Industrial Engineering Practice Exam
Course Introduction
Industrial Engineering is a multidisciplinary field focused on optimizing complex processes, systems, and organizations by integrating people, technology, materials, information, and energy. The course covers fundamental topics such as operations research, systems engineering, production planning, quality control, supply chain management, and ergonomics. Students learn to analyze and improve efficiency, productivity, and quality within a variety of industries through mathematical modeling, data analysis, and process design. The curriculum also emphasizes sustainable practices and the use of advanced technologies to solve real-world engineering and management challenges.
Recommended Textbook
Quality and Performance Excellence 7th Edition by
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11 Chapters
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877 Flashcards
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Page 2
James R. Evans
Chapter 1: Introduction to Quality and Performance Excellence
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79 Verified Questions
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Sample Questions
Q1) In a total quality environment, internal customers are the:
A) designated team members of the quality control team.
B) customers who are part of the product testing panel.
C) recipients of any work output.
D) immediate customers, but not the end users.
Answer: C
Q2) In 1992, the chairs and CEOs of nine major U.S. corporations in cooperation with deans of business and engineering departments of major universities, and recognized consultants endorsed a definition of _____ as a people-focused management system that aims at continual increase in customer satisfaction at continually lower real cost.
A) business process reengineering
B) a quality circle
C) total quality
D) Six Sigma management
Answer: C
Q3) Employee engagement is manifest by empowerment.
A)True
B)False
Answer: True
Page 3
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Chapter 2: Frameworks for Quality and Performance Excellence
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Sample Questions
Q1) What are the two premises of Juran's view on quality?
Answer: Juran views the pursuit of quality on two levels: (1) the mission of the firm as a whole is to achieve high product quality; and (2) the mission of each individual department in the firm is to achieve high production quality.
Q2) The Deming Award recognizes U.S. companies that excel in quality management practice and performance.
A)True
B)False
Answer: False
Q3) Deming provided a clear and precise definition of quality.
A)True
B)False
Answer: False
Q4) Sustainability refers to an organization's ability to address current business needs and to have the agility and strategic management to prepare successfully for the future.
A)True
B)False
Answer: True
Page 4
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Chapter 3: Tools and Techniques for Quality Design and Control
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Sample Questions
Q1) What is the focus of quality function deployment? Briefly describe the process.
Answer: The focus of QFD is translating customer requirements into the appropriate technical requirements for each stage of product development and production. Under QFD, all operations of a company are driven by the voice of the customer, rather than by top management edicts or design engineers' opinions. A set of matrices is used to relate the voice of the customer to technical features and production planning and control requirements.
Q2) _____ is a set of matrices used to relate the voice of the customer to technical features and production planning and control requirements.
A) House of Quality
B) BCG matrix
C) Production matrix
D) Customer Quality Index
Answer: A
Q3) A major disadvantage of QFD is the lack of communications and teamwork between all constituencies in the production process.
A)True
B)False
Answer: False
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Chapter 4: Tools and Techniques for Quality Improvement
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Sample Questions
Q1) With respect to the Japanese terms of the 5S concept, _____ means setting in order.
A) seiketsu
B) seiso
C) seiri
D) seiton
Q2) The _____ phase of DMAIC focuses on why defects, errors, or excessive variation occur.
A) control
B) analyze
C) define
D) measure
Q3) To be able to improve a process, it must be repeatable and measurable.
A)True
B)False
Q4) With respect to the terms used in 5S, seiketsu means _____.
A) standardize
B) sustain
C) sort
D) set in order
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Chapter 5: Competitive Advantage and Strategic Management for Performance Excellence
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Sample Questions
Q1) _____ products are unique configurations of subassemblies that are designed to fit together. The customer participates in choosing the specifications of the components to be assembled.
A) Custom
B) Knock-down
C) Standard
D) Option-oriented
Q2) Describe the use of an interrelationship digraph.
Q3) With respect to the key dimensions of service quality, the willingness to schedule deliveries at the customer's convenience is an example of _____.
A) empathy
B) reliability
C) tangibles
D) assurance
Q4) In a balanced scorecard, leading measures refer to:
A) the outcomes of a process.
B) the processes used to achieve a goal.
C) predictions about the future.
D) the goals of a particular process.
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Chapter 6: Quality in Customer Supplier Relationships
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Sample Questions
Q1) A _____ includes the materials and other inputs purchased from suppliers, their use in the production of goods and services.
