1. SERVICABILITY, Conformance and Reliability are dimensions of product quality.

TRUE
2. FIRMS that wish to do business with the European Community can benefit from having a quality
management system that meets ISO 9000 standards. TRUE

3. Continuous improvement attempts to achieve major breakthroughs in product or service

quality. FALSE
4. So long as quality input resources are used to make a product, we can expect quality output
from the process. FALSE
5. THREE key philosophies in TQM are continuous improvement, involvement of everyone in the
organization, and customer satisfaction. TRUE
6. Suppliers are not included in quality assurance and quality improvement efforts in TQM; they
should worry about their own problems. FALSE
7. Zero defects requires 100% inspection of the final product. FALSE
8. THE PDSA cycle forms the conceptual basis for continuous improvement. TRUE
9. A control chart is a visual representation of the various states in a process. FALSE
10. THE purpose of benchmarking is to establish a standard against which the organization's
performance can be judged, and to identify a model for possible improvement. TRUE
11. TQM EXPANDS the traditional view of quality beyond looking only at the quality of the final
product or service to looking at the quality of every aspect of the process. TRUE
12. The benchmark organization must be chosen from the same industry in order for its methods to
be applicable. FALSE
13. A quality circle is a cross-functional team focused on quality. FALSE
14. TOTAL quality management attempts to involve everyone in an organization in the effort to
achieve quality. TRUE
15. THERE is a positive link between quality and productivity. TRUE
16. The term "quality at the source" refers primarily to the practice of requiring each of our vendors
to provide quality parts and materials. FALSE
17. ISO standards aid in transferring technology to developing countries. TRUE
18. TQM IS NOT just a collection of techniques. It is rather a whole new attitude toward quality.
TRUE
19. The PDSA cycles is also referred to as the Baldrige Wheel. FALSE
20. When problems arise in a total quality managed organization, it is important to assign blame and
punish the worker responsible for causing the problem. FALSE
21. ISO standards apply only to manufacturing organizations. FALSE
22. One of the major obstacles to implementing TQM is the emphasis on long-term financial results.
FALSE
23. ONE criticism of total quality management is that it may produce blind pursuit of quality to the
neglect of other priority considerations. TRUE
24. PROCESS mapping is part of process improvement. TRUE
25. Total quality management is a collection of techniques, such as quality control charts, ISO 9000,
and quality function deployment. FALSE
 26. A tool that is not used for quality is ___.
A. Flowchart
B. Histogram
C. Parato Analysis
D. Redesign
E. Check sheets
D. Redesign

27. The four dimensions of quality that are sometimes used to determine fitness for use of a
product are ___.
A. performance, special features, durability, and service after sale
B. performance, special features, conformance, and reliability
C. special features, conformance, reliability, and durability
D. performance, conformance, reliability, and durability
E. special features, conformance, durability, and service after sale
B. performance, special features, conformance, and reliability

28. A tool used to organize data into logical categories is called a(n) ___.
A. Affinity diagram
B. Check list
C. Control Chart
D. Flow Chart
E. Relationship diagram
A. Affinity diagram

29. Which isn't a cost of quality?

A. Prevention cost
B. External failure
C. Extended Service Contracts
D. Internal failure
E. Appraisal costs
C. Extended Service Contracts

30. The Deming Prize was established by the ___.

A. American Statistical Association
B. Japanese
C. North American Free Trade Association
D. American Quality Society
E. World Trade Organization
B. Japanese
 31. Lost production time, scrap, and rework are examples of ___.
A. internal failure costs
B. external failure costs
C. appraisal costs
D. prevention costs
E. replacement costs
A. internal failure costs

32. Warranty service, processing of complaints, and costs of litigation are examples of ___.
A. internal failure costs
B. external failure costs
C. appraisal costs
D. prevention costs
E. replacement costs
B. external failure costs

33. Costs of inspectors, testing, test equipment, and labs are examples of ___.
A. internal failure costs
B. external failure costs
C. appraisal costs
D. prevention costs
E. replacement costs
C. appraisal costs

34. Loss of business, liability, productivity and costs are consequences of ___.
A. Labor Unions
B. Globalization
C. Poor Quality
D. Robotics
E. Micro-factories
C. Poor Quality

35. Quality planning and administration, quality training, and quality control procedures are
examples of ___.
A. internal failure costs
B. external failure costs
C. appraisal costs
D. prevention costs
E. replacement costs
D. prevention costs
 36. The purpose of the Malcolm Baldrige National Quality Award is to ___.
A. stimulate efforts to improve quality
B. recognize quality achievements of U.S. companies
C. publicize successful quality programs
D. all of the above
E. distribute the grant money available for improved quality
D. all of the above

