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Hourly workers lacked education. Customers Selecting a supplier based entirely on who bids the lowest price on a supply contract To allow other workers to concentrate on output quantity rather than quality
BSOP 326 Week 8 Final Exam Questions and Answers 2024
1. (TCO 1) Which of the following factors allowed Frederick Taylor's scientific management philosophy
to work well at the turn of the 20th century? (Points : 6)
Unionization of workers did not exist. Hand labor was dominant in manufacturing. Production quality was of greater concern than production quantity.
Question 2.
2. (TCO 1) Which of the following stakeholders require companies to make long-term commitments to, in
the context of total quality? (Points : 6)
Employees Suppliers All of the above
Question 3.
3. (TCO 2) Which of the following practices would NOT be found in a TQM company? (Points : 6)
Training suppliers in quality improvement methodology Retaining suppliers that meet expectations for superior quality Requiring suppliers to provide proof of capable processes
Question 4.
4. (TCO 2) Which of the following is NOT a purpose of final product inspection? (Points : 6)
To ensure that no defective items reach the customer To discover & help resolve production problems To judge the quality of the manufacturing
Question 5.
5. (TCO 3) In which of the following categories can companies receive a Malcolm Baldrige National
Quality Award? (Points : 6)
Small business
Manufacturing Service All of the above
Question 6.
6. (TCO 3) ISO 9000 recertification is required every. (Points : 6)
three years five years seven years nine years
Question 7.
7. (TCO 4) considered top management's commitment to quality an absolute necessity for TQM.
(Points : 6)
Deming Crosby Juran All of the above
Question 8.
8. (TCO 4) The primary reason for Deming's position that slogans should be eliminated is which of the
following? (Points : 6)
Most problems are a result of the system & cannot be eliminated without redesigning the system. Slogans take up valuable space in the production department. Slogans are costly to maintain & periodically update. Workers don't always understand the slogans.
Question 9.
9. (TCO 5) Measurable performance levels that define the quality of customer contact with an
organization's representatives are known as which of the following? (Points : 6)
Customer contact requirements Quality function deployments
All of the above employee involvement team members
Question 14.
14. (TCO 7) GE's "Work-Out" program is an example of. (Points : 6)
team-based training 360 feedback performance appraisal
Question 15.
15. (TCO 8) The key stages of a team's life cycle include which of the following? (Points : 6)
Forming Storming Adjourning
Question 16.
16. (TCO 8) In firms that implement Six Sigma efforts, are often targeted as future leaders.
(Points : 6)
Black belts champions Green belts
Question 17.
17. (TCO 9) Which of the following is not part of a process control system? (Points : 6)
Comparison of actual results with the standard A means of measuring accomplishment A standard or goal
Question 18.
18. (TCO 9) All the following are reasons for high error rates in manual inspection, except for.
(Points : 6)
A backup process
high product complexity high worker turnover high defect rate high inspection rate
Question 19.
19. (TCO 10) During Final Inspection at a shirt manufacturer, more than 1,500 shirts were found with
incorrect buttons. The manufacturer sold the shirts at 70 percent of the normal price to a retailer who specializes in factory seconds. The revenue lost by the manufacturer is considered which of the
following? (Points : 6)
An internal failure cost An appraisal cost An external failure cost A prevention cost
Question 20.
20. (TCO 10) The additional labor that is used when a machined part is returned to the drilling
department for rework to correct a quality problem is considered which of the following? (Points : 6)
A prevention cost An appraisal cost An internal failure cost An external failure cost
Question 21.
21. (TCO 11) The Deming cycle is based on the premise that improvement comes from which of the
following? (Points : 6)
The application of knowledge Financial investment Automation Clearly defined numerical performance goals
Question 22.
22. (TCO 11) Which of the following was NOT illustrated by the Red Bead Experiment? (Points : 6)
Management is responsible for the system.
Define, Monitor, Analyze, Improve, Confirm Define, Monitor, Analyze, Invest, Control Define, Measure, Analyze, Improve, Control Define, Measure, Analyze, Invest, Control
Question 27.
27. (TCO 14) Current research suggests leadership will have to change from: (Points : 6)
Process to position Focus throughout the organization to a focus at the top Power resulting from position to power resulting from knowledge Feeling & emotional to logical & rational
1. (TCO 3) Answer the following questions concerning ISO 9000:
- Discuss the basic premise behind ISO 9000. (10 points)
- Discuss three of the five objectives of ISO 9000. (10 points)
- Discuss the three documents that make up ISO 9000. (10 points)
1) One of the basic premises of ISO 9000 is that consistency of results starts with consistency of process
execution, which can be achieved through documentation, training, & automation. The requirement for
commonly exceed customer requirements.
2) The three objectives of ISO 9000 are:
a) Gives businesses with useful, globally recognized models for operating a quality management system.
b) Achieve, maintain & aim to regularly enhance product quality (the standards define “product” as the
output of any process. Therefore, this word will also apply to “services,” whether internal or external to
the business).
effectiveness of the process, both in terms of customer requirements & internal needs. Internal needs
documentation permeates the standard. There must be a way of measuring & verifying the efficiency &
c) Primary objective of getting these standards is to boost the goodwill of organization. Customer can
compare the quality of two companies , one is with ISO standard & other is without ISO standard.
