Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
79. Mark is heading a team that has reached the third step in the re-engineering process. Which of
the following are key resources needed for Mark and his team at this stage of the process?
a. Process flow analysis; process mapping
b. Information technology; business culture management
c. Teamwork; customer focus
d. Process analysis skills; customer focus
e. Company vision statement; awareness of competitive status
Difficulty: 3 Page-Reference: 389
Question ID: 12-1-79 Skill: Application
Objective: 12.4
80. The fourth step in the re-engineering process is to understand the current process. What are the
key resources needed for this step?
a. Process analysis skills
b. Teamwork; customer focus
c. Process flow analysis; process mapping
d. Information technology; business culture management
e. Company vision statement; awareness of competitive status
Difficulty: 3 Page-Reference: 389
Question ID: 12-1-80 Skill: Comprehension
Objective: 12.4
81. The fifth step in the re-engineering process is to create a new process design. Which of the
following are the key resources needed for this step?
a. Teamwork; customer focus
b. Process flow analysis; process mapping
c. Company vision statement; awareness of competitive status
d. Information technology; business culture management
e. Process analysis skills
Difficulty: 3 Page-Reference: 389
Question ID: 12-1-81 Skill: Comprehension
Objective: 12.4
82. Nikki’s team is at the fourth step in the re-engineering process. What activities must Nikki manage
to effectively complete this step?
a. Determine if the information technology exists for the re-engineered process and if the
organizational culture is ready for the change
b. Determine which process, if changed, will yield best improvement and determine how it might be
changed and at what cost
c. Show value that will be added for customers and for the company
d. Diagnose the current process to understand how it relates to other processes, and identify value–
adding steps versus wasteful steps in the current process
e. Eliminate all waste work, and apply the tools for process redesign to determine the best practices
for adding value for customers
Difficulty: 2 Page-Reference: 389
Question ID: 12-1-82 Skill: Application
Objective: 12.4
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
83. Tijen’s team is at the fifth step in the re-engineering process. What activities must Tijen manage to
effectively complete this step?
a. Eliminate all waste work and apply the tools for process redesign to determine the best practices
for adding value for customers
b. Determine which process, if changed, will yield best improvement and determine how it might be
changed and at what cost
c. Show value that will be added for customers and for the company
d. Determine if the information technology exists for the re-engineered process and if the
organizational culture is ready for the change
e. Diagnose the current process to understand how it relates to other processes, and identify value–
adding steps versus wasteful steps in the current process
Difficulty: 2 Page-Reference: 389
Question ID: 12-1-83 Skill: Application
Objective: 12.4
84. Caterpillar Financial Services changed its whole payments and financing process by improving
equipment, retraining employees, and connecting customers to the company’s data base. This was an
example of
a. business process re-engineering.
b. ISO 9000.
c. getting close to the customer.
d. back to basics.
e. Six Sigma.
Difficulty: 2 Page-Reference: 388
Question ID: 12-1-84 Skill: Comprehension
Objective: 12.4
85. _________ is focused on improving the overall flow through a system by having various
companies working closely together.
a. Supply chain management
b. Flow-through analysis
c. Benchmarking
d. Business process re-engineering
e. Materials management
Difficulty: 2 Page-Reference: 389
Question ID: 12-1-85 Skill: Knowledge
Objective: 12.5
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
86. When fashion house Louis Vuitton revamped its system in order to ensure that retailers would
always have “hot” items available, this was an example of effective
a. supply chain management.
b. flow-through analysis.
c. benchmarking.
d. business process re-engineering.
e. marketing research.
Difficulty: 2 Page-Reference: 390
Question ID: 12-1-86 Skill: Comprehension
Objective: 12.5
87. The supply chain typically excludes
a. customers.
b. retailers.
c. suppliers.
d. distributors.
e. investors.
Difficulty: 1 Page-Reference: 388, 390
Question ID: 12-1-87 Skill: Knowledge
Objective: 12.5
88. With respect to supply chains and their management, it is correct to say that
a. supply chains are very important in the movement of physical goods, but not for the provision of
services.
b. there are increasing concerns about using suppliers from developing countries.
c. re-engineering can generally not be used as a strategy to improve supply chains.
d. the globalization of business has reduced the risk of supply chain disruptions.
e. many global companies have centralized their supply chain management over the past five years.
