomes. • Develop a plan for implementation with time frames and costs: Using a modern project management approach, develop a project plan. • Implement the project plan. • Repeat this on an annual basis. |
