SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. DIET PEPSI: DIET (Doing it right first time; Innovative ways to please customers; Evenness(consistent); Total customer service and satisfaction) - PEPSI (Perfection; Eliminating waste; Providing goods and usable product; Speed of Delivery; In Complia
Concept of Quality
CA (Competitive Advantage) has 6 Characteristics
Six Sigma concept
The Juran trilogy
2. Fewer leve of manager; emphasize on team work
Organization
Flat Hierarchy
5 Steps of Continual improvement
Reponsibility of Meetings Leader
3. They both are continuously improving and obsessed with quality
Reactive
Quality Improvement
TQM and ISO integration
Western Management
4. Establishing acceptable level --> establishing high performance
Six Sigma concept
Participative leadership
WOHCAO
How quality is measured
5. 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
Common causes of Variation
Role of Middle Management
Four Step Quality Model
Market ethic model for Ethical Decisions
6. Demanding global customers: global customer is a part of regional trade; expect both high quality - Approaches to management: leading people in global marketplace - Shifting customer expectation: global customer not only interested in quality produ
Juran's Trilogy
Future of Quality Management
Meeting
Juran recommendations for handling and overcoming resistance to change
7. Also known as Directive - not appropriate in total quality setting
Responsibility of meetings participant
Key Stakeholders
Autocratic leadership
Categorical imperical for Ethical Decisions
8. Safety - Security - Social - Esteem - Self actualization
Individual needs
Organizational values that contribute to unethical behavior
QI Steps
Total quality
9. Strategically based - Customer focus - obssessed with quality - scientific approach to decision making - long term commitment - teamwork - continual process improvement - education and training - freedom through control - unity of purpose - employee
Cost
NQI
Characteristics of total quality approach
Leadership characteristics that build followership
10. A Group helps the meeting to move through each step or process - Initiating (getting the group started) - Giving or Seeking info - Focusing on relevant information; Coordinating - Pointing out ideas; issues; Setting Procedures - Suggesting decision
Common causes of Variation
Inward
Continuous Improvement
Task facilitating Behaviors (meetings)
11. Traditional management looks...
Principles of leadership for quality
Inward
Deming's 7 deadly diseases
Involved employee
12. Leadership planning - strategic planning - customer market focus - measurement analysis and knowledge management - workforce process - process management - results
Stranger
Customers
Manager's 3 Main Responsibilities in Ethics
Criteria for Baldridge award
13. Also known as consultive - this can lead to failed results from compromises
Zero Defect
Criteria for Baldridge award
Quality in Services
Democratic leadership
14. Who has had a problem will tell 9 or 10 about it
Organizational model for Ethical Decisions
Quality Definition
Average Customer
Theory of Knowledge
15. 1. identify product characteristics wanted by customers 2. Classify characteristics in terms of criticality 3. Determine if the classified are controlled by part and or process 4. Determine the maximum allowable tolerance for each characteristics 5.
Six Sigma 6-Step protocol for Process improvement
Cost of Quality
Customer defined quality
Outward
16. Create and publish to all employees a statement of the aims and purposes of the company - Learn the New philosophy - Understand the purpose of Inspection - End the practice of awarding business on basis of price tag - Improve constantly - Institute
Proactive
Demings 14 Points
Internal Failure Costs
Servant leadership
17. Imporve Quality; cost decrease because of less rework; productivity improves; capture the market; business stays; provide more jobs
Deming Chain Reaction
Responsibility of meetings participant
Participative leadership
Subjective Decision Making
18. 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
DMAIC
Characteristics of total quality approach
Competitive Strategy
QI Steps
19. Six times more to attract a new customer to keep current customer
Quality Improvement
Cost
Juran's Three Basic Steps
Taguchi Robust Design
20. Customer must be the org's top priority - customers who are satisfied becpme reliable - customer satisfaction is ensured by producing high quality products - satisfaction implies continual improvement
Black Belt
Customer defined quality
Facts about common variation causes
Six Sigma 6-Step protocol for Process improvement
21. Treat common cause as special cause; treat special cause as common cause
Two fundamental mistakes management makes
Rationale for teams
Customers
True friend
22. The benefit of avoiding harm - long term maitenance of good reputation - affirmative benefits
Black Belt
Characteristics of total quality approach
Steward leadership (And Stewardship)
Benefits of Ethical Business
23. Never hear from more than 90 percent of its unhappy customers