Difficulty: 1 Page-Reference: 391
Question ID: 12-1-88 Skill: Comprehension
Objective: 12.5
89. Supply chain management is
a. the principle of looking at the supply chain as a whole in order to improve the overall flow through
the system.
b. a program certifying that a factory, laboratory, or office has met the quality management standards
of the International Organization for Standardization.
c. a certification program attesting to the fact that a factory, laboratory, or office has improved
environmental performance.
d. the concept that all employees are valuable contributors to a firm’s business, and should be
entrusted with decisions regarding their work.
e. the redesigning of business processes to improve performance, quality, and productivity.
Difficulty: 2 Page-Reference: 389-390
Question ID: 12-1-89 Skill: Comprehension
Objective: 12.5
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
90. Continuous improvement is
a. an ongoing commitment to improving products and processes in the pursuit of ever-increasing
customer satisfaction.
b. a program certifying that a factory, laboratory, or office has met the quality management standards
of the International Organization for Standardization.
c. the principle of looking at the supply chain as a whole in order to improve the overall flow through
the system.
d. the concept that all employees are valuable contributors to a firm’s business, and should be
entrusted with decisions regarding their work.
e. a certification program attesting to the fact that a factory, laboratory, or office has improved
environmental performance.
Difficulty: 2 Page-Reference: 393
Question ID: 12-1-90 Skill: Comprehension
Objective: 12.6
91. Which of the following is not one of the ways in which companies can compete by improving
productivity and quality?
a. Adopt a long-run perspective
b. Improve the services sector
c. Establish a separate quality control department
d. Emphasize quality of work life
e. Invest in technology and innovation
Difficulty: 1 Page-Reference: 392-394
Question ID: 12-1-91 Skill: Comprehension
Objective: 12.6
92. Employee empowerment is
a. the principle of looking at the supply chain as a whole in order to improve the overall flow through
the system.
b. an ongoing commitment to improving products and processes in the pursuit of ever-increasing
customer satisfaction.
c. a program certifying that a factory, laboratory, or office has met the quality management standards
of the International Organization for Standardization.
d. a certification program attesting to the fact that a factory, laboratory, or office has improved
environmental performance.
e. the concept that all employees are valuable contributors to a firm’s business, and should be
entrusted with decisions regarding their work.
Difficulty: 2 Page-Reference: 393
Question ID: 12-1-92 Skill: Comprehension
Objective: 12.6
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
93. The principle that employees should be entrusted with decisions regarding their work is
a. employee training.
b. employee empowerment.
c. work teams.
d. delegation.
e. employee-directed.
Difficulty: 2 Page-Reference: 393
Question ID: 12-1-93 Skill: Knowledge
Objective: 12.6
94. Which of the following is not one of the criteria used by customers to judge service quality?
a. Tangibles
b. Assurance
c. Empathy
d. Responsiveness
e. Relevance
Difficulty: 2 Page-Reference: 394
Question ID: 12-1-94 Skill: Comprehension
Objective: 12.6
95. When Noella goes shopping, she evaluates service quality on the criterion of reliability, which
means that the retailer
a. maintains a pleasing appearance among personnel, and in materials and facilities.
b. provides caring, individualized attention.
c. performs the service as promised, both accurately and on time.
d. employs knowledgeable and courteous employees who will earn the confidence of customers.
e. helps customers promptly.
Difficulty: 2 Page-Reference: 394
Question ID: 12-1-95 Skill: Comprehension
Objective: 12.6
96. Sherrill complains that when she goes to a retail store, she usually does not receive individualized
attention. Sherrill is complaining about which criterion of service quality?
a. Reliability
b. Responsiveness
c. Assurance
d. Empathy
e. Tangibles
Difficulty: 2 Page-Reference: 394
Question ID: 12-1-96 Skill: Comprehension
Objective: 12.6
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
97. Don claimed that when he went to a retail store, he did not receive prompt service. Don was
complaining about which criterion of service quality?
a. Reliability
b. Responsiveness
c. Assurance
d. Empathy
e. Tangibles
Difficulty: 2 Page-Reference: 394
Question ID: 12-1-97 Skill: Comprehension
Objective: 12.6
98. Marilyn said that when a repair person came to her home to fix her washer, the service was not
performed in a timely fashion. Marilyn is complaining about which criterion of service quality?
