Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 1
Indicate whether the statement is true or false.
1. Setting simple goals is one of the practices that is used for implementing leadership as a quality management principle.
a.
True
b.
False
2. One of the most important quality management techniques is basic statistics.
a.
True
b.
False
3. Dr. Kaoru Ishikawa, a quality philosopher, is best known for coining the phrase “total quality control.”
a.
True
b.
False
4. A. V. Feigenbaum, a quality philosopher, promoted the use of quality costs as a measurement and evaluation tool.
a.
True
b.
False
5. A quality management system represents a specific implementation of quality concepts, standards, methods, and tools,
and is unique to an organization.
a.
True
b.
False
6. The ISO 9000:1994 series standards were intended to provide confidence to customers and other stakeholders that
quality requirements are being achieved in the delivered product.
a.
True
b.
False
7. The ISO 9000 requirement for audits forces an organization to review its quality system on a routine basis.
a.
True
b.
False
8. Juran and Deming agreed on the policy that “Fear can bring out the best in people.”
a.
True
b.
False
9. Unlike Deming, Juran proposed a major cultural change in the organization and did not seek to improve quality by
working within the system familiar to managers.
a.
True
b.
False
10. According to Crosby, quality is judged solely on whether requirements have been met, and nonconformance is the
absence of quality.
a.
True
b.
False
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 2
11. Deming emphasized that knowledge is not possible without theory, and experience alone does not establish a theory.
a.
True
b.
False
12. Dr. Kaoru Ishikawa, a quality philosopher, advocated collecting and analyzing factual data using simple visual tools,
statistical techniques, and teamwork as the foundations for implementing total quality.
a.
True
b.
False
13. Deming laid out a “quality improvement program” for companies such as Ford, GM, and Procter & Gamble, when
invited to work with them to improve their quality.
a.
True
b.
False
14. Juran advocated the use of quality cost accounting and analysis to focus attention on quality problems.
a.
True
b.
False
15. Improvements in operations are achieved by reducing the causes and impacts of variation.
a.
True
b.
False
16. Deming stressed that the highest levels of operational staff in an organization must assume the overriding
responsibility for quality management.
a.
True
b.
False
17. Special causes of variation in a production process arise from internal sources that are inherent in the process.
a.
True
b.
False
18. Unlike other management gurus and consultants, Deming defined and described quality precisely.
a.
True
b.
False
19. Variation in a production process decreases capacity utilization.
a.
True
b.
False
20. Common causes of variation in a production process are a result of the design of the product and production system.
a.
True
b.
False
21. According to Dr. Ishikawa’s philosophy, data with dispersion information are false data.
a.
True
b.
False
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 3
22. With the implementation of an ISO 9001-certified QMS, Kenya Pharma found that process improvement efforts were
effectively siloed.
a.
True
b.
False
23. According to Dr. Ishikawa’s philosophy, the ideal state of quality control occurs when inspection becomes necessary.
a.
True
b.
False
24. The core of a QMS is focused on creating the goods and services that customers want.
a.
True
b.
False
25. Crosby’s philosophy demonstrates that quality management practices will cost, not save money.
a.
True
b.
False
26. Variation in a production process makes it easier to find the root cause of the process issues.
a.
True
b.
False
27. The total quality philosophy was initially based on only one principle—customer focus.
a.
True
b.
False
Indicate the answer choice that best completes the statement or answers the question.
28. The essence of Crosby’s quality philosophy is embodied in what he calls the
a.
absolutes of quality management.
b.
the breakthrough sequence.
c.
quality trilogy.
d.
Deming chain reaction theory.
29. Which of the following points about Crosby’s absolutes of quality management is true?
a.
Doing jobs right the first time is expensive.
b.
Quality means conformance to elegance, not requirements.
c.
The only performance measurement is the cost of quality.
d.
The burden of responsibility for solving quality problems falls only on the quality department.
30. Which of the following is one of the four elements of Deming’s system of profound knowledge?
a.
Quality leadership
b.
Suboptimization
c.
Understanding variation
d.
