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Indicate whether the statement is true or false.
1. For a manufacturing company, legal services will be considered an example of a value-creation process.
a.
True
b.
False
2. Reengineering focuses on improving the existing procedures rather than eliminating them and reinventing the process.
a.
True
b.
False
3. Identifying potential defects and errors and stopping a process before they occur is the best approach to avoid mistakes
in a process.
a.
True
b.
False
4. Projects generally cut across organizational boundaries but do not require the coordination of many different
departments and functions.
a.
True
b.
False
5. Support processes generally add value directly to a product or service.
a.
True
b.
False
6. Agility might demand special strategies such as modular designs, sharing components, sharing manufacturing lines, and
specialized training for employees.
a.
True
b.
False
7. Control is the activity of ensuring conformance to the requirements and taking corrective action when necessary to
correct problems and maintain stable performance.
a.
True
b.
False
8. Value-creation process requirements are driven by internal customer needs.
a.
True
b.
False
9. Support processes generally require a higher level of attention than do value-creation processes.
a.
True
b.
False
10. Flowcharts enable management to study and analyze processes prior to implementation.
a.
True
b.
False
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11. The materials supplied by a certified supplier do not require manufacturers to conduct routine testing on all the lots
supplied.
a.
True
b.
False
12. A process is a sequence of linked activities that is intended to achieve some result, such as producing a good or service
for a customer within or outside the organization.
a.
True
b.
False
13. The kaizen philosophy requires a significant cultural change from all employees in the organization except top
management.
a.
True
b.
False
14. Suppliers include not only companies that provide materials and components, but also distributors, transportation
companies, and information, health care, and education providers.
a.
True
b.
False
15. The improvement aspect of process management focuses on continually seeking to achieve higher levels of
performance, such as reduced variation, higher yields, fewer defects and errors, and smaller cycle times.
a.
True
b.
False
16. Benchmarking encourages employees to continuously innovate.
a.
True
b.
False
17. Breakthrough improvement refers to discontinuous change, as opposed to the gradual, continuous improvement
philosophy of kaizen.
a.
True
b.
False
18. Process control is the responsibility of those who directly accomplish the work.
a.
True
b.
False
19. A kaizen blitz is an improvement initiative that is gradual and continuous and is performed on a part-time basis.
a.
True
b.
False
20. The outputs of service processes are as well defined as manufactured products.
a.
True
b.
False
21. Processes must be measurable and repeatable in order to apply the techniques of process management.
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a.
True
b.
False
22. The impact of other processes on a particular process must be considered while designing the process, as processes
rarely operate in isolation.
a.
True
b.
False
23. Reduction in cycle time of a process leads to improvement in quality of products as it reduces the potential for
mistakes and errors.
a.
True
b.
False
24. Supplier certification processes can be time-consuming and expensive to administer.
a.
True
b.
False
25. Assembly of products in a manufacturing plant is an example of a support process.
a.
True
b.
False
26. Control in manufacturing starts with purchasing and receiving processes.
a.
True
b.
False
Indicate the answer choice that best completes the statement or answers the question.
27. The management team at Kyra Electronics is looking for ways to achieve higher levels of performance. They are
trying to obtain higher yields and reduce cycle times. In the context of the three major activities involved in process
management, the management team at Kyra is engaged in the _____ activity of process management.
a.
mapping
b.
improvement
c.
design
d.
control
28. In the case of a manufacturing company, which of the following is an example of a value-creation process?
a.
Product designing
b.
Human resource services
c.
Public relations
d.
Legal services
29. Which of the following statements best describes process owners?
a.
They are accountable for process performance and have the authority to control and improve their process.
b.
They have the authority to design the processes that will be used by the top management team in their
organization.
c.
They test the accuracy of the processes used in marketing management.
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d.
They have the authority to certify the processes used by the suppliers of their organization.
30. Which of the following is considered during the design/redesign process in K&N‘s comprehensive system for process
management framework?
a.
Measuring to specifications
b.
Operating procedures
c.
Cycle time
d.
Auditing to specifications
31. Which of the following statements regarding support processes is true?
a.
They align closely to an organization’s core competencies and strategic objectives.
b.
They are sometimes called core processes.
c.
They require less attention from employees compared to value-creation processes.
d.
They add value directly to the product or service being produced.
32. When a service ranks low on the dimensions of customer contact, labor intensity, and customization, the service
provider needs to place emphasis on _____ to provide a high-quality service to the customers.
a.
training provided to employees
b.
employee behavior
c.
professional judgment of the employees
d.
physical facilities and procedures
33. After-action review or debrief is a process control approach used by organizations to
a.
reduce the cost of conducting a process.
b.
improve the process by increasing the efficiency of the manufacturing systems.
c.
prevent the errors in a process from occurring again.
d.
decrease the time required for completing a process.
34. Which of the following is one of the three major activities in process management that focuses on continually seeking
to achieve higher levels of performance, such as reduced variation, higher yields, fewer defects and errors, smaller cycle
times, and so on?
a.