a. Reliability
b. Responsiveness
c. Assurance
d. Empathy
e. Tangibles
Difficulty: 2 Page-Reference: 394
Question ID: 12-1-98 Skill: Comprehension
Objective: 12.6
99. When Dominic visited a local retail store, he was waited on by a clerk who didn’t know what he
was talking about. Dominic had a negative experience with which criterion of service quality?
a. Reliability
b. Responsiveness
c. Assurance
d. Empathy
e. Tangibles
Difficulty: 2 Page-Reference: 394
Question ID: 12-1-99 Skill: Comprehension
Objective: 12.6
100. When evaluating service quality, customers look for assurance, which means
a. providing caring, individualized attention.
b. maintaining knowledgeable and courteous employees who will earn the confidence of customers.
c. helping customers promptly.
d. performing the service as promised, both accurately and on time.
e. maintaining a pleasing appearance among personnel, and in materials and facilities.
Difficulty: 2 Page-Reference: 394
Question ID: 12-1-100 Skill: Knowledge
Objective: 12.6
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
101. When evaluating service quality, customers look for empathy, which means
a. maintaining a pleasing appearance among personnel, and in materials and facilities.
b. maintaining knowledgeable and courteous employees who will earn the confidence of customers.
c. helping customers promptly.
d. providing caring, individualized attention.
e. performing the service as promised, both accurately and on time.
Difficulty: 2 Page-Reference: 394
Question ID: 12-1-101 Skill: Knowledge
Objective: 12.6
102. When evaluating service quality, customers look for tangibles, which means
a. providing caring, individualized attention.
b. maintaining knowledgeable and courteous employees who will earn the confidence of customers.
c. helping customers promptly.
d. performing the service as promised, both accurately and on time.
e. maintaining a pleasing appearance among personnel, and in materials and facilities.
Difficulty: 2 Page-Reference: 394
Question ID: 12-1-102 Skill: Knowledge
Objective: 12.6
1. Productivity is defined as producing products that are fit for the consumer’s use.
a. True
b. False
Difficulty: 2 Page-Reference: 374
Question ID: 12-2-103 Skill: Knowledge
Objective: 12.1
2. Higher productivity will generally lead to more and higher quality goods produced.
a. True
b. False
Difficulty: 2 Page-Reference: 374
Question ID: 12-2-104 Skill: Comprehension
Objective: 12.1
3. Productivity considers both the amounts and the quality of what is produced.
a. True
b. False
Difficulty: 2 Page-Reference: 374
Question ID: 12-2-105 Skill: Knowledge
Objective: 12.1
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
4. Productivity is measured by a ratio of inputs to quality.
a. True
b. False
Difficulty: 2 Page-Reference: 375
Question ID: 12-2-106 Skill: Knowledge
Objective: 12.1
5. A country’s labour productivity is usually calculated as gross domestic product divided by the total
number of workers.
a. True
b. False
Difficulty: 2 Page-Reference: 375
Question ID: 12-2-107 Skill: Knowledge
Objective: 12.1
6. Productivity differences from nation to nation are largely the result of one key factor: differences in
human skills.
a. True
b. False
Difficulty: 2 Page-Reference: 375
Question ID: 12-2-108 Skill: Knowledge
Objective: 12.1
7. The 2011 OECD study of selected countries found that Norway had the highest productivity levels
and Mexico had the lowest.
a. True
b. False
Difficulty: 2 Page-Reference: 375
Question ID: 12-2-109 Skill: Knowledge
Objective: 12.1
8. A Statistics Canada resport found that Canadian producers that had foreign units were just as
productive as foreign-owned plants.
a. True
b. False
Difficulty: 2 Page-Reference: 375
Question ID: 12-2-110 Skill: Knowledge
Objective: 12.1
9. A decline in productivity shrinks a nation’s total wealth; this means that any one person’s increase in
wealth can come only at the expense of others in the society.
a. True
b. False
Difficulty: 2 Page-Reference: 377
Question ID: 12-2-111 Skill: Knowledge
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
Objective: 12.1
10. Additional wealth from higher productivity can be shared among workers in the form of higher
wages, but not among investors or customers.
a. True
b. False
Difficulty: 2 Page-Reference: 377
Question ID: 12-2-112 Skill: Comprehension
Objective: 12.1
11. Firms with increasing productivity rates can provide higher wage increases to employees more
easily than firms with declining productivity rates.
