Reference no: EM13705343

Question 1 of 21
The employees of an insurance firm are given the task of studying the very successful employee training program at a bank. This is an example of:
A. process management.
B. strategic reengineering.
C. benchmarking.
D. quality control.
Question 2 of 21
The employees of a manufacturing company who bill customers are involved in a(n) _________ for this manufacturing company.
A. value-creation process
B. support process
C. outsourced process
D. supplier process
Question 3 of 21
Which type of process drives the creation of products and services, is critical to customer satisfaction, and has a large impact on the organization's strategic goals?
A. Value-creation process
B. Support process
C. Outsourced process
D. Supplier process
Question 4 of 21
_______ are accountable for process performance.
A. Process managers
B. Process owners
C. Process workers
D. Process black belts
Question 5 of 21
Which of the following is TRUE?
A. Process improvement is more efficiently undertaken within one organizational function.
B. Process improvement does not affect traditional organizational structures.
C. Processes generally cut across traditional organizational functions.
D. Process improvement is an operational decision, not a strategic decision.
Question 6 of 21
Internal activities are primarily concerned with _____, while external activities require attention to _____.
A. employees; customers
B. efficiency; effectiveness
C. production; service delivery
D. standardization; customization
Question 7 of 21
In the context of process management, _____ is the activity of ensuring conformance to the requirements and taking corrective action when necessary to correct problems and maintain stable performance, whereas _____ implies enhancing performance.
A. performance, innovation
B. control, improvement
C. inspection, anticipation
D. standardization, customization
Question 8 of 21
As design tools, _____ enable the management to study and analyze processes prior to implementation in order to improve quality and operational performance.
A. flowcharts
B. organization charts
C. pie diagrams
D. management grids
Question 9 of 21
Which of the following is NOT TRUE regarding kaizen?
A. Kaizen requires substantial investment to fund cutting-edge innovation.
B. Kaizen is different than reengineering.
C. Kaizen concentrates on small, gradual improvements over the long term.
D. Any improvement activity is a part of the kaizen philosophy.
Question 10 of 21
In the implementation of kaizen, the principle asset is considered to be:
A. technology.
B. automation.
C. financial investment.
D. people.
Question 11 of 21
When considering effective service designing, a fast food restaurant would be considered _____ in customer contact and ______ in customization.
A. low, high
B. high, high
C. high, low
D. low, low
Question 12 of 21
Which of the following does NOT represent a service standard?
A. Ninety five percent of customers checked in within three minutes of arrival.
B. Hamburger fat content of 98 percent plus or minus one percent.
C. Airplane departure plus or minus 15 minutes from scheduled time.
D. Telephone answered within five seconds of first ring.
Question 13 of 21
A goal to reduce the time required to fulfill a customer's order addresses the dimension of:
A. accuracy.
B. cycle time.
C. flexibility.
D. reliability.
Question 14 of 21
Process management activities are:
A. included in the Baldrige criteria but not the ISO 9000:2000 standards.
B. included in the Baldrige and the ISO 9000:2000 standards.
C. not included in the Baldrige criteria but are included in the ISO 9000:2000 standards.
D. neither included in the Baldrige criteria nor the ISO 9000:2000 standards.
Question 15 of 21
In a total-quality manufacturing environment, the burden of inspecting the quality of purchased material rests with the:
A. transporter of the material.
B. supplier of the material.
C. user of the material.
D. purchaser of the material.
Question 16 of 21
Poka-yoke focuses on two aspects:
A. design and control.
B. prediction and detection.
C. production and delivery.
D. machine errors and human errors.
Question 17 of 21
Documented control procedures are usually written down in a(n):
A. operations manual.
B. flow chart.
C. data control sheet.
D. process control plan.
Question 18 of 21
According to Deming and Juran, the majority of quality problems are management controllable - the result of:
A. special cause variation.
B. common cause variation.
C. short-term variation.
D. long-term variation.
Question 19 of 21
A successful kaizen program within a company requires all of the following EXCEPT:
A. total employee involvement.
B. significant training.
C. substantial financial investment.
D. operating practices.
Question 20 of 21
_________involves studying products, processes, or business performance of other players in the same industry to compare pricing, technical quality, features, and other quality or performance characteristics of products and services.
A. Industry benchmarking
B. Strategic benchmarking
C. Process benchmarking
D. Competitive benchmarking

Question 21 of 21
Which of the following most specifically relates to products being repairable?
A. Design-for-disassembly
B. Design-for-manufacturability
C. Design-for-environment
D. Design-for-durability