Service Quality Management
Final Test Solutions
Course Introduction
Service Quality Management explores the principles, strategies, and tools necessary for ensuring high levels of service quality in various organizations. The course examines key concepts such as customer expectations, service design, service delivery, and continuous improvement, as well as widely used models like SERVQUAL and the Service-Profit Chain. Students will learn to assess service quality, analyze gaps, implement quality standards, and use customer feedback to drive organizational excellence. Emphasis is placed on real-world applications across industries including hospitality, healthcare, retail, and financial services, empowering students to develop and manage effective service quality systems that enhance customer satisfaction and competitive advantage.
Recommended Textbook
Quality and Performance Excellence 7th Edition by James R. Evans
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Chapter 1: Introduction to Quality and Performance Excellence
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Sample Questions
Q1) Leaders in agency theory provide a quality vision and play a strategic role in the organization.
A)True
B)False
Answer: False
Q2) Which of the following is true of the service sector as opposed to manufacturing firms?
A) The output of a service firm is intangible.
B) A service firm considers that all customer needs are the same.
C) Service firms usually maintain inventory registers.
D) Service firms require a physical production site.
Answer: A
Q3) With respect to the quality dimensions of manufactured products, _____ refer(s) to the ability to repair a product quickly and easily.
A) durability
B) serviceability
C) conformance
D) features
Answer: B
Page 3
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Chapter 2: Frameworks for Quality and Performance Excellence
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Sample Questions
Q1) Special causes disrupt the predictable pattern of a system.
A)True
B)False
Answer: True
Q2) Variations that result from special causes are called:
A) assignable causes.
B) random variances.
C) common variances.
D) secondary causes of variation.
Answer: A
Q3) According to Crosby, _____ refers to a performance standard that concentrates on preventing defects rather than just finding and fixing them.
A) Chi-squared test
B) Six Sigma
C) Zero Defects
D) Linear Effects
Answer: C
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Page 4
Chapter 3: Tools and Techniques for Quality Design and Control
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Sample Questions
Q1) With respect to the four principal activities of Design for Six Sigma, _____ focuses on product and process performance issues necessary to fulfill the product and service requirements in manufacturing or delivery.
A) design optimization
B) concept development
C) design development
D) design verification
Answer: C
Q2) Juran and Deming stated that the majority of quality problems are customer-controllable.
A)True
B)False
Answer: False
Q3) Most of the QFD activities represented by the first two houses of quality are performed by people in the product development and engineering functions.
A)True
B)False
Answer: True
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Chapter 4: Tools and Techniques for Quality Improvement
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Sample Questions
Q1) In the Six Sigma process, experiments are conducted to verify the potential variables at the Measure stage.
A)True
B)False
Q2) In a Pareto distribution, the characteristics are ordered:
A) from largest frequency to smallest.
B) according to class intervals.
C) historically, from the earliest to the latest.
D) in a sequential manner based on the work-flow.
Q3) Check sheets are tools that aid in data collection.
A)True
B)False
Q4) The most useful tool for identifying the causes of problems is an Ishikawa diagram. A)True
B)False
Q5) The FADE methodology used by hospitals is a variation of the Deming Cycle and the DMAIC process.
A)True
B)False
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Chapter 5: Competitive Advantage and Strategic Management for Performance Excellence
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Sample Questions
Q1) The time it takes to accomplish one portion of a process is known as the _____.
A) lead time
B) turnaround time
C) time signature
D) cycle time
Q2) What is the role of quality in strategic planning?
Q3) Measurement activities are best viewed in terms of outputs from the production system.
A)True
B)False
Q4) Strategic objectives are what an organization must change or improve to remain or become competitive.
A)True
B)False
Q5) Minimizing the number of parts, eliminating fasteners, making parts symmetric whenever possible, avoiding rigid and stiff parts, and using one-sided assembly designs are some of the approaches companies use to achieve cost leadership for high-volume products.
A)True
B)False
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Chapter 6: Quality in Customer Supplier Relationships
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Sample Questions
Q1) Customer engagement software is designed to help companies increase customer loyalty, target their most profitable customers, and streamline customer communication processes.