a. True
b. False
Difficulty: 2 Page-Reference: 377
Question ID: 12-2-113 Skill: Comprehension
Objective: 12.2
12. Manufacturing productivity is higher than service productivity.
a. True
b. False
Difficulty: 2 Page-Reference: 377
Question ID: 12-2-114 Skill: Knowledge
Objective: 12.2
13. Many service organizations have increased their productivity by becoming more like factories.
a. True
b. False
Difficulty: 2 Page-Reference: 377
Question ID: 12-2-115 Skill: Comprehension
Objective: 12.2
14. Since service organizations focus more on hands-on activity that machines can’t replace, it
follows that service productivity cannot be increased.
a. True
b. False
Difficulty: 2 Page-Reference: 377
Question ID: 12-2-116 Skill: Comprehension
Objective: 12.2
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
15. Quality assurance includes all the activities necessary for getting high-quality goods and services
into the marketplace.
a. True
b. False
Difficulty: 2 Page-Reference: 380
Question ID: 12-2-117 Skill: Knowledge
Objective: 12.3
16. Performance quality refers to the consistency of product quality from unit to unit.
a. True
b. False
Difficulty: 2 Page-Reference: 381
Question ID: 12-2-118 Skill: Knowledge
Objective: 12.3
17. Workers at Cain Ltd. are trying to track down the causes of quality problems by looking at issues
such as personnel, procedures, materials, and equipment. They are probably using a fishbone diagram.
a. True
b. False
Difficulty: 2 Page-Reference: 379-380
Question ID: 12-2-119 Skill: Comprehension
Objective: 12.3
18. An airport manager was trying to find out why his facility had so many delayed departures. He
systematically looked at various possible causes, including personnel, equipment, materials, and
procedures. He was probably using statistical process control.
a. True
b. False
Difficulty: 2 Page-Reference: 379-380
Question ID: 12-2-120 Skill: Comprehension
Objective: 12.3
19. In planning for quality, managers must set goals for both performance quality and quality
reliability.
a. True
b. False
Difficulty: 1 Page-Reference: 381-382
Question ID: 12-2-121 Skill: Knowledge
Objective: 12.3
20. Total quality management (TQM) includes all the activities that are necessary for getting high–
quality goods and services into the marketplace.
a. True
b. False
Difficulty: 1 Page-Reference: 380
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
Question ID: 12-2-122 Skill: Knowledge
Objective: 12.3
21. At Courtyard by Marriott hotels, consistency is achieved by maintaining the same features at all of
Marriott’s nearly 700 locations. This is an illustration of performance quality.
a. True
b. False
Difficulty: 1 Page-Reference: 382
Question ID: 12-2-123 Skill: Comprehension
Objective: 12.3
22. In companies that adopt the total quality management approach, a separate quality control
department is crucial.
a. True
b. False
Difficulty: 1 Page-Reference: 382
Question ID: 12-2-124 Skill: Comprehension
Objective: 12.3
23. Applying the concept of quality ownership results in an increase in the power and authority of the
quality control department and its inspectors.
a. True
b. False
Difficulty: 1 Page-Reference: 382
Question ID: 12-2-125 Skill: Comprehension
Objective: 12.3
24. Statistical process control methods allow managers to analyze variations in production.
a. True
b. False
Difficulty: 2 Page-Reference: 383-384
Question ID: 12-2-126 Skill: Knowledge
Objective: 12.3
25. When Toshiba takes apart a Xerox photocopier and tests each component, this is an example of
a quality/cost study.
a. True
b. False
Difficulty: 2 Page-Reference: 383
Question ID: 12-2-127 Skill: Comprehension
Objective: 12.3
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
26. A process capability study provides information about variation in a production process.
a. True
b. False
Difficulty: 2 Page-Reference: 384
Question ID: 12-2-128 Skill: Knowledge
Objective: 12.3
27. Control charts are used to monitor processes during production in order to detect the time at
which the process becomes unacceptable.
a. True
b. False
Difficulty: 2 Page-Reference: 384-385
Question ID: 12-2-129 Skill: Knowledge
Objective: 12.3
28. External failures in quality/cost studies focus on costs incurred during the actual production
process.
a. True
b. False
Difficulty: 1 Page-Reference: 385
Question ID: 12-2-130 Skill: Knowledge
Objective: 12.3
29. Generally speaking, internal failures that are identified in quality/costs studies are more costly
than external failures.