37. Fixing a problem will often cost money; to minimize these costs it is best to find and fix
the problem ___.
A. just before shipping our product to the customer
B. immediately after we complete the last operation
C. during the design phase
D. just before we begin the first production operation
E. regardless of when you fix the problem, costs are about the same
C. during the design phase

38. Deciding how much to invest in the prevention of defects can be analyzed using ___.
A. EVPI
B. Net Present Value
C. Weighted Factor Analysis
D. Return on Quality
E. Breakeven Analysis
D. Return on Quality

39. The Baldrige award is based on seven categories. Which is not one of those?
A. Relative profitability
B. Strategic planning
C. Human resource focus
D. Information and Analysis
E. Leadership
A. Relative profitability

40. ISO 9000 standards do not have a requirement for ___.

A. resource
B. remedial
C. systems
D. training
E. management
D. training
 41. A quality circle is ___.
A. responsible for quality
B. total quality control
C. an inspection stamp found on meat
D. a voluntary group of employees
E. none of the above
D. a voluntary group of employees

42. ISO 9000 currently requires _____ of a certified organization.

A. Quarterly reporting
B. Product diversity
C. Annual audits
D. A minimum of four supervisory levels
E. Continuous improvement
E. Continuous improvement

43. The quality control improvement tool which distinguishes between the "important few"
and the "trivial many" is ___.
A. brainstorming.
B. check sheets.
C. Pareto analysis.
D. cause-and-effect diagrams.
E. fail-safe methods.
C. Pareto analysis.

44. The quality control improvement tool that resembles a "fishbone" is ___.
A. brainstorming
B. check sheets
C. Pareto analysis
D. cause-and-effect diagrams
E. fail-safe methods
D. cause-and-effect diagrams

45. TQM stands for:

A. Taguchie Quality Methods
B. Tactical Quality Measurements
C. The Quality Matrix
D. Total Quality Management
E. Total Quantity Measurement
D. Total Quality Management
 46. Which of the following is an element of TQM?
A. continual improvement
B. competitive benchmarking
C. operations Manager empowerment
D. team approach
E. all of the above
E. all of the above

Management behaviors supporting an organizational culture that encourages continuous

improvement include which of the following?
(I) develop a vision statement for the organization
(II) develop a reward system that promotes the philosophy
(III) institute continuous training programs
(IV) make decisions that adhere to the philosophy
A. I, II, and IV
B. I, II, III, and IV
C. I and III
D. II, III, and IV
E. II and IV
B. I, II, III, and IV

The tool that is useful in documenting the current process is:

A. a control chart
B. a Pareto chart
C. a check sheet
D. a flow chart
E. a simo chart
D. a flow chart

The tool that is useful in the collection and organization of data is:
A. a control chart
B. a Pareto chart
C. a check sheet
D. a flow chart
E. none of the above
C. a check sheet

A quality improvement technique that involves the sharing of thoughts and ideas in a way that
encourages unrestrained collective thinking is:
A. Pareto analysis
B. benchmarking
C. brainstorming
D. a control chart
E. a check sheet
C. brainstorming

The "5W2H approach" involves:

A. measuring width and height
B. using 7 people
C. using 2 people
D. using 9 people
E. asking questions
E. asking questions

Asking questions about the current process in the hope that it will lead to important insights
about why the current process isn't working as well as it could is called:
A. the "5W2H approach"
B. using quality circles
C. benchmarking
D. PDCA cycle
E. none of the above
A. the "5W2H approach"

Focusing attention on the most important problem areas is referred to as:

A. quality circles
B. quality assurance
C. brainstorming
D. Pareto analysis
E. cause-and-effect analysis
D. Pareto analysis

A chart showing the number of occurrences by category would be used in:

A. Pareto analysis
B. interviewing
C. cause-and-effect diagrams
D. benchmarking
E. none of the above
A. Pareto analysis

Cause-and-effect diagrams are sometimes called:

A. Pareto diagrams
B. fishbone (Ishikawa) diagrams
C. run charts
D. control charts
E. none of the above
B. fishbone (Ishikawa) diagrams

The process of identifying other organizations that are best at some facet of your operations,
and then modeling your organization after them is known as:
A. continuous improvement
B. employee empowerment
C. competitive benchmarking
D. copycatting
E. industrial espionage
C. competitive benchmarking

Giving workers responsibility for quality improvements and authority to make changes is
known as:
A. continuous improvement
B. passing the buck
C. benchmarking
D. employee empowerment
E. employee involvement
D. employee empowerment

The typical difference between "quality circles" and "continuous improvement teams" is ______.
A. Quality circles work on product design only.
B. Continuous improvement teams work on product and process design.
C. Continuous improvement teams use only engineers while quality circles use just the
workers doing the work.
D. the amount of employee empowerment
E. There is no difference-they are just the same.
D. the amount of employee empowerment

Which of the following is not a goal of process improvement?