A)True
B)False
Q2) In the Malcolm Baldrige criteria, one of the key questions is how a company collects and analyzes customer and market needs, expectations, and opportunities, and relates them to the development of strategies.
A)True
B)False
Q3) According to Gersuny and Rosengren, customers have four distinct roles. Which of the following is one of them?
A) Distributor
B) Supplier
C) Coworker
D) Employer
Q4) Discuss the roles for customers identified by Gersuny and Rosengren.
Q5) What is the benefit of the teamwork approach in customer-supplier relationships?
Q6) How does CRM help firms gain and maintain competitive advantage?
8
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Chapter 7: Designing Organizations for Performance Excellence
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Sample Questions
Q1) One of the four elements of leadership teams involves developing long-term goals and near-term priorities. Which of the following elements of leadership teams does this represent?
A) Planning
B) Implementation
C) Review
D) Monitoring
Q2) 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
Q3) List some of the challenges of a functional structure.
Q4) An advantage of "flatter" organizations is that it creates additional supervisory and coordinating tasks for managers.
A)True
B)False
Q5) Describe the functional structure of organizations.
Q7) What does the institutional theory state? Page 9
Q6) What are the benefits of a flat organization?
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Page 10
Chapter 8: Quality Teamwork
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Sample Questions
Q1) Natural work teams lead to _____ teams.
A) virtual
B) problem-solving
C) project
D) self-managed
Q2) Team members in a _____ team share responsibility for completing the job and are usually cross-trained to perform all work tasks and often rotate among them.
A) natural work
B) problem-solving
C) project
D) leadership
Q3) _____ are fully-trained Six Sigma experts with up to 160 hours of training who perform much of the technical analyses required of Six Sigma projects, usually on a full-time basis.
A) Champions
B) Black belts
C) Green belts
D) Yellow belts
Q4) Compare steering committees and quality improvement teams.
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Chapter 9: Engagement, Empowerment, and Motivation
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Sample Questions
Q1) Engaged employees have a strong emotional bond to their organization.
A)True
B)False
Q2) Briefly state the job characteristics theory.
Q3) Which of the following is a shortcoming of suggestion program?
A) It undermines and compromises the quality.
B) It increases the cost.
C) It is neither systematic nor continuous.
D) It makes employees disinterested and uninvolved.
Q4) Douglas McGregor's Theory Y approach to managing employees emphasizes that:
A) employees should be closely monitored.
B) managers should use coercion to gain employees' compliance.
C) employees should make decisions for themselves.
D) managers should create a punitive atmosphere in order to get employees to work.
Q5) One of the easiest ways to involve employees on an individual basis is the suggestion system.
A)True
B)False
Q6) How can the shortcomings of suggestion programs be overcome?
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Chapter 10: Leadership for Performance Excellence
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Sample Questions
Q1) Consideration is also known as task orientation.
A)True
B)False
Q2) Effective leadership demands continual learning and adaptation to the changing global business landscape.
A)True
B)False
Q3) With respect to the six competencies summarized by the human development and leadership division of the American society for quality, which of the following competencies in a leader involves effectively listening and articulating messages to provide shared meaning?
A) Builder
B) Navigator
C) Motivator
D) Communicator
Q4) Point 14 of Deming's 14 points emphasizes on:
A) removing barriers that rob people of pride of workmanship.
B) teaching and instituting leadership in an organization.
C) encouraging education and self-improvement.
D) taking action to accomplish the transformation in organizational culture.
Page 13
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Chapter 11: Performance Excellence and Organizational Change
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Sample Questions
Q1) The human resource model of quality management is the best model of performance excellence.
A)True
B)False
Q2) Information management is focused on data whereas knowledge management is focused on information.
A)True
B)False
Q3) Process changes are what an organization must implement to remain or become competitive.
A)True
B)False
Q4) _____ knowledge includes information stored in documents or other forms of media.
A) Archival
B) Explicit
C) Data
D) Tacit
Q5) Describe the roles of various levels in change management.
Q6) What must be included in an effective knowledge management system? Page 14
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Page 15