Total Quality Management Exam
Bank
Course Introduction
Total Quality Management (TQM) is a comprehensive approach to long-term organizational success through customer satisfaction, continuous improvement, and the active involvement of all members of an organization. This course explores the principles, methodologies, and tools essential for implementing effective quality management systems within diverse industries. Students will learn about key concepts such as quality planning, control, and assurance; the role of leadership and teamwork; principles of customer focus; and techniques such as Six Sigma, lean management, and benchmarking. Emphasis is placed on real-world case studies and best practices to illustrate how TQM can be used to improve processes, enhance productivity, and foster a culture of excellence.
Recommended Textbook
Quality and Performance Excellence 7th Edition by
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11 Chapters
877 Verified Questions
877 Flashcards
Source URL: https://quizplus.com/study-set/1357
Page 2
James R. Evans
Chapter 1: Introduction to Quality and Performance Excellence
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79 Verified Questions
79 Flashcards
Source URL: https://quizplus.com/quiz/27106
Sample Questions
Q1) In an ancillary manufacturing unit, the bolt manufacturing section has a value of 0.095 as the target, 0.005 as the tolerance. Which of the following is the acceptable range of values in production?
A) Between 9.500 and 1.005
B) Between 0.009 and 0.001
C) Between 0.900 and 0.010
D) Between 0.090 and 0.100
Answer: D
Q2) Leaders in agency theory provide a quality vision and play a strategic role in the organization.
A)True
B)False
Answer: False
Q3) A difference between service and manufacturing is that manufacturing is performed away from the customer whereas customers are involved in the service process.
A)True
B)False
Answer: True
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Chapter 2: Frameworks for Quality and Performance Excellence
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) In the context of the factors related to the Baldrige Award evaluation process, _____ refers to the extent to which the approach is applied in addressing item requirements relevant and important to the organization, the approach is applied consistently, and the approach is used (executed) by all appropriate work units.
A) learning
B) process variance
C) integration
D) deployment
Answer: D
Q2) _____ 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, and to prepare for real-time or short-term emergencies.
A) Sustainability
B) Conformance
C) Standardization
D) Process variance
Answer: A
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Page 4
Chapter 3: Tools and Techniques for Quality Design and Control
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79 Verified Questions
79 Flashcards
Source URL: https://quizplus.com/quiz/27108
Sample Questions
Q1) In the context of poka-yoke, _____ errors arise in the contact between the server and the customer.
A) tangible
B) treatment
C) system
D) illusive
Answer: B
Q2) 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
Q3) Process control applies only to manufacturing units and not to the service sector.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Tools and Techniques for Quality Improvement
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79 Verified Questions
79 Flashcards
Source URL: https://quizplus.com/quiz/27109
Sample Questions
Q1) The _____ phase of the Six Sigma DMAIC process focuses on how to maintain the improvements, which includes putting tools in place to ensure that the key variables remain within the maximum acceptable ranges under the modified process.
A) control
B) design
C) measure
D) analyze
Q2) How is an Ishikawa diagram generated?
Q3) In the PDCA cycle, designing the product takes place in the _____ stage.
A) act
B) check
C) do
D) plan
Q4) The _____ phase of DMAIC focuses on why defects, errors, or excessive variation occur.
A) control
B) analyze
C) define
D) measure
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Chapter 5: Competitive Advantage and Strategic Management for Performance Excellence
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78 Verified Questions
78 Flashcards
Source URL: https://quizplus.com/quiz/27110
Sample Questions
Q1) Antilock brakes or a navigation system in an automobile or surround-sound options in an amplifier are examples of the _____ dimension of product design.
A) durability
B) features
C) performance
D) aesthetics
Q2) What is the significance of cycle time to quality?
Q3) With respect to the dimensions of product design, _____ is the probability of a product's surviving over a specified period of time under stated conditions of use.
A) durability
B) performance
C) reliability
D) aesthetics
Q4) Agility refers to the ability to produce a wide range of products and options.
A)True
B)False
Q5) Why do organizations need performance measures?
Q6) Describe outsourcing and vertical integration.
Q7) Describe the use of an interrelationship digraph.