a. True
b. False
Difficulty: 1 Page-Reference: 385
Question ID: 12-2-131 Skill: Comprehension
Objective: 12.3
30. Internal benchmarking is generally favoured over external benchmarking because of the difficulty
of getting information about other companies’ practices.
a. True
b. False
Difficulty: 1 Page-Reference: 386
Question ID: 12-2-132 Skill: Comprehension
Objective: 12.3
31. The ISO 9000 certification program is designed to ensure that only the highest–quality products
are sent to customers.
a. True
b. False
Difficulty: 1 Page-Reference: 387
Question ID: 12-2-133 Skill: Knowledge
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
Objective: 12.3
32. ISO certification would ideally mean that goods would be produced at the same level of quality
even if all employees were replaced by a new set of workers.
a. True
b. False
Difficulty: 1 Page-Reference: 387
Question ID: 12-2-134 Skill: Comprehension
Objective: 12.3
33. The re-engineering process starts with a statement justifying the proposed re-engineering based
on benefits envisioned for customers and the company.
a. True
b. False
Difficulty: 2 Page-Reference: 388
Question ID: 12-2-135 Skill: Knowledge
Objective: 12.4
34. Marshall Corp. began its re-engineering project by identifying the business activity that needed to
be changed. Its next step is to diagnose the current process to identify its strengths and weaknesses.
a. True
b. False
Difficulty: 2 Page-Reference: 388
Question ID: 12-2-136 Skill: Comprehension
Objective: 12.4
35. Business process re-engineering is designed to improve both the productivity and the quality of
business processes.
a. True
b. False
Difficulty: 1 Page-Reference: 388
Question ID: 12-2-137 Skill: Knowledge
Objective: 12.4
36. The goal of supply chain management is to reduce the number of links in the supply chain.
a. True
b. False
Difficulty: 2 Page-Reference: 389-390
Question ID: 12-2-138 Skill: Knowledge
Objective: 12.5
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
37. Supply chain strategy is based on the idea that each member of the chain should work
individually so as to maximize efficiency as profit for the total chain.
a. True
b. False
Difficulty: 2 Page-Reference: 389
Question ID: 12-2-139 Skill: Knowledge
Objective: 12.5
38. Supply chains are critical for the production of physical goods, but less important for services.
a. True
b. False
Difficulty: 2 Page-Reference: 390
Question ID: 12-2-140 Skill: Comprehension
Objective: 12.5
39. Price is one of the five criteria that customers use to judge service quality.
a. True
b. False
Difficulty: 2 Page-Reference: 394
Question ID: 12-2-141 Skill: Knowledge
Objective: 12.6
40. Continuous improvement is an ongoing commitment to improving products and processes in the
pursuit of ever-increasing customer satisfaction.
