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Test your basic knowledge |
TQM: Total Quality Management
Start Test
Study First
Subjects
:
business-skills
,
tqm
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Seek to go beyond employee empowerment to employee autonomy
Coaching
QC Steps
Differentiation Strategies
Steward leadership (And Stewardship)
2. Variation due to any individual source appears random; however -their combined effect is stable and can usually be predicted statically. Factors that are present as a natural part of a process are called common causes of variation
Barnacle
Concept of Customer Value
Continuous Improvement
Common causes of Variation
3. A firm's ability to achieve market superiority over its competitors
Organizational System
Competitive Advantage
Importance of Meeting
Quality in Manufacturing Performance
4. D Driven by customer wants and needs D - Durable and lasting; difficult for competitors to copy D - Direction and motivation to entire organization B - Basis for further improvement M - Matches organization's unqiue resources S - Significance contr
CA (Competitive Advantage) has 6 Characteristics
JUSE
9 Discussion Skills
Professional ethic model for Ethical Decisions
5. Discuss (cost; leadership; differentiation; empirical results showing impact) - Relate (Quality to achieve higher profitability) - and Describe (importance of quality in meeting customer expectation in product)
WOHCAO
Subjective Decision Making
ASQ
TQ to CA
6. Also known as consultive - this can lead to failed results from compromises
Coaching
Deming's 7 deadly diseases
Democratic leadership
Theory of Variation
7. Low profit customer/short term
Future of Quality Management
Traditional costs of poor quality
Requirements for TQ implementation
Stranger
8. System that focuses on result; not process
What makes a team?
Empowerment
MBO
Product Design
9. Plan Inform and Prepare - Consider the purpose; Fix a time and place; Draw up team; send a notice; prepare agenda - Maintain Structure and Control - Start puntually; restate purpose; keep the group focused; mobilize or encourage the group - Record th
MBO
Objective decision making
Reponsibility of Meetings Leader
Differentiation Strategies
10. Support and encourage contribution from group members; takes emotions and psychological needs of the group - Encouraging - Showing verbal; non verbal support - Harmonizing - reconciling difference among group members - Compromising offering to give
Six Sigma concept
Empowerment
Group Maintenance Behavior
Democratic leadership
11. Aka Contingency leadership - selecting style based on circumstances - not good for TQ setting because its only focus is on short-term
Failure Costs
Quality in Services
Juran's Ten steps to Quality Improvement
Siruational leadership
12. The sum of the above costs
Taguchi
Quality as Strategy
TQC
Facts about common variation causes
13. To survive in globally competitive marketplace - orgs must adopt a strategy that gves them a sustainable competitive advantage.There are 3 Types: Cost - Differentiation - Market Niche
Leaders
Continual Improvement
Appraisal Costs
Competitive Strategy
14. Also known as free reign or non directive - this is time consming and only works if all are committed
Participative leadership
Goal oriented leadership
Deming
Steward leadership (And Stewardship)
15. Open the discussion - Listen - Ask for clarification - Manage participation - Summarize - Manage time - Contain digressions - Test for agreement - Close the discussion