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Chapter 6: Quality in Customer Supplier Relationships
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) What are the benefits of reducing the number of suppliers?
Q2) The foundation of trust which forms the basis of effective customer-supplier relationships is what Juran describes as the "pattern of collaboration."
A)True
B)False
Q3) Along with the obvious teamwork implications for relationships based on trust versus suspicion, monitoring supplier or customer behavior adds value to the product.
A)True
B)False
Q4) _____ refers to customers' investment in or commitment to a brand and product offerings.
A) Customer perception
B) Customer support
C) Customer engagement
D) Customer service
Q5) What is the benefit of the teamwork approach in customer-supplier relationships?
Q6) List the three guiding principles upon which a strong customer/supplier relationship is based.
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Chapter 7: Designing Organizations for Performance Excellence
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82 Verified Questions
82 Flashcards
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Sample Questions
Q1) What are process maps? What is the new approach to process mapping?
Q2) "People who work in different functions hate each other." This is the corollary to _____.
A) Moore's law
B) Newberg's philosophy
C) Palermo's law
D) Deming's 14 points
Q3) Today, steering committees are most commonly known as _____ in organizations.
A) leadership teams
B) performance management councils
C) power teams
D) benchmarking councils
Q4) In the value-creation process, _____ processes involve all activities that are performed to incorporate customer requirements, new technology, and past learning into the functional specifications of a manufactured good or service.
A) design
B) facilities management
C) public relations
D) sales and marketing
Page 9
Q5) What does the institutional theory state?
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Chapter 8: Quality Teamwork
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Teams that improve quality performance quickly are more effective than those that take a long period of time to do so.
A)True
B)False
Q2) The work design structure in natural work teams is that work tasks are narrowly defined as they would be on an assembly line.
A)True
B)False
Q3) Leadership teams are confined to a single department and cannot be crossfunctional.
A)True
B)False
Q4) List the various criteria for effective teamwork.
Q5) _____ teams replace rather than complement the traditional organization of work. A) Project
B) Virtual
C) Problem-solving
D) Natural work
Q6) List the common types of teams.
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Chapter 9: Engagement, Empowerment, and Motivation
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80 Verified Questions
80 Flashcards
Source URL: https://quizplus.com/quiz/27114
Sample Questions
Q1) Explain why businesses must first satisfy their workforce in order to satisfy their customers.
Q2) Employee engagement is different from traditional management practices in that employee engagement:
A) replaces trust and cooperation with adversarial mentality.
B) decreases employee morale and commitment to the organization.
C) encourages sticking to established methods of working; it discourages creativity. D) encourages employees to solve problems at the source immediately.
Q3) Douglas McGregor's Theory Y approach to managing employees is based on:
A) the assumption that employees wish to do a good job.
B) the assumption that employees need close monitoring.
C) the assumption that employees are inherently lazy.
D) the assumption that employees tend to avoid responsibility.
Q4) Douglas McGregor's "Theory Y" approach to managing employees emphasizes that people in organizations should make decisions for themselves.
A)True
B)False
Q5) What impact does empowerment have on individuals with various needs?
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Chapter 10: Leadership for Performance Excellence
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) What are leadership systems?
Q2) Which of the following is an example of decisional roles according to Henry Mintzberg's model?
A) Monitor
B) Disseminator
C) Spokesperson
D) Negotiator
Q3) Effective leadership demands continual learning and adaptation to the changing global business landscape.
A)True
B)False
Q4) 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 continuously developing personal knowledge, skills, and abilities through formal study, experience, reflection, and recreation?
A) Builder
B) Navigator
C) Learner
D) Communicator
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Chapter 11: Performance Excellence and Organizational Change
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Survival learning is also termed generative learning.
A)True
B)False
Q2) The Traction stage marks the transition from the singular focus on change through projects, however well executed, to systematic evaluation and improvement of leadership approaches.
A)True
B)False
Q3) With respect to the six stages of a quality life cycle, in the _____ stage quality is strategically aligned and deployed across the organization.
A) maturation
B) regeneration
C) adoption
D) limitation
Q4) The human resource model of quality management is the best model of performance excellence.
A)True
B)False
Q5) What must be included in an effective knowledge management system?
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