A. increasing customer satisfaction
B. reducing waste
C. achieving higher quality
D. identifying the cause of a problem
E. All are the goals.
D. identifying the cause of a problem
 Managers have obligations to a wide variety of stakeholders such as shareholders, employees
and customers. When considering outsourcing production to offshore suppliers, managers have
to weigh _____.
I) Cost benefits that might make shareholders wealthier
II) Quality issues that might make firms less productive and/or products riskier
III) The investments already tied up in relationships with existing suppliers
A. I
B. II
C. III
D. I and II only
E. I, II and III
I, II and III

Focusing a supply chain on _________ is a modern way of ensuring high quality inputs and a
ready supply of process-improvement ideas.
A. lowest cost-per unit sourced
B. close, collaborative ties with suppliers
C. suppliers that emphasized continuous-flow production
D. ISO 14000 customers
E. partners pursuing similar strategies
close, collaborative ties w/suppliers

As regards quality risks, which of the following would be least likely to involve outsourcing to
less-developed countries?
Pharmaceuticals

47. Medical malpractice claims are an example of how poor quality can affect an organization
through liability. TRUE
48. A control chart is a visual representation of the steps in a process. FALSE
49. Customer expectations tend to change over time, affecting their perception of service quality.
TRUE
50. Cost of inspectors, testing, test equipment, and labs are examples of appraisal costs. TRUE
51. Reducing the variability in our product or service is an important key to quality. TRUE
52. Broadly defined, quality refers to the ability of a product or service to occasionally meet or
exceed customer expectations. FALSE
53. The dimensions of product and service quality are too abstract to be used as parameters for
product or service design. TRUE
54. The Baldrige award can only be won by manufacturing organizations. FALSE
55. Quality of conformance refers to the degree to which goods and services conform to the intent
of the designers as documented in the specifications. TRUE
56. Quality of design refers to the intention of the designers to include or exclude certain features
in a product or service based on marketing and other information. TRUE
57. The primary difference between internal failures and external failures is time and place of
discovery of the failure. TRUE
58. Cost of inspectors, testing, test equipment, and labs are examples of prevention costs. FALSE
59. Deming stresses that workers are primarily responsible for poor quality because very often
they fail to follow instructions. FALSE
60. According to Deming, it is the systems that management puts into place that are primarily
responsible for poor quality, not employees. TRUE
61. Juran describes quality management as a trilogy that consists of quality planning, quality
control, and quality improvement. TRUE
62. Crosby's concept of "quality is free" means that it is less expensive to do it right initially than to
do it over. TRUE
63. Continuous improvement focuses on achieving major breakthroughs in product or service
quality. TRUE
64. Three key philosophies in TQM are continuous improvement, involvement of everyone in the
organization, and customer satisfaction. TRUE
65. A quality circle is a management team focused on implementing major changes to improve
quality. FALSE

Six sigma programs involve both __________ and __________ components.

managerial; technical

Lost production time, scrap, and rework are examples of:

internal failure costs

The Baldrige Award is based on evaluations in seven main areas. Which is not one of those?

a- relative profitability

b- strategic planning

c- human resource management

d- information and analysis

e- leadership
a- relative profitability

A tool that is not used for quality management is a:

redesign
The process of identifying other organizations that are best at some facet of your operations,
analyzing your performance versus theirs in order to establish a standard against which to judge
performance, and identifying a model for learning how to improve is known as:
benchmarking

Which is not a cost of quality?

a - prevention cost

b- external failure costs

c- extended service contract costs

d internal failure costs

e appraisal costs
c- extended service contract costs

The Deming Prize was established by the:

union of Japanese scientists

Quality planning and administration, quality training, and quality control procedures are
examples of:
prevention costs

The quality tool which helps focus on the most important problem areas based on the 80-20 rule
is:
pareto analysis

The quality tool that resembles a "fishbone" is:

cause and effect diagram

A technique for focusing attention on the most important problem areas is:
pareto

Cause-and-effect diagrams are sometimes called:

fishbone (Ishikawa) diagrams.