Modern quality technology
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 4
31. The Union of Japanese Scientists and Engineers established the Deming Application Prize in 1951 to recognize
companies that show a high level of achievement in
a.
variation of production processes.
b.
human resource policies.
c.
developing innovative products.
d.
quality practices.
32. In accordance with Juran’s breakthrough sequence, the path from problem to solution consists of two journeys: the
journey from symptom to cause is called
a.
remedial journey.
b.
diagnostic journey.
c.
continuous improvement.
d.
breakthrough improvement.
33. The purpose of Deming’s _____ experiment is to show that people can and do affect the outcomes of many processes
and create unwanted variation by “tampering” with the process, or indiscriminately trying to remove common causes of
variation.
a.
red beads
b.
hidden factory
c.
quincunx
d.
funnel
34. In Juran’s quality trilogy, the process of preparing to meet quality goals is called
a.
quality planning.
b.
quality control.
c.
quality improvement.
d.
quality leadership.
35. In Deming’s view, _____is the chief culprit of poor quality.
a.
concurrent engineering
b.
variation
c.
agility of the production process
d.
low level of tolerance in manufacturing
36. According to point one of Deming’s 14 points for quality improvement, the responsibility of improving a firm’s
competitive position lies with ______.
a.
top management
b.
suppliers
c.
middle management
d.
employees
37. According to Crosby, _____ is a performance standard which involves concentrating on preventing defects rather than
just finding and fixing them.
a.
zero defects
b.
continuous improvement
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 5
c.
Baldrige criteria
d.
breakthrough improvement
38. According to the characterization of total quality by James W. Dean, Jr. and David E. Bowen, _____ are considered
the foundation of the quality philosophy.
a.
practices
b.
techniques
c.
principles
d.
variations
39. KARLEE’s steps of customer focus, leadership, engagement of people, process approach, improvement, evidence-
based approach, and relationship management are collectively called the
a.
KARLEE code.
b.
gold standard.
c.
exemplification of principles of total quality in its business practice.
d.
standards of care.
40. _____ are a result of the design of the product and production system and generally account for about 80 to 95 percent
of the observed variation in the output of a production process.
a.
Remedial causes of variation
b.
Common causes of variation
c.
Assignable causes of variation
d.
Special causes of variation
41. All of the following are results of Kenya Pharma’s implementation of ISO 9001-certified QMS EXCEPT
a.
Kenya Pharma can push out information and updates faster to remote field service representatives (FSRs).
b.
The average time for sea shipments to clear customs decreased from 21.8 days to 5.7 days.
c.
The average time for air shipments to clear customs decreased from 2.5 days to 1.8 days.
d.
The percentage of health facilities passing supply chain data quality audits increased from 53 percent to 98
percent.
42. With regard to quality management systems, a quality ______ serves as a permanent reference for implementing and
maintaining the system.
a.
minute book
b.
manual
c.
policy
d.
trilogy
43. In Juran’s quality trilogy, the process of breaking through to unprecedented levels of performance is called
a.
quality improvement.
b.
quality control.
c.
quality planning.
d.
quality leadership.
44. According to Deming, a product or service possesses quality if
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 6
a.
the production process engages more workforce.
b.
the cost of the product or service exceeds its benefit.
c.
it enjoys a sustainable market.
d.
it shows variations in its production process.
45. At KARLEE, each customer is assigned a(n) _____ that is on call 24 hours a day for day-to–day production issues.
a.
technical representative
b.
agent
c.
three-person customer service team
d.
contact
46. Which of the following was one of Crosby’s basic elements of improvement?
a.
Agility
b.
Variation
c.
Implementation
d.
Suboptimization
47. In Juran’s quality trilogy, the process of meeting quality goals during operations is called
a.
quality control.
b.
quality planning.
c.
quality leadership.
d.
quality improvement.
48. According to Peter Scholtes, a noted consultant, when people don’t understand variation
a.
they see trends where there are none.
b.
they are more likely to distinguish between fact and opinion.
c.
they know when expectations are realistic.
d.
they don’t see events as individual incidents.
49. Which of the following is NOT one of KARLEE’s principles of total quality?
a.