Goodwill could be in form of rise in sale or more promotion of product of company.
3) ISO 9000 refers to a set of three Quality Management System (QMS) documents: ISO 9000, ISO 9001,
& ISO 9004, produced by the International Organization for Standardization.
- ISO 9000 contains the definitions & terminology used by the ISO 9001 standard.
- ISO 9001 contains the actual QMS requirements used for certification or registration audits.
- ISO 9004 is a set of guidelines that can be used to develop a quality management systems.
3. (TCO 4) Answer the following three parts relating Peter Scholtes's observations in regard to the failure
to understand Deming's Profound Knowledge, which can result in severe problems.
- Discuss what happens when people do not understand variation. (10 points)
- Discuss what happens when people do not understand systems. (10 points)
- Discuss what happens when people do not understand psychology. (10 points)
Ans) 1) When people don’t understand variation;
· They don’t see trends that are occurring;
· They see trends where there are none;
· They don’t know when expectations are realistic;
· They don’t understand past performance so they can’t predict future performance;
· They don’t know the difference between prediction, forecasting, & guesswork;
· They give others credit or blame when those people are simply either lucky or unlucky. This
usually occurs because people tend to attribute everything to human effort, heroics, frailty,
error, or deliberate sabotage, no matter what the systemic cause; and
· They are less likely to distinguish between fact & opinion.
2) When people don’t understand systems;
· They see events as individuals incidents rather than the net result of many interactions and
enrgy they bring to their work; & to what extend positive feelings emerge from the work experience; the
needs of the organization & the expected roles & responsibilities; the emotional - how much passion &
wok force is very important for the implementation of TQM as Improving quality has become a copany-
wide effort as the increasing globalization of business underscores the necessity of continuous
improvement. Total quality management (TQM), the preferred approach to achieving this end, is o
longer the sole concern of quality engineers, product designers, process engineers & other specialists.
Even the human resource management (HRM) function has an important role to play in developig
quality across the entire organization.
3) A participative management style offers various benefits at all levels of the organization. By creating a
nse of ownership in the company, participative management instills a sense of pride & motivates
employees to increase productivity in order to achieve their goals. Employees who participate in the
esteem & creative fulfillment heightened. Information sharing, which is concerned with keeping
employees informed about the economic status of the company.
3. Transporting (McBride, 2009)
Transporting product between processes is a cost incursion which adds no value to the product.
Excessive movement & handling cause damage & are an opportunity for quality to deteriorate.
Material handlers must be used to transport the materials, resulting in another organizational cost
that adds no customer value. Transportation can be difficult to reduce due to the perceived costs
of moving equipment & processes closer together. Furthermore, it is often hard to determine
which processes should be next to each other. Mapping product flows can make this easier to
visualize.
4. Inappropriate Processing (McBride, 2009)
Often termed as “using a sledgehammer to crack a nut,” many organizations use expensive high
precision equipment where simpler tools would be sufficient. This often results in poor plant
layout because preceding or subsequent operations are located far apart. In addition they
encourage high asset utilization (over-production with minimal changeovers) in order to recover
the high cost of this equipment. Toyota is famous for their use of low-cost automation, combined
with immaculately maintained, often older machines. Investing in smaller, more flexible
equipment where possible; creating manufacturing cells; & combining steps will greatly reduce
the waste of inappropriate processing.
5. Unnecessary Inventory (McBride, 2009)
ecisions of the company feel like they are a part of a team with a common goal, & find their sense of elf-
moivational - how important, challenging, & meaningful people perceive their work is.The ownership at
Work in Progress (WIP) is a direct result of overproduction & waiting. Excess inventory tends to
hide problems on the plant floor, which must be identified & resolved in order to improve
operating performance. Excess inventory increases lead times, consumes productive floor space,
delays the identification of problems, & inhibits communication. By achieving a seamless flow
between work centers, many manufacturers have been able to improve customer service & slash
inventories & their associated costs.
6. Unnecessary / Excess Motion (McBride, 2009)
This waste is related to ergonomics & is seen in all instances of bending, stretching, walking,
lifting, & reaching. These are also health & safety issues, which in today’s litigious society are
becoming more of a problem for organizations. Jobs with excessive motion should be analyzed
& redesigned for improvement with the involvement of plant personnel.
7. Defects (McBride, 2009)
Having a direct impact to the bottom line, quality defects resulting in rework or scrap are a
tremendous cost to organizations. Associated costs include quarantining inventory, re-inspecting,
rescheduling, & capacity loss. In many organizations the total cost of defects is often a
significant percentage of total manufacturing cost. Through employee involvement &
Continuous Process Improvement (CPI), there is a huge opportunity to reduce defects at many
facilities.
Organizations employ their staff for their nimble fingers & strong muscles but forget they come
to work everyday with a free brain. It is only by capitalizing on employees' creativity that
organizations can eliminate the other seven Many changes over recent years have driven
organizations to become world class organizations or Lean Enterprises. The first step in
achieving that goal is to identify & attack the seven wastes. As Toyota & other world-class
organizations have come to realize, customers will pay for value added work, but never for
waste.(McBride, 2009)
McBride, D. (2009, 08 29). The 7 manufacturing wastes. Retrieved from
http://www.emsstrategies.com/dm090203article2.html
