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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. American Society for Quality
ASQ
True friend
Role of Middle Management
Inward
2. That there is no knowledge without theory and that experience alone does not establish a theory; Experience only describes; it cannot be tested
Average Customer
Theory of Knowledge
Role of Middle Management
Equal freedom model for Ethical Decisions
3. Process for breaking through to unprecedented levels of performance
Elements of TQ that depend on trust
Deming
Customer defined quality
Quality Improvement
4. Basic training DMAIC roadmap
Green belt Six Sigma
Western Management
Psychology
Traditional costs of poor quality
5. Leadership and Differentiation leadership both appeal specifically to the ...
Facts about common variation causes
Reponsibility of Meetings Leader
9 Discussion Skills
Target market
6. Fewer leve of manager; emphasize on team work
Competitive Advantage
9 Discussion Skills
Flat Hierarchy
Quality Improvement
7. Relationships - Personal identity - Identity within the org.
Factors working against Team Success
How Customer Values Benefits in Product/Service
WOHCAO
Continuous Improvement
8. There is a point of diminishing return that applies to quality and competitiveness - step 1: Achieve structured improvements on a continual basis - step 2: Establish an extensive training program - step 3: Establish commitment and Leadership
9. Many level of manager; emphasize on functional lines of authority
Objective decision making
Organizational System
Tall Hierarchy
Key Stakeholders
10. 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
What makes a team?
Differentiation Strategies
Continuous Improvement
Cost of Quality
11. Latent Approach to the solving a Latent problem is...
Empowerment
Proactive
Two fundamental mistakes management makes
Concept of Quality
12. Seeks to improve efficiency and control costs
How Customer Values Benefits in Product/Service
Cost Leadership
POLCA
Continuous Improvement
13. Middle ground ethical
Factors working against Team Success
Doctrine of mean model for Ethical Decisions
Categorical imperical for Ethical Decisions
Group Maintenance Behavior
14. Quality of Design; conformance (target design achieved); Performance (to customers need)
Future of Quality Management
Competitive Advantage
Concept of Customer Value
POLCA
15. Are bound to short term focus - they think they know more than customers - underestimate potential contribution of employees.
Juran's Ten steps to Quality Improvement
How quality is Defined
Western Management
Customer defined quality
16. Lack of consistancy - emphasis on short term profits - personal review systems - job joping by managers - using only visible data and information in dec making - excessive medical costs - excessive costs of liability
17. American National Standards Institute
Involved employee
ANSI
9 Discussion Skills
External Failure Costs
18. Establishing acceptable level --> establishing high performance
Black Belt
Stranger
Theory of Knowledge
How quality is measured
19. Develop infrastructure; identify specific areas; establish a project; provide team with what they need
Continual Improvement
QI Steps
The Juran trilogy
Six Sigma 6-Step protocol for Process improvement
20. Agreement - Adhere to rules - Fair distribution of responsibilities - Adapt to change
Barnacle
How Customer Values Benefits in Product/Service
Deming Cycle or Shewhart Cycle
What makes a team?
21. Focus on narrowly defined segment of the market.
Meeting
Inward
Market Niche
Task facilitating Behaviors (meetings)
22. Based on peer review
Professional ethic model for Ethical Decisions
QI Steps
Average Customer
Deming's 7 deadly diseases
23. Supplier Input Process Output Customer - Before beginning a process improvement project; you must first identify all the relevant elements. You use a SIPOC Diagram to help define these
Perceived Quality
Quality Control
SIPOC
Characteristics of world class organization
24. Treat common cause as special cause; treat special cause as common cause
Failure Costs
A good leader
Quality Improvement
Two fundamental mistakes management makes
25. Employees may be reluctant to accept management rationale for empowerment - work hard and smart - think creatively
WOHCAO
Meeting
Juran's Three Basic Steps
Importance of Meeting
26. Black and white model
Categorical imperical for Ethical Decisions
Requirements for TQ implementation
Responsibility of meetings participant
Continuous Improvement
27. Highly profitable customer/ short term
Prevention Costs
Organizational model for Ethical Decisions
Profound Knowledge
Butterfly
28. Results based - only focused on goal at hand - overlooks potential problems
Concept of Customer Value
Target market
Goal oriented leadership
The Juran trilogy
29. More advanced DMAIC
Continuous Improvement
Black Belt
Market Niche
Western Management
30. 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
Juran's Trilogy
Task facilitating Behaviors (meetings)
Siruational leadership
True friend
31. Given ownershipalong with expecting input
Transcedent View of Quality
Collecting input from empowered employees
Empowered employee
Black Belt
32. 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)
Cost of Quality
TQ to CA
Democratic leadership
Cost Leadership
33. Suggests there is increasing loss associated with increasing variability or deviation of target value
Perceived Quality
Equal freedom model for Ethical Decisions
Taguchi
Deming's 7 deadly diseases
34. Inspected into product --> determine by product design
How quality is achieved
Facts about common variation causes
Individual needs
Creativity in decision making
35. Customer service - quality control - innovation - team based approach - new technology - research development - buisness and partnership alliances - re-engineering of processes - political lobbying
Subjective Decision Making
Characteristics of world class organization
Facts about common variation causes
WOHCAO
36. Communication - interpersonal relations - conflict management - problem solving - teamwork - employee empowerment and involvement - customer focus
Continuous Improvement
Elements of TQ that depend on trust
Coaching
Deming Cycle or Shewhart Cycle
37. 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
Equal freedom model for Ethical Decisions
Quality as Strategy
WOHCAO
Competitive Strategy
38. 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
Importance of Meeting
Involved employee
TQM and ISO integration
Market Niche
39. Six times more to attract a new customer to keep current customer
How quality is achieved
Failure Costs
Juran's Trilogy
Cost
40. The plando-check-act & Analyze (PDCA) cycle
Factors that inhibit competitiveness
Profound Knowledge
ISO 9000
Deming Cycle or Shewhart Cycle
41. Increasing dis satisfaction as the product performance goes below the desired target
Taguchi Loss Function
Organizational System
Facts about common variation causes
Six Sigma 6-Step protocol for Process improvement
42. Set example of ethical behavior - help employees make ethical choices - help employees follow through and exhibit ethical behavior after appropriate choice has been made
43. System that focuses on result; not process
Deming Chain Reaction
Management by Objectives
MBO
Two fundamental mistakes management makes
44. 80 to 90% of observed variation; remaining 10 to 20% result from special cause; common causes are also said stable
Target market
Facts about common variation causes
Four Step Quality Model
JUSE
45. Preparation - Incubation - insight - Verification
CA (Competitive Advantage) has 6 Characteristics
Creativity in decision making
Juran recommendations for handling and overcoming resistance to change
Six Sigma 6-Step protocol for Process improvement
46. 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
Total quality
Taguchi Robust Design
Six Sigma concept
Demings 14 Points
47. Define - Measure - Analyze - Improve - Control - How Six Sigma is measured.
CWQC
Lean
Task facilitating Behaviors (meetings)
DMAIC
48. Four parts: A (Appreciation for a system - Set of function or activites within an organization) - Activities - Training - Information - Leadership - Disruption and Management process - According to Deming - most performance appraisal do not recogniz
Appraisal Costs
Profound Knowledge
Green belt Six Sigma
Cost
49. Company wide Quality Control
Cost of Quality
CWQC
BEA
5 Steps of Continual improvement
50. Managers set goals for productivity; efficiency; and profitability; usingmanagement set goals for productivity; efficiency; and profitability
Creativity in decision making
Facts about common variation causes
Management by Objectives
Demings 14 Points