A) supply chain
B) consumption chain
C) semantic network
D) associative network
Q2) Adhering strictly to job descriptions and performing only the listed duties is one of the governing principles that describe customer-supplier relationships under total quality.
A)True
B)False
Q3) In the context of integrative bargaining, fair solutions result from deciding on the:
A) criteria on which to evaluate the result.
B) personalities of the negotiators.
C) feasibility of the solution.
D) degree of compromise the adversary is willing to make.
Q4) How does CRM help firms gain and maintain competitive advantage?
Q5) List the practices used to improve customer-supplier relationships.
Q6) What is the TQ view on customer-supplier relationships?
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Chapter 7: Designing Organizations for Performance Excellence
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Q1) Which of the following does planning, one of the four elements of leadership teams, involve?
A) Tracking progress through internal measures of quality
B) Celebrating and offering recognition to employees for achievements
C) Creating key business process teams
D) Understanding basic customer needs
Q2) How does a process focus help managers in defining the organization design? Explain.
Q3) The structural contingency theory states that organizations strive to succeed by creating structures that will be seen as appropriate by important external constituencies.
A)True
B)False
Q4) Which of the following is true of coordination mapping?
A) The approach starts with the preparation of a request.
B) The approach replaces providers with customers.
C) The approach consists of eight different phases.
D) Each process activity consists of five different players.
Page 9
Q5) List some of the challenges of a functional structure.
Q6) Explain the concept of high-performance work.
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Page 10
Chapter 8: Quality Teamwork
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Sample Questions
Q1) Team responsibilities and processes are often summarized in a team charter.
A)True
B)False
Q2) _____ own Six Sigma projects and are responsible for their completion and results.
A) Team members
B) Green belts
C) Champions
D) Black Belts
Q3) What are quality circles?
Q4) Teamwork enables various parts of the organization to work together in meeting customer needs that can seldom be fulfilled by employees limited to one specialty.
A)True
B)False
Q5) Teams promote equality among individuals, encouraging a positive attitude and trust.
A)True
B)False
Q6) What is the significance of a cross-functional team?
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Chapter 9: Engagement, Empowerment, and Motivation
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Sample Questions
Q1) Which of the following is a way to overcome the shortcomings of suggestion programs?
A) Recognizing only those employees whose suggestions result in significant improvements
B) Scaling team-based improvement efforts to minimizes downtime
C) Excluding supervisors from the employee improvement process
D) Discouraging employees from limiting their suggestions to their own areas of responsibility
Q2) Growth-need strength is most affected by Total quality (TQ).
A)True
B)False
Q3) Employee satisfaction is not related to employee engagement.
A)True
B)False
Q4) List some practices that lead to effective employee recognition and rewards.
Q5) Briefly state the job characteristics theory.
Q6) One of the easiest ways to involve employees on an individual basis is the suggestion system.
A)True
B)False
Page 12
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Chapter 10: Leadership for Performance Excellence
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Sample Questions
Q1) _____ includes use of contingent punishments and other corrective actions in response to deviations from acceptable performance standards.
A) Active management by exception
B) Management by objectives
C) Management by alternatives
D) Passive management by exception
Q2) _____ refers to the system of management and controls exercised in the stewardship of an organization.
A) Charisma
B) Governance
C) Contingency
D) Perseverance
Q3) What are the four levels of readiness defined by the situational leadership theory?
Q4) Describe the significance of consideration and initiating structure in a TQ environment.
Q5) Which are the characteristics underlying the leadership competencies identified by the American Society for Quality?
Q6) Describe a vision and its significance to leadership.
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Chapter 11: Performance Excellence and Organizational Change
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Sample Questions
Q1) Reaction to competition that poses a threat to its profitable survival is one of the reasons why firms adopt a performance excellence philosophy.
A)True
B)False
Q2) With respect to the six stages of a quality life cycle, limitation stage is also called _____ stage.
A) decline
B) stagnation
C) regeneration
D) maturation
Q3) What are the reasons why companies adopt a performance excellence philosophy?
Q4) A learning organization's ability to identify and transfer best practices within the organization is called _____ benchmarking.
A) internal
B) generic
C) process
D) competitive
Q5) How is knowledge management different from information management?
Q6) Describe the Baldrige journey.
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