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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. Increasing dis satisfaction as the product performance goes below the desired target
Collecting input from empowered employees
Taguchi Robust Design
Taguchi Loss Function
Tall Hierarchy
2. Costs occurring prior to delivery or shipment Ex: Scrap; rework; retest; re inspection
Internal Failure Costs
Leadership characteristics that build followership
Task facilitating Behaviors (meetings)
Deming Cycle or Shewhart Cycle
3. Strength - Weakness - Opportunity - Threat
ISO 9000
SWOT analysis
TQ to CA
Demings 14 Points
4. Process for breaking through to unprecedented levels of performance
Dimension of service quality
Quality Improvement
Continuous Improvement
Doctrine of mean model for Ethical Decisions
5. Who has had a problem will tell 9 or 10 about it
WOHCAO
Average Customer
Group Maintenance Behavior
Equal freedom model for Ethical Decisions
6. Many level of manager; emphasize on functional lines of authority
Full Disclosure model for Ethical Decisions
Tall Hierarchy
Individual needs
Approaches to TQ
7. Quality (meeting specs; inspect product --> customer value; quality & cost) - Measurement (internal efficiency; cost; profitability --> measure linked to customers) - Positioning (competition --> customer segments)
Western Management
Deming Cycle or Shewhart Cycle
Collecting input from empowered employees
How Customer Values Benefits in Product/Service
8. Excessive overtime - pricing errors billing errors excessive turnover - delay -late paperwork -overdue recievables
Target market
A good leader
Organizational values that contribute to unethical behavior
Hidden costs of poor quality
9. Process for meeting quality goals during operation
Autocratic leadership
Juran's Three Basic Steps
How quality is measured
Quality Control
10. Good outweighs the bad
Proportioality ethic model for Ethical Decisions
Democratic leadership
Empowered employee
Differentiation Strategies
11. The sum of the above costs
Customers fall into 4 different groups
Psychology
TQC
Two fundamental mistakes management makes
12. 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
Transcedent View of Quality
CA (Competitive Advantage) has 6 Characteristics
Total Quality
Target market
13. Sense of purpose - Discipline - Honesty - Credibility - Common sense - Stamina - Commitment - Steadfastness
Leadership characteristics that build followership
Total quality
What makes a team?
QI Steps
14. Develop infrastructure; identify specific areas; establish a project; provide team with what they need
QI Steps
Absolute of Qualiy Management (Crosby's)
Psychology
Customers fall into 4 different groups
15. People; Purpose; Process; POLCA
Unit of Organization
Cost of Quality
The Juran trilogy
Stranger
16. 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
Continual Improvement
Reactive
Six Sigma concept
17. Also known as free reign or non directive - this is time consming and only works if all are committed
Organizational values that contribute to unethical behavior
Juran's Trilogy
Participative leadership
Green belt Six Sigma
18. Primary characteristics: Perceived Quality - image; brand names - Feature bell and whistles - Conformance - degree to which physical and performance characteristic matches; pre established standards - Aesthetics - how product looks;sound; taste;
BEA
Quality in Manufacturing Performance
Continuous Improvement
Organization
19. Existant problem Approach to the solution of existant is always...
Western Management
Reactive
Continual Improvement
Deming
20. Results based - only focused on goal at hand - overlooks potential problems
External Failure Costs
Goal oriented leadership
DMAIC
Theory of Variation
21. Safety - Security - Social - Esteem - Self actualization
Zero Defect
Individual needs
A good leader
Psychology
22. Quality of Design; conformance (target design achieved); Performance (to customers need)
Quality Improvement
Bossing
Concept of Customer Value
Subjective Decision Making
23. 80 to 90% of observed variation; remaining 10 to 20% result from special cause; common causes are also said stable
Cost Leadership
Quality Improvement
Facts about common variation causes
Differentiation Strategies
24. Profound knowledge; not two process are same alike
Quality Control
Coaching
Key Stakeholders
Theory of Variation
25. The most ethical decision is one that best serves the organizations interest.
Organizational model for Ethical Decisions
Principles of leadership for quality
Self Oriented Behavior (meetings)
WOHCAO
26. Concept based off TPS - A Better product is developed or better service is delivered using less of everything required - Is about being flexible - Reduction of waste - Improving workflow
Rationale for teams
Lean
Organizational model for Ethical Decisions
ASQ
27. Are visibly involved in the effort he or she is leading - they know where they want to go - they must be courageous and trustworthy. - their most important goal is helping their employees do their job with pride.
