Chapter 09 – Management of Quality
1. Broadly defined, quality refers to the ability of a product or service to occasionally meet or
exceed customer expectations.
2. An organization achieves quality by consistently meeting their competitor’s standards.
Chapter 09 – Management of Quality
3. Because ‘courtesy’ is subjective, it can’t be considered a factor in service quality.
4. Recent changes to ISO guidelines stress continuous improvement regardless of how good
you currently are.
5. The seven dimensions of quality are important for products but are not applicable in service
organizations.
Chapter 09 – Management of Quality
6. Regardless of superior quality, consumers won’t pay premium prices.
7. High Quality and low prices are both considered to be dimensions of quality.
8. The Baldrige award can only be won by manufacturing organizations.
Chapter 09 – Management of Quality
9. Quality of conformance refers to the degree to which goods and services conform to the
intent of the designers as documented in the specifications.
10. Quality of design refers to the degree to which goods and services achieve the intent of the
designers.
11. In market research, a group of consumers who express their opinions about a product or
service is called a steering committee.
Chapter 09 – Management of Quality
12. Business organizations achieving good quality benefit in a variety of ways, including a
positive reputation for quality, increased customer loyalty, and lower production costs.
13. User instructions and follow-up services after delivery are important elements of overall
product or service quality.
14. Reducing the variations in our product or service is an important key to perceived quality.
Chapter 09 – Management of Quality
15. Product design choices are usually the result of inputs from accounting and human
resources.
16. The dimensions of product and service quality are too abstract to be applied
operationally.
17. The degree to which a product or service satisfies its intended purpose is determined by
design, conformance to design, cost, and reputation of the producer.
Chapter 09 – Management of Quality
18. The degree to which a product or service satisfies its intended purpose is determined by
service after delivery, ease of use, design, and conformance to design.
19. Medical malpractice claims are an example of how poor quality can affect an organization
through liability.
20. Convenience, Reliability and Assurance are dimensions of service quality.
Chapter 09 – Management of Quality
21. Poor quality has a positive effect on productivity because it usually takes longer to
produce a good part.
22. If the majority of service customers are satisfied, it is likely that all service customers will
be satisfied.
23. The primary difference between internal failures and external failures is time and place of
discovery of the failure.
Chapter 09 – Management of Quality
24. Customer expectations tend to change over time affecting their perception of service
quality.
25. Cost of inspectors, testing, test equipment, and labs are examples of prevention costs.
26. Cost of inspectors, testing, test equipment, and labs are examples of appraisal costs.
Chapter 09 – Management of Quality
27. Modern quality management emphasizes finding and correcting mistakes before they
reach the customer – catching the errors before they are shipped.
28. Deming stresses that workers are primarily responsible for poor quality because very often
they fail to follow instructions.
29. According to Deming, it is the systems that management puts into place that are primarily
responsible for poor quality, not employees.
Chapter 09 – Management of Quality
30. Juran describes quality management as a trilogy that consists of quality planning, quality
control, and quality improvement.
31. Juran describes quality management as a trilogy that consists of quality planning, control
of quality costs, and quality improvement.
32. Quality at the source means returning all defects to the source – our vendors.
Chapter 09 – Management of Quality
33. Six sigma programs have both management and technical components.
34. Crosby’s concept of “quality is free” means that it is less expensive to do it right initially
than to do it over.
35. The causes of variation in any process can be identified through the general categories of
people, procedures, education and age.
Chapter 09 – Management of Quality
36. Quality certification refers to a process of 100 percent inspection to catch all defective
products before they leave the company; this allows every item to be certified defect free.
37. The customer is the focal point and customer satisfaction is the driving force in quality
management.
38. When considering service quality, convenience often is a major factor.
Chapter 09 – Management of Quality
39. Serviceability, Conformance and Reliability are dimensions of product quality.
40. Firms that wish to do business with the European Community can benefit from having a
quality management system that meets ISO 9000 standards.
41. Continuous improvement attempts to achieve major breakthroughs in product or service
quality.
Chapter 09 – Management of Quality
42. So long as quality input resources are used to make a product, we can expect quality
output from the process.
43. Three key philosophies in TQM are continuous improvement, involvement of everyone in
the organization, and customer satisfaction.
44. Suppliers are not included in quality assurance and quality improvement efforts in TQM;
they should worry about their own problems.
Chapter 09 – Management of Quality
45. Zero defects requires 100% inspection of the final product.
46. The PDSA cycle forms the conceptual basis for continuous improvement.
47. A control chart is a visual representation of the various states in a process.
Chapter 09 – Management of Quality
48. The purpose of benchmarking is to establish a standard against which the organization’s
performance can be judged, and to identify a model for possible improvement.
49. TQM expands the traditional view of quality beyond looking only at the quality of the
final product or service to looking at the quality of every aspect of the process.
50. The benchmark organization must be chosen from the same industry in order for its
methods to be applicable.
Chapter 09 – Management of Quality
51. A quality circle is a cross-functional team focused on quality.
52. Total quality management attempts to involve everyone in an organization in the effort to
achieve quality.
53. There is a positive link between quality and productivity.
Chapter 09 – Management of Quality
54. The term “quality at the source” refers primarily to the practice of requiring each of our
vendors to provide quality parts and materials.
55. ISO standards aid in transferring technology to developing countries.
56. TQM is not just a collection of techniques. It is rather a whole new attitude toward
quality.
Chapter 09 – Management of Quality
57. The PDSA cycles is also referred to as the Baldrige Wheel.
58. When problems arise in a total quality managed organization, it is important to assign
blame and punish the worker responsible for causing the problem.
59. ISO standards apply only to manufacturing organizations.