Design
b.
Control
c.
Process mapping
d.
Improvement
35. To apply the techniques of process management, processes must be
a.
costly and time-consuming.
b.
repeatable and measurable.
c.
centrally controlled and random.
d.
simple and lengthy.
36. What does K&N Management, Inc. call its employees?
a.
Grand-aides
b.
Friendly team members
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c.
Representative members
d.
Group partners
37. Which of the following is a type of customer error that occurs during an encounter?
a.
Failure to follow the instructions provided
b.
Failure to signal service inadequacies
c.
Failure to bring the necessary materials for the encounter
d.
Failure to understand their role in the service transaction
38. Which of the following statements regarding the poka-yoke approach used for mistake-proofing processes is true?
a.
It was developed by Kaoru Ishikawa.
b.
It is ineffective in providing immediate feedback to employees regarding the error in the process.
c.
It helps to engage workers in continuous improvement activities.
d.
Most of the techniques of poka-yoke are expensive and extremely complex to implement.
39. _____ is an approach for mistake-proofing processes, developed by Shigeo Shingo, that involves using automatic
devices or simple methods to avoid human error.
a.
Kaizen
b.
Poka-yoke
c.
Process mapping
d.
Job enrichment
40. Process control in manufacturing starts with the _____ process.
a.
assembly
b.
delivery
c.
purchasing
d.
production
41. Which of the following statements regarding kaizen is true?
a.
It involves only the top management of the organization.
b.
It attempts to achieve radical improvements in a very short time period.
c.
It requires very large financial investments.
d.
It focuses on small, gradual, and frequent improvements.
42. Strategically placed tray-return stands and trash receptacles remind customers to return trays in fast-food facilities.
This is an example of a poka-yoke technique designed to prevent
a.
customer errors in preparation.
b.
customer errors during an encounter.
c.
customer errors at the resolution stage of a service.
d.
treatment errors between the server and the customer.
43. Organizations that emphasize the behavior of their employees rather than the processes and procedures involved are
aiming to
a.
improve the efficiency and timing of their service.
b.
provide a friendly and personable environment to their customers.
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c.
improve the reliability of their service.
d.
minimize variations in their service standards.
44. The design activity of process management focuses on
a.
identifying new markets and product opportunities.
b.
ensuring that the inputs to the process, such as materials, technology, work methods, and a trained workforce,
are adequate.
c.
maintaining consistency in output by assessing performance and taking corrective action when necessary.
d.
continually seeking to achieve higher levels of performance.
45. As customization of services increases, _____ become(s) a bigger factor in the ability to provide high-quality service
to the customers.
a.
training provided to employees
b.
processes and procedures
c.
employee behavior
d.
physical facilities
46. The process of measuring a company’s performance against best-in-class companies and using that information as a
basis to define the company’s targets, strategies, and implementation is known as
a.
total quality management.
b.
process mapping.
c.
benchmarking.
d.
reengineering.
47. A _____ is a temporary work structure that starts up, produces products or services, and then shuts down.
a.
kaizen program
b.
poka-yoke program
c.
project
d.
quality circle
48. Supply chains help organizations to create a competitive advantage in
a.
workforce engagement.
b.
process mapping.
c.
flexibility.
d.
benchmarking.
49. After using an ATM machine, Deborah forgets to remove her card from the machine. This is an example of a
a.
treatment error between the server and the customer.
b.
customer error in preparation.
c.
customer error at the resolution stage of a service.
d.
customer error during an encounter.
50. Which of the following reasons explains why process management is important for organizations?
a.
It assists organizations in recruiting the most suitable employees whose values match the culture of the
organization.
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b.
It assists organizations in identifying opportunities for improving quality and operational performance.
c.
It helps organizations to segment customers into natural groups in order to customize products that are better
able to meet customers’ needs.
d.
It helps organizations to increase employee morale and commitment to the organization.
51. For a manufacturing company, which of the following is an example of a support process?
a.
Product designing
b.
Legal services
c.
Testing of products
d.
Product manufacturing
52. Which of the following is regarded as the best approach to prevent mistakes in a process because it will not result in
rework, scrap, or wasted time?
a.
Designing potential defects and errors out of the process
b.
Conducting a cost-benefit analysis to determine the impact of stopping a process
c.
Identifying potential defects and errors and stopping a process before they occur
d.
Identifying defects and errors soon after they occur and quickly correcting the process
53. Value-creation processes are sometimes called _____ processes.
a.
core
b.
support
c.
job enrichment
d.
quality circle
54. The quality team at Nigre, a cosmetics company, is continuously involved in monitoring the production process to
ensure that the products are meeting specifications. They are also responsible for taking corrective measures when they
identify variations in the products. In the context of the three major activities involved in process management, the quality
team at Nigre is engaged in the _____ activity of process management.
a.
improvement
b.
design
c.
mapping
d.
control
55. In the context of service errors, which of the following is an example of a treatment error?
a.