Deming Cycle or Shewhart Cycle
Average Company
Task facilitating Behaviors (meetings)
Black Belt
24. Costs occurring prior to delivery or shipment Ex: Scrap; rework; retest; re inspection
Siruational leadership
Quality Definition
Internal Failure Costs
Bossing
25. 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
Requirements for TQ implementation
Organizational values that contribute to unethical behavior
Leaders
QC Steps
26. Enables members to contribute; allow various views; a sense of participants involvement and importance - Time Spent Avg > 25; upper and middle manager >40; senior executive 4days/week
Categorical imperical for Ethical Decisions
Importance of Meeting
TQ to CA
Cost Leadership
27. European Foundation for Quality Management - Two Part: European quality prize; European quality award in Oct 1991
Customers
JUSE
Average Customer
EFQM
28. Internal - sell what we can build --> External - build what customers need
Customer defined quality
Product Design
Failure Costs
Characteristics of total quality approach
29. Many level of manager; emphasize on functional lines of authority
Tall Hierarchy
Organizational model for Ethical Decisions
Approaches to TQ
Continual Improvement
30. Sense of purpose - Discipline - Honesty - Credibility - Common sense - Stamina - Commitment - Steadfastness
How Customer Values Benefits in Product/Service
Leadership characteristics that build followership
Master Black Belt
Benefits of Ethical Business
31. Costs associated with measuring - evaluating or auditing products Ex: Product audit; incoming and source inspection; in process inspection etc
Juran's Three Basic Steps
Appraisal Costs
Doctrine of mean model for Ethical Decisions
Continual Improvement
32. Subset of continual; specific focus on linear incremental approaches
External Failure Costs
Continuous Improvement
Target market
Juran's Trilogy
33. 6 basic elements 1) Customer Focus drive customer satisfaction; what customer wants; how customer uses product; customer opinion surveys and focus group
Importance of Meeting
Organization
Proactive
Approaches to TQ
34. Company wide Quality Control
Average Company
CWQC
Flat Hierarchy
Product Design
35. Gathering of two or more person who interact face to face
Empowerment
Meeting
Principles of leadership for quality
How quality is achieved
36. Strength - Weakness - Opportunity - Threat
Organizational model for Ethical Decisions
QI Steps
Siruational leadership
SWOT analysis
37. 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
Group Maintenance Behavior
How Customer Values Benefits in Product/Service
Organization
Involved employee
38. Canada National Quality Institute - Major Categories: Leadership - Customer focus; Planning for improvement; People focus; Process Optimization; Supplier Focus
Benefits of Ethical Business
Categorical imperical for Ethical Decisions
Quality as Strategy
NQI
39. Seek to go beyond employee empowerment to employee autonomy
EFQM
Steward leadership (And Stewardship)
Factors that inhibit competitiveness
Quality in Services
40. Satisfy social needs - teamwork promotes communication - multiplies the potential of individul members
Rationale for teams
Doctrine of mean model for Ethical Decisions
strategic management
ASQ
41. Existant problem Approach to the solution of existant is always...
Reactive
Proportioality ethic model for Ethical Decisions
Democratic leadership
strategic management
42. Inspected into product --> determine by product design
Importance of Meeting
How quality is achieved
Continuous Improvement
Average Company
43. An approach to doing business that attempts to maximize the competitivness of an organization through the continual improvement of the quality of its products services people processes and enviornment
9 Discussion Skills
Market Niche
Total quality
Characteristics of total quality approach
44. 80 to 90% of observed variation; remaining 10 to 20% result from special cause; common causes are also said stable
Leadership characteristics that build followership
Facts about common variation causes
Organizational System
Errors organizations make implementing TQM
45. 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
Objective decision making
Rationale for teams
Role of Middle Management
Reactive
46. Communication - interpersonal relations - conflict management - problem solving - teamwork - employee empowerment and involvement - customer focus
Flat Hierarchy
Elements of TQ that depend on trust
Coaching
Factors working against Team Success
47. Japanese Scientists and Engineers - instituted Deming's prize in 1951
Key Stakeholders
JUSE
Proportioality ethic model for Ethical Decisions
Leadership characteristics that build followership
48. Highly profitable customer/long term
Competitive Strategy
True friend
Quality in Services
Elements of TQ that depend on trust
49. Man behind statistical quality control concepts
Deming
Individual needs
Stranger
Proportioality ethic model for Ethical Decisions
50. boss --> stockholder --> customer
Key Stakeholders
Lean
Organizational System
Internal Failure Costs