Leaders
Proactive
8 principles for ISO 9000 QMS
Importance of Meeting
28. Ongoing process to improve products services or processes
QC Steps
Characteristics of world class organization
Continuous Improvement
Coaching
29. Also known as consultive - this can lead to failed results from compromises
Democratic leadership
Group Maintenance Behavior
Facts about common variation causes
Management by Objectives
30. Internal - sell what we can build --> External - build what customers need
Continual Improvement
Product Design
Professional ethic model for Ethical Decisions
Competitive Strategy
31. Any profit makes it ethical
Market ethic model for Ethical Decisions
Green belt Six Sigma
Four Step Quality Model
Bossing
32. Correct problems - Look upstream - Document problems - Monitor change - Maintain communication
5 Steps of Continual improvement
Target market
Objective decision making
Management by Objectives
33. Costs resulting from products or services not conforming to requirements or customer/user needs
TQM and ISO integration
Profound Knowledge
Failure Costs
Deming
34. To keep pace with the changes in the external environment
Elements of TQ that depend on trust
QI Steps
Psychology
Continuous Improvement
35. Low profit customer/short term
Barnacle
Stranger
How Customer Values Benefits in Product/Service
Concept of Quality
36. Traditional management looks...
Bossing
Factors working against Team Success
Servant leadership
Inward
37. Company wide Quality Control
CWQC
How quality is achieved
EFQM
strategic management
38. Facilitators to team development and continually improving performance
Four Step Quality Model
Flat Hierarchy
Perceived Quality
Coaching
39. A firm's ability to achieve market superiority over its competitors
Six Sigma 6-Step protocol for Process improvement
TQM and ISO integration
Hidden costs of poor quality
Competitive Advantage
40. The plando-check-act & Analyze (PDCA) cycle
Professional ethic model for Ethical Decisions
Customers
Deming Cycle or Shewhart Cycle
Factors that inhibit competitiveness
41. Highly profitable customer/ short term
Reponsibility of Meetings Leader
Barnacle
Juran's Three Basic Steps
Butterfly
42. PDCA: Plan (identify an opportunity) - Do (implement the change) - Check (use data to analyze the results of the change) - Act (if successful; implement it on a wider scale)
Servant leadership
Four Step Quality Model
Demings 14 Points
Lean
43. Planning; Organizing; Leading; Controlling
POLCA
Empowered employee
Quality Definition
Zero Defect
44. Customer focus - obsession with quality - recognizing structure of work - freedom through control - unity of purpose - looking for faults in systems - teamwork- continued education and training
TQM and ISO integration
Principles of leadership for quality
How quality is achieved
CWQC
45. Employees may be reluctant to accept management rationale for empowerment - work hard and smart - think creatively
Organizational values that contribute to unethical behavior
WOHCAO
Creativity in decision making
True friend
46. Prepare Carefully - Study agenda; anticipate; list question; prepare your case - Contribute positively - Be punctual; Speak up; show relationship between ideas; summarize; following agenda - Listen Actively - Look interested; maintain eye contact; fr
Responsibility of meetings participant
Autocratic leadership
Continuous Improvement
Dimension of service quality
47. 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
Reponsibility of Meetings Leader
Cost of Quality
Demings 14 Points
Failure Costs
48. Imporve Quality; cost decrease because of less rework; productivity improves; capture the market; business stays; provide more jobs
Benefits of Ethical Business
Internal Failure Costs
Deming Chain Reaction
Flat Hierarchy
49. Based on peer review
Professional ethic model for Ethical Decisions
Juran's Ten steps to Quality Improvement
Deming's 7 deadly diseases
BEA
50. Aka Contingency leadership - selecting style based on circumstances - not good for TQ setting because its only focus is on short-term
CA (Competitive Advantage) has 6 Characteristics
Siruational leadership
Average Company
A good leader