Customer focus
b.
Unobstructed approach
c.
Leadership
d.
Engagement of people
50. Who among the following influenced the development of a participative, bottom-up view of quality, which became
the trademark of the Japanese approach to quality management?
a.
Joseph Juran
b.
A.V.Feigenbaum
c.
Kaoru Ishikawa
d.
Philip.B.Crosby
51. The _____ theory states that improvements in quality lead to lower costs because they result in less rework, fewer
mistakes, fewer delays and snags, and better use of time and materials. Lower costs, in turn, lead to productivity
improvements.
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 7
a.
Quincunx
b.
Basic Elements of Improvement
c.
Absolutes of Quality Management
d.
Deming Chain Reaction
52. A _____ is a set of functions or activities within an organization that work together for the aim of the organization.
a.
quincunx
b.
schema
c.
hidden factory
d.
system
53. Feigenbaum defined the term _____ as an effective system for integrating the quality development, quality
maintenance, and quality improvement efforts of the various groups in an organization so as to enable production and
service at the most economical levels which allow full customer satisfaction.
a.
absolutes of quality management
b.
basic elements of improvement
c.
quality trilogy
d.
total quality control
54. According to _____, the only performance measurement is the cost of quality, which is the expense of
nonconformance and the only performance standard is “Zero Defects (ZD).”
a.
Ishikawa
b.
Juran
c.
Deming
d.
Crosby
55. With regard to quality management systems, _____ is a formal document that demonstrates a commitment to
achieving high quality and meeting customer expectations.
a.
quality policy
b.
quality memorandum
c.
quality trilogy
d.
quality minute book
56. How does KARLEE provide a vertically integrated range of services that support customers from initial component
design to a finished, assembled product?
a.
Advanced design engineering support
b.
No prototype production
c.
No manufacturing
d.
Lack of value-added assembly
57. Dr. Ishikawa is best known for developing a popular quality improvement tool called _____.
a.
u-chart
b.
process capability index
c.
histogram
d.
cause-and-effect diagram
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 8
58. Which one of the following Crosby’s basic elements of improvement means that the top management must take
quality improvement seriously?
a.
Determination
b.
Variation
c.
Implementation
d.
Suboptimization
59. A company and the people in the company need to continually renew themselves to take in new approaches and
relearn many older ones. This is called _____.
a.
organizational designing
b.
organizational learning
c.
organizational structuring
d.
organizational engineering
60. Feigenbaum popularized the term _____, which described the portion of plant capacity wasted due to poor quality.
a.
exponential distribution
b.
hidden factory
c.
quincunx
d.
quality trilogy
61. At KARLEE, the strategic direction of the company is set by
a.
mid-level executives.
b.
the president.
c.
a committee.
d.
SELs (Senior Executive Leaders).
62. Which of the following is the difference between Deming’s and Juran’s quality philosophy?
a.
Juran made top management commitment an absolute necessity.
b.
Juran sought to improve quality by working within the system familiar to managers.
c.
Juran demonstrated that quality management practices will save, not cost money.
d.
Juran viewed quality as imperative in the future competitiveness in global markets.
63. Deming synthesized the underlying foundations of the 14 Points of improving quality into four simple elements which
are called
a.
basic elements of improvement.
b.
absolutes of quality management.
c.
the four steps to total quality control.
d.
a system of profound knowledge.
64. Which of the following is one of the key elements of Dr. Ishikawa’s quality philosophy?
a.
Data with dispersion information are false data.
b.
Personnel management is the entrance and exit of quality.
c.
Remove the symptoms, not the root cause.
d.
Quality begins with education and ends with education.
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 9
65. According to Peter Scholtes, a noted consultant, when people don’t understand systems
a.
they try to resist the process of change.
b.
they are less likely to distinguish between fact and opinion.
c.
they see the symptoms but not the deep causes of problems.
d.
they don’t see events as individual incidents but assume it to be the combined result of several independent
forces.
66. Which of the following principles supports statistical thinking, a philosophy of learning and action?
a.
Variations make it easy to understand root causes in a production process issue.
b.
Understanding and increasing variation are keys to success.
c.
