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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. Assess actual quality; compare performance; act on differences
QC Steps
Cost of Quality
Customers fall into 4 different groups
Individual needs
2. 'Do unto others' - take view point of stakeholder into account in deciding what is ethical
Golden rule model for Ethical Decisions
Competitive Advantage
Flat Hierarchy
Deming's 7 deadly diseases
3. Is management that bases all actions activities and decisions on what is most likely within an ethical framework to ensure successful performance in the marketplace.
Goal oriented leadership
Deming's 7 deadly diseases
strategic management
Cost Leadership
4. The plando-check-act & Analyze (PDCA) cycle
Juran's Trilogy
Market Niche
Deming Cycle or Shewhart Cycle
Taguchi Robust Design
5. 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
Master Black Belt
Steward leadership (And Stewardship)
Responsibility of meetings participant
Leadership characteristics that build followership
6. American Society for Quality
EFQM
Continuous Improvement
ASQ
Total Quality
7. 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;
5 Steps of Continual improvement
Western Management
Demings 14 Points
Quality in Manufacturing Performance
8. 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
Demings 14 Points
Continual Improvement
BEA
Collecting input from empowered employees
9. 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
Inward
ASQ
Unit of Organization
10. 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
Western Management
External Failure Costs
Juran's Trilogy
SIPOC
11. Seek to add value as defined by customers provide customer more value for the money
Differentiation Strategies
ANSI
Democratic leadership
Black Belt
12. 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
Objective decision making
Reponsibility of Meetings Leader
Concept of Quality
Collecting input from empowered employees
13. 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
14. Costs associated with measuring - evaluating or auditing products Ex: Product audit; incoming and source inspection; in process inspection etc
Cost
Role of Middle Management
Quality as Strategy
Appraisal Costs
15. Excessive overtime - pricing errors billing errors excessive turnover - delay -late paperwork -overdue recievables
Individual needs
Unit of Organization
Hidden costs of poor quality
Juran's Ten steps to Quality Improvement
16. 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
Responsibility of meetings participant
DMAIC
Theory of Variation
Customer defined quality
17. 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
Goal oriented leadership
Lean
Bossing
8 principles for ISO 9000 QMS
18. 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
SIPOC
Common causes of Variation
Autocratic leadership
Deming's 7 deadly diseases
19. 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
QI Steps
Competitive Strategy
Six Sigma concept
BEA
20. Satisfy social needs - teamwork promotes communication - multiplies the potential of individul members
Group Maintenance Behavior
Inward
Rationale for teams
Quality as Strategy
21. Commitment by top managers - commitment of resources - plan & publicize - Sops or infrastructure that supports deployment
Quality Control
Absolute of Qualiy Management (Crosby's)
Requirements for TQ implementation
Customer defined quality
22. Seek to go beyond employee empowerment to employee autonomy
Benefits of Ethical Business
Six Sigma concept
Customer defined quality
Steward leadership (And Stewardship)
23. Sense of purpose - Discipline - Honesty - Credibility - Common sense - Stamina - Commitment - Steadfastness
Reactive
Leadership characteristics that build followership
Quality Control
Customers
24. Subset of continual; specific focus on linear incremental approaches
Competitive Strategy
Continuous Improvement
Rationale for teams
Dimension of service quality
25. Suggests there is increasing loss associated with increasing variability or deviation of target value
Leaders
Inward
Individual needs
Taguchi
26. Agreement - Adhere to rules - Fair distribution of responsibilities - Adapt to change
QI Steps
What makes a team?
Facts about common variation causes
True friend
27. Business Excellence Awards - started in 1988
TQC
SIPOC
Principles of leadership for quality
BEA
28. Costs resulting from products or services not conforming to requirements or customer/user needs
Failure Costs
Continuous Improvement
Collecting input from empowered employees
9 Discussion Skills
29. Planning; Organizing; Leading; Controlling
CA (Competitive Advantage) has 6 Characteristics
POLCA
How Customer Values Benefits in Product/Service
A good leader
30. 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
Theory of Knowledge
Transcedent View of Quality
TQC
Proactive
31. An organization is an entity where two or more persons work together to achieve a goal or a common purpose.
Servant leadership
Quality Control
Errors organizations make implementing TQM
Organization
32. More advanced DMAIC
Theory of Knowledge
Black Belt
Traditional costs of poor quality
DMAIC
33. Six times more to attract a new customer to keep current customer
Cost
ASQ
Benefits of Ethical Business
Continual Improvement
34. 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.
QP Steps
Full Disclosure model for Ethical Decisions
Customer defined quality
Leaders
35. 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
Categorical imperical for Ethical Decisions
How quality is measured
How quality is achieved
36. Also known as free reign or non directive - this is time consming and only works if all are committed
Barnacle
Facts about common variation causes
Individual needs
Participative leadership
37. Establishing acceptable level --> establishing high performance
POLCA
Market Niche
QC Steps
How quality is measured
38. Who make complains more than half will do business with you again
TQ to CA
Total quality
Quality Definition
Customers
39. Customer focused management looks...
Outward
Participative leadership
Doctrine of mean model for Ethical Decisions
Reponsibility of Meetings Leader
40. Profound knowledge; not two process are same alike
Theory of Variation
MBO
DMAIC
Taguchi
41. The totality of features and characteristics of a product or service that bears on its ability to satisfy given needs'
Concept of Quality
Quality Definition
Continuous Improvement
Individual needs
42. Who has had a problem will tell 9 or 10 about it
Juran recommendations for handling and overcoming resistance to change
Meeting
Average Customer
Democratic leadership
43. Middle ground ethical
Average Customer
Doctrine of mean model for Ethical Decisions
Organizational System
Categorical imperical for Ethical Decisions
44. Ongoing process to improve products services or processes
Six Sigma concept
Concept of Customer Value
Target market
Continuous Improvement
45. Quality (meeting specs; inspect product --> customer value; quality & cost) - Measurement (internal efficiency; cost; profitability --> measure linked to customers) - Positioning (competition --> customer segments)
Continuous Improvement
How Customer Values Benefits in Product/Service
Reponsibility of Meetings Leader
QC Steps
46. The most ethical decision is one that best serves the organizations interest.
ASQ
Organizational model for Ethical Decisions
Taguchi Robust Design
Appraisal Costs
47. Butterfly - true friend - stranger - barnacle
Customers fall into 4 different groups
Internal Failure Costs
ANSI
SWOT analysis
48. Determine who the customer; their needs; develop products and system; deploy the plan
Theory of Knowledge
QP Steps
Principles of leadership for quality
Approaches to TQ
49. 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)
Key Stakeholders
Competitive Strategy
Reactive
Four Step Quality Model
50. Increasing dis satisfaction as the product performance goes below the desired target
Organizational System
Cost of Quality
Internal Failure Costs
Taguchi Loss Function