a. True
b. False
Difficulty: 1 Page-Reference: 393
Question ID: 12-2-142 Skill: Knowledge
Objective: 12.6
1. What is productivity?
Difficulty: 2 Page-Reference: 374
Question ID: 12-3-143 Skill: Knowledge
Objective: 12.1
2. What is quality?
Difficulty: 2 Page-Reference: 374
Question ID: 12-3-144 Skill: Knowledge
Objective: 12.1
3. What is the formula for labour productivity for a country?
Difficulty: 2 Page-Reference: 375
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
Question ID: 12-3-145 Skill: Knowledge
Objective: 12.1
4. What is total quality management?
Difficulty: 2 Page-Reference: 380
Question ID: 12-3-146 Skill: Knowledge
Objective: 12.3
5. What is value-added analysis?
Difficulty: 2 Page-Reference: 383
Question ID: 12-3-147 Skill: Knowledge
Objective: 12.3
6. What is statistical process control?
Difficulty: 2 Page-Reference: 383
Question ID: 12-3-148 Skill: Knowledge
Objective: 12.3
7. What are two commonly used statistical process control tools?
Difficulty: 2 Page-Reference: 384
Question ID: 12-3-149 Skill: Knowledge
Objective: 12.3
8. What is a control chart?
Difficulty: 2 Page-Reference: 384
Question ID: 12-3-150 Skill: Knowledge
Objective: 12.3
9. What is a quality/cost study?
Difficulty: 2 Page-Reference: 385
Question ID: 12-3-151 Skill: Knowledge
Objective: 12.3
10. Give an example of an internal failure.
Difficulty: 2 Page-Reference: 385
Question ID: 12-3-152 Skill: Comprehension
Objective: 12.3
11. Give an example of an external failure.
Difficulty: 2 Page-Reference: 385
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
Question ID: 12-3-153 Skill: Comprehension
Objective: 12.3
12. What is a quality improvement team?
Difficulty: 2 Page-Reference: 386
Question ID: 12-3-154 Skill: Knowledge
Objective: 12.3
13. What is benchmarking?
Difficulty: 2 Page-Reference: 386
Question ID: 12-3-155 Skill: Knowledge
Objective: 12.3
14. What is ISO 14000?
Difficulty: 2 Page-Reference: 387
Question ID: 12-3-156 Skill: Knowledge
Objective: 12.4
15. What is re-engineering?
Difficulty: 2 Page-Reference: 388
Question ID: 12-3-157 Skill: Knowledge
Objective: 12.4
16. What is the supply chain?
Difficulty: 2 Page-Reference: 388
Question ID: 12-3-158 Skill: Knowledge
Objective: 12.5
17. What is continuous improvement?
Difficulty: 2 Page-Reference: 393
Question ID: 12-3-159 Skill: Knowledge
Objective: 12.6
18. What is employee empowerment?
Difficulty: 2 Page-Reference: 393
Question ID: 12-3-160 Skill: Knowledge
Objective: 12.6
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
19. Identify five criteria that customers use to judge service quality.
Difficulty: 2 Page-Reference: 394
Question ID: 12-3-161 Skill: Knowledge
Objective: 12.6
1. Explain the connection between productivity and quality. What do these two terms mean?
Difficulty: 1 Page-Reference: 374
Question ID: 12-4-162 Skill: Comprehension
Objective: 12.1
2. Why is it important that Canada increase its productivity?
Difficulty: 2 Page-Reference: 375-377
Question ID: 12-4-163 Skill: Comprehension
Objective: 12.1
3. Who is Michael Porter and what is his view on Canada’s competitiveness?
Difficulty: 3 Page-Reference: 376-377
Question ID: 12-4-164 Skill: Comprehension
Objective: 12.1
4. According to a study by the Organisation for Economic Co-operation and Development, productivity
levels in 23 participating countries varied significantly. What factors affect the productivity differences
between nations?
Difficulty: 1 Page-Reference: 375-376
Question ID: 12-4-165 Skill: Comprehension
Objective: 12.1
5. How does an economist measure labour productivity? Is there a formula for this measurement?
Who provides the data in measuring national productivity?
Difficulty: 1 Page-Reference: 375
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
Question ID: 12-4-166 Skill: Comprehension
Objective: 12.1
6. How does high productivity give a company a competitive edge?
Difficulty: 1 Page-Reference: 378
Question ID: 12-4-167 Skill: Comprehension
Objective: 12.2
7. What is TQM and why is it important?
Difficulty: 2 Page-Reference: 380
Question ID: 12-4-168 Skill: Comprehension
Objective: 12.3
8. How does a business firm plan for quality?
Difficulty: 2 Page-Reference: 381-382
Question ID: 12-4-169 Skill: Comprehension
Objective: 12.3
9. Describe the tools for quality management and outline how they can be used.
Difficulty: 3 Page-Reference: 383-388
Question ID: 12-4-170 Skill: Comprehension
Objective: 12.3
10. How does the use of statistical process control methods serve to improve the quality of a firm’s
products?
Difficulty: 2 Page-Reference: 383-385
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality
Question ID: 12-4-171 Skill: Comprehension
Objective: 12.3
11. Your boss wants to determine whether or not to apply for ISO 9000; what are the benefits?
Difficulty: 2 Page-Reference: 387
Question ID: 12-4-172 Skill: Comprehension
Objective: 12.4
12. What are the steps involved in the re-engineering process?
Difficulty: 2 Page-Reference: 388
Question ID: 12-4-173 Skill: Knowledge
Objective: 12.4
13. What actions can be taken to improve a business firm’s ability to compete through productivity
and quality?
Difficulty: 3 Page-Reference: 392-394
Question ID: 12-4-174 Skill: Knowledge
Objective: 12.6
14. Name and describe the five criteria that customers use to judge service quality.
Difficulty: 1 Page-Reference: 394
Question ID: 12-4-175 Skill: Knowledge
Objective: 12.6
Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang
Chapter 12—Increasing Productivity and Quality