Working on the wrong order
b.
Unclean facilities
c.
Lack of courteous behavior
d.
Doing work incorrectly
56. In K&N’s process management framework, which of the following is considered during process control and
improvement?
a.
Equipment needs
b.
Training team members
c.
Operating procedures
d.
Design of workstations
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57. A(n) _____ is a design tool that enables management to study and analyze processes prior to implementation in order
to improve quality and operational performance.
a.
Likert scale
b.
flowchart
c.
quality manual
d.
affinity diagram
58. Value-creation processes differ from support processes in that value-creation processes
a.
provide the infrastructure for production or deliver processes to create or deliver the actual product.
b.
rarely align with the organization’s core competencies and strategic objectives.
c.
generally do not add value directly to the product or service.
d.
are driven by external customer needs.
59. What is the last step in K&N’s process management framework?
a.
Measuring and auditing to specifications
b.
Mapping and documenting the process
c.
Evaluation and improvement
d.
Replicating the process to all applicable areas
60. Which of the following is one of the three major activities in process management that focuses on maintaining
consistency in output by assessing performance and taking corrective action when necessary?
a.
Design
b.
Improvement
c.
Process mapping
d.
Control
61. Which of the following can be regarded as a task error in a service process?
a.
Lack of courteous behavior
b.
Failure to acknowledge a customer
c.
Unclean facilities
d.
Working on the wrong order
62. Which of the following is the first step involved in designing a manufacturing process?
a.
Defining the sequence of steps that need to be performed
b.
Documenting the procedures and requirements in a flowchart
c.
Conducting a detailed technical analysis of the characteristics of the product
d.
Analyzing the processes prior to implementation to improve quality
63. _____ is defined as “the fundamental rethinking and radical redesign of business processes to achieve dramatic
improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.”
a.
Process mapping
b.
Total quality management
c.
Reengineering
d.
Benchmarking
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64. Value-creation services that take the form of projects
a.
are typically completed by individuals rather than by groups.
b.
do not add value directly to the product or service.
c.
tend to deliver unique products or services tailored to the specific needs of an individual customer.
d.
are generally completed by a single department and do not cut across organizational boundaries.
65. How does the cleanliness process at the Lexus plant in Cambridge support the achievement of high product quality?
66. How does K&N identify work process improvements?
67. How has the problem-solving process helped K&N?
68. Briefly discuss K&N’s process management framework.
69. What are shipping quality audits at the Lexus plant in Cambridge?
70. How does K&N deal with a formal new process or a process change?
71. Explain the concept of “quality gates” at the Cambridge plant of Lexus with an example.
72. How are team members empowered at K&N?
73. How is the kaizen philosophy implemented at the Lexus plant in Cambridge, Ontario?
74. What are operational steps at K&N?
75. Why do organizations focus on improving the agility and flexibility of their processes?
76. Describe the various elements of a control system.
77. Differentiate between value-creation processes and support processes.
78. Define process management and list the major activities involved in process management.
79. What is a supplier certification process, and what is its purpose?
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52. a
53. a
54. d
55. c
56. b
57. b
58. d
59. c
60. d
61. d
62. c
63. c
64. c
65. In order to foster the kaizen philosophy, engineers and managers created an environment like a clean room, brightly lit
like a pharmaceutical laboratory, with a place for everything and everything in its place. Traditional automobile factories
are dark and noisy places, filled with flying sparks and the pounding of metal stamping machines. The Cambridge plant,
by contrast, is painted in light colors and boasts a spotless floor—the result of constant sweeping up with small brooms
and dustpans. These come from “5s” stations, a key element of lean production. Cleanliness plays such a large role
because at a typical automobile plant most defects are caused by the process of manufacturing itself, by bumps and
scrapes from workers. That is why there are no rings or watches on the line at Cambridge, no jeans with rivets to scratch
bodies, and why fragments of metal are swept up before they can infiltrate the paint system. The Lexus philosophy is
based on the fundamental insight that quality must be built into each part of the production process, not applied as an
afterthought through inspections or fixes.
66. At K&N, data that indicate the need for work process improvements come from operations inspections, process audits,
team members, and guest feedback.
67. When the cause of a problem is not known, a special problem-solving process is used at K&N. This includes finding
the root cause of the problem, determining the best solution, designing an improvement and implementing it, determining
if the results are positive, and if so, standardizing the solution. The problem-solving process has assisted K&N in reducing
variability in processes across the organization, improving production and service processes, and achieving better
performance.
68. K&N uses a comprehensive system for process management that incorporates design, control, and improvement.
Design of work processes is linked to product offerings; as new or improved products are designed, redesign of work
processes may be necessary. First, equipment needs are analyzed, based on the equipment capability requirements and
selection characteristics. Next, workforce needs are determined, including the design of workstations and the capabilities
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