Cost of Quality
Competitive Advantage
Doctrine of mean model for Ethical Decisions
9 Discussion Skills
16. Ongoing process to improve products services or processes
Organizational model for Ethical Decisions
Participative leadership
Continuous Improvement
Facts about common variation causes
17. Leadership and Differentiation leadership both appeal specifically to the ...
Target market
QC Steps
Quality Improvement
CA (Competitive Advantage) has 6 Characteristics
18. Broadly includes material and human inputs; process technology; operating methods and work practices; streams of work activity; information flows; and decision making - Cross-Functional Approach (negotiation across interface) - Technology (deal with
Requirements for TQ implementation
Unit of Organization
Organizational System
Black Belt
19. Costs occurring after delivery or shipment of the product Ex: Processing customer complaints; customer returns; warranty claims; product recalls
External Failure Costs
Concept of Quality
CWQC
Zero Defect
20. General processes of improvement and encompassing 'discontinuous' improvement
Continual Improvement
Organizational values that contribute to unethical behavior
Juran's Ten steps to Quality Improvement
Taguchi Robust Design
21. Six times more to attract a new customer to keep current customer
Cost Leadership
Perceived Quality
Cost
Errors organizations make implementing TQM
22. Basic training DMAIC roadmap
Objective decision making
Green belt Six Sigma
Black Belt
Theory of Variation
23. Man behind statistical quality control concepts
Management by Objectives
Deming
Concept of Customer Value
CA (Competitive Advantage) has 6 Characteristics
24. A people-focused management system that aims at continual increase in customer satisfaction at continually lower real cost
Categorical imperical for Ethical Decisions
Characteristics of total quality approach
Full Disclosure model for Ethical Decisions
Total Quality
25. Brainstorm - groupthink - quality circles - meet regulalrly - suggestion box - MBWA
Empowered employee
Black Belt
Organizational model for Ethical Decisions
Collecting input from empowered employees
26. Failing to make ethics core value - failing to set consistent example - put personal in ethical corner - failing to adopt deploy enforce codes - applying unrealistic pressure - failing to reward unethical behavior
Juran recommendations for handling and overcoming resistance to change
How quality is achieved
QP Steps
Organizational values that contribute to unethical behavior
27. Who make complains more than half will do business with you again
Factors working against Team Success
Customers
A good leader
Quality in Services
28. Quality means conformance to requirement not elegance - There is no such thing as quality problem - There is no such thing as the economics of quality - The only performance measurement is the cost of quality - The only performance standar is Zero D
29. Satisfy social needs - teamwork promotes communication - multiplies the potential of individul members
Customers
Creativity in decision making
Rationale for teams
Equal freedom model for Ethical Decisions
30. Preparation - Incubation - insight - Verification
Quality in Manufacturing Performance
Creativity in decision making
Target market
Empowerment
31. Who has had a problem will tell 9 or 10 about it
Failure Costs
Average Customer
Task facilitating Behaviors (meetings)
Empowered employee
32. Customer service - quality control - innovation - team based approach - new technology - research development - buisness and partnership alliances - re-engineering of processes - political lobbying
Characteristics of world class organization
Prevention Costs
Psychology
Proactive
33. Mainly concerned with QM systems for: Design - Development - Purchase - Production - Installation and service of products
ISO 9000
Democratic leadership
Organizational System
Management by Objectives
34. Safety - Security - Social - Esteem - Self actualization
Autocratic leadership
Black Belt
Individual needs
Concept of Customer Value
35. Given ownershipalong with expecting input
Outward
Empowered employee
What makes a team?
Importance of Meeting
36. Never hear from more than 90 percent of its unhappy customers
Principles of leadership for quality
Quality in Services
Average Company
Organizational System
37. Is not the price of quality but every time work is redone; the cost of quality increases - such as: reworking of manufactured item; retesting an assembly; rebuilding a tool etc
Cost of Quality
WOHCAO
Leadership characteristics that build followership
Quality in Services
38. Asked for input but not given ownership of job
Outward
The Juran trilogy
QC Steps
Involved employee
39. Leadership planning - strategic planning - customer market focus - measurement analysis and knowledge management - workforce process - process management - results
Prevention Costs
Criteria for Baldridge award
QP Steps
Factors working against Team Success
40. They will carry out the brunt of the work as the path to total quality unfolds. They are not in a position to initiate cultural change - They present the greatest obstacles to success in TQ
Role of Middle Management
Cost
Quality in Services
Internal Failure Costs
41. Seeks to improve efficiency and control costs
Cost Leadership
Organizational model for Ethical Decisions
Market Niche
WOHCAO
42. boss --> stockholder --> customer
Role of Middle Management
BEA
Key Stakeholders
Continual Improvement
43. Suggests there is increasing loss associated with increasing variability or deviation of target value
JUSE
Criteria for Baldridge award
Errors organizations make implementing TQM
Taguchi
44. Based on peer review
Requirements for TQ implementation
BEA
Professional ethic model for Ethical Decisions
How quality is measured
45. As innate excellence; view implies that high quality is something timeless and enduring - an essence that transcends or rises above individual tastes or styles; that people learn to recognize through experience
JUSE
Transcedent View of Quality
Outward
Characteristics of total quality approach
46. Explain action to broad section of steakholders
Full Disclosure model for Ethical Decisions
Cost of Quality
Deming
Target market
47. Any profit makes it ethical
strategic management
Market ethic model for Ethical Decisions
Democratic leadership
Traditional costs of poor quality
48. Refers to any planned and systematic activity directed toward providing consumers with products (goods and services) of appropriate - along with the confidence that products meet consumers' requirements.
NQI
Quality Assurance
Continuous Improvement
Cost
49. Results based - only focused on goal at hand - overlooks potential problems
Goal oriented leadership
Juran recommendations for handling and overcoming resistance to change
Juran's Ten steps to Quality Improvement
Psychology
50. Butterfly - true friend - stranger - barnacle
Customers fall into 4 different groups
Factors that inhibit competitiveness
Professional ethic model for Ethical Decisions
TQ to CA