Variation exists in all processes.
d.
All work occurs in a system of independent processes.
67. Which of the following terms refers to a device that illustrates a natural process of variation?
a.
Hidden factory
b.
Six sigma
c.
Quincunx
d.
Balanced scorecard
68. Briefly describe KARLEE’s position on leadership.
69. List KARLEE’s three values.
70. Describe relationship management at KARLEE.
71. Describe the similarities in the quality improvement philosophies of Deming, Juran, and Crosby.
72. List the steps taken by Japanese organizations as a result of Juran’s leadership.
73. The first point in Deming’s 14 points for improving quality is “Create a vision and demonstrate commitment.” Explain
this point.
74. In what ways did Kenya Pharma’s implementation of ISO 9001-certified QMS change the culture?
75. Describe the three steps to quality which summarize Feigenbaum’s quality philosophy.
76. What is a quincunx?
77. In what way did the implementation of ISO 9001 make Kenya Pharma’s internal operations more efficient?
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 10
1. False
2. True
3. False
4. True
5. True
6. True
7. True
8. False
9. False
10. True
11. True
12. True
13. False
14. True
15. True
16. True
17. False
18. False
19. True
20. True
21. False
22. False
23. False
24. True
25. False
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 11
26. False
27. False
28. a
29. c
30. c
31. d
32. b
33. d
34. a
35. b
36. a
37. a
38. c
39. c
40. b
41. d
42. b
43. a
44. c
45. c
46. c
47. a
48. a
49. b
50. c
51. d
Name:
Class:
Date:
Name:
Class:
Date:
Copyright Cengage Learning. Powered by Cognero.
Page 13
ending improvement; acknowledges the importance of the customer and strong management/worker partnerships; and
recognizes the need for and difficulties associated with changing the organizational culture.
72. The steps taken by Japanese organizations as a result of Juran’s leadership are:
1. Directing quality from the senior management level
2. Training the entire management hierarchy in quality principles
3. Striving to improve quality at a revolutionary rate
4. Reporting progress on quality goals to executive levels
5. Involving the workforce in quality
6. Revising the reward and recognition structure to include quality
73. Create a vision and demonstrate commitment is the first point in Deming’s 14 points for improving quality. An
organization must define its values, mission, and vision of the future to provide long-term direction for its management
and employees. Deming believed that businesses should not exist simply for profit; they are social entities whose basic
purpose is to serve their customers and employees. To fulfill this purpose, they must take a long-term view, invest in
innovation, education, and training, and take responsibility for providing jobs and improving a firm’s competitive
position. This responsibility lies with top management. Effective leadership begins with commitment, but making a
commitment to quality and performance excellence is still difficult for managers. Even when managers have conducted a
thorough assessment of their organization and know what they need to change, many do not effectively follow up on
opportunities. Reasons range from denial to excuses.
74. The process brought staff members together as a team and made them more invested in their work. The continual
improvement process created a culture in which everyone had a voice, was learning, and had a role in innovating and
improving.
75. Feigenbaum’s philosophy is summarized in his three steps to quality:
1. Quality Leadership: A continuous management emphasis is grounded on sound planning rather than reaction to failures.
Management must maintain a constant focus and lead the quality effort.
2. Modern Quality Technology: The traditional quality department cannot resolve 80 percent to 90 percent of quality
problems. This task requires the integration of office staff as well as engineers and shop-floor workers in the process who
continually evaluate and implement new techniques to satisfy customers in the future.
3. Organizational Commitment: Continuous training and motivation of the entire workforce as well as an integration of
quality in business planning indicate the importance of quality and provide the means for including it in all aspects of the
firm’s activities.
76. A device called a quincunx illustrates a natural process of variation. In a quincunx, small balls are dropped from a hole
in the top and hit a series of pins as they fall toward collection boxes. The pins cause each ball to move randomly to the
left or the right as it strikes each pin on its way down.
77. The record control guidelines pushed the staff to reach the next level to institute records naming conventions and
centrally store its records. This saved staff time in the long run by making these documents easier to find and making the
staff’s internal operations more efficient.