CHAPTER 1 INTRODUCTION

1. In the early
Twentieth century, the artificial separation of production workers from
responsibility for quality assurance led to an increased focus on quality among
both workers and their managers.
2. The measure of
efficiency defined as the amount of output achieved per unit of input is referred to as productivity.
3. Management control
refers to any planned and systematic activity directed toward providing
consumers with products of appropriate quality, along with the confidence that
products meet consumers’ requirements.

4. The transcendent
definition of quality refers to the notion that “you know quality when you see
it.”

5. A
product-based definition of quality implies no relationship between the
perceived quality of a product and the quantity of some product attribute.
6. A value-based
perspective on quality implies a relationship of usefulness to price.

7. Assessment of
quality is affected by one’s position in the value chain.

8. Improved quality of
design leads to lower costs and improved quality of conformance leads to higher
prices.

9. In general, employee
empowerment has been viewed as an effective practice for customer-driven
organizations that embrace total quality.

10. In any organization,
the people who best understand how to improve the product and process are the
ones who design them.

11. A cross-functional
team is an example of horizontal coordination between organizational units.
12. In total quality,
vertical functional relationships are stressed more than horizontal,
cross-functional relationships.

13. Empowering workers
shifts the responsibility for quality from the factory floor to the quality
control department.
14. Business ethics,
public health and safety, and environmental issues are beyond the scope of
total quality.
15. The employee who
conducts a final product inspection is the principle judge of quality under
total quality.

16. Process management is
an element of the total quality infrastructure.

17. Effective business
planning considers the customer as the only relevant stakeholder to the
company.

18. The use of
self-managed teams that combine teamwork and empowerment is a powerful method
of employee involvement.

19. In total quality,
vertical functional relationships are stressed more than horizontal,
cross-functional relationships.

20. Self-managed teams were
the primary means of quality control during the first half of the twentieth
century.

21. According to the
principles of TQM, quality is synonymous with tight tolerance and conformance
to specifications.

MULTIPLE CHOICE QUESTIONS

1. Which
of the following refers to any activity aimed at providing customers with
products of appropriate quality along with the confidence that products meet
consumers’ requirements?
a.
Quality review
b.
Quality control
c.
Quality engineering
d.
Quality assurance

2. Quality
assurance depends on two focal points in business:
a.
design of products; control of
quality during delivery.
b.
adherence to policy; after
sales service.
c.
time and motion guidelines;
management policy on quality.
d.
global quality time and motion
guidelines standards; workforce orientation and commitment.

3. A
key contribution of Frederick Taylor’s scientific management philosophy was to:
a.
reduce the reliance on
inspectors for quality assurance.
b.
increase the training and
education workers received.
c.
separate the planning function
from the execution function.
d.
combine individual work tasks
to promote teamwork.

4. The
change in society’s attitude from “let the buyer beware” to “let the producer
beware” was fuelled by all the following factors EXCEPT:
a.
government safety regulations.
b.
product recalls.
c.
popularity of TQM as a quality
tool.
d.
the rapid increase in product-liability
judgments.

5. Which
of the following is most appropriate in describing the quality efforts
undertaken with the scientific management philosophy?
a.
Defect prevention was
emphasized.
b.
Quality circles were
extensively used.
c.
Use of inspection was
wide-spread.
d.
Quality was every worker’s
responsibility.

6. The
creation of separate quality departments in the early 1900s caused:
a.
indifference to quality among
workers and their managers.
b.
upper management to be more
knowledgeable about quality.
c.
production quality to
substantially improve.
d.
production efficiency to
decline.

7. The two U.S.
consultants that worked with the Japanese to integrate quality throughout their
organizations in the 1950s were:
a.
Juran and Crosby.
b.
Deming and Crosby.
c.
Deming and Juran.
d.
Juran and Crosby.

8. In the 1950s, the
Japanese integrated quality throughout their organizations and developed a
culture of _____ sometimes referred to by the Japanese term kaizen.
a.
consumer orientation
b.
internal competition
c.
process innovation
d.
continuous improvement

9. Beginning
in the ______, many U.S.
companies began to focus on improving quality through more effective management
practices.
a.
1950s
b.
1960s
c.
1970s
d.
1980s

10. Until the start of
the 1980s, most U.S.
companies focused on maintaining quality levels by utilizing which of the
following practices?
a. Process improvement
efforts
b. Design
quality reviews
c. Mass inspection
d. Team-based
initiatives

11. Japanese companies
made significant penetration into Western markets by which decade?
a.
1950s
b.
1960s
c.
1970s
d.
1980s

12. _____ is credited
with developing control charts.
a.
Eli Whitney
b.
Frederick W. Taylor
c.
Walter Shewhart
d.
W. Edwards Deming
13. Which of the
following was the top priority of U.S. manufacturing in the time
period immediately following World War II?
a.
Quality
b.
Production
c.
Continuous improvement
d.
Just-in-time manufacturing

14. During the Middle
Ages, quality was built into the final product. This approach to quality was
lost with the advent of:
a.
engineering schools.
b.
craft guilds.
c.
automation.
d.
the Industrial Revolution.

15. Managing for quality
in organizational processes has been referred to as _____ while managing
product quality has been referred to as _____.
a.
Big Q, Little q
b.
Little q, Big Q
c.
process management, total
quality
d.
total quality, process
management
16. The following
represent significant influences that brought on the “quality revolution” in
the United States EXCEPT the:
a. loss of
national competitiveness.
b. findings of
the American Customer Satisfaction Index (ACSI).
c. popularity
of “Made in Japan”
products in the country.
d. broadcast
of the NBC special program, If Japan Can, Why Can’t We?
17. In 1984, the U.S. government designated ____ as
the National Quality Month.
a.
February
b.
October
c.
July
d.
March

18. In 1989, _____ was the first non-Japanese company to be
awarded Japan’s
coveted Deming Prize for quality.
a.
Florida Power and Light
b.
AT&T Power Systems
c.
Motorola Inc.
d.
General Electric

19. A.
V. Feigenbaum recognized the importance of a comprehensive organizational
approach to quality in the 1950s and coined the term _____.
a.
process control
b.
total quality control
c.
quality circle
d.
companywide quality control

20. The
term _____ was developed by the U.S. Naval Air Systems Command to describe its
Japanese-style approach to quality improvement that is based on participation
of all members of an organization in improving goods, services, and the
organizational culture.
a.
total quality management
b.
companywide quality control
c.
quality circle
d.
process control

21. The
notion of quality has evolved into the concept of _____, which can be defined
as an integrated approach to organizational performance management.
a.
Six Sigma
b.
reengineering
c.
performance excellence
d.
customer-focused quality

22. Performance
excellence results in all of the following EXCEPT:
a.
delivery of ever-improving
value to customers and stakeholders.
b.
improvement of overall
organizational effectiveness and capabilities.
c.
organizational and personal
learning.
d.
improved lateral communication.

23. _____
is a customer-focused and results-oriented approach to business improvement
that integrates many traditional quality improvement tools and techniques that
have been tested and validated over the years.
a.
Quality assurance
b.
Kaizen
c.
Six Sigma
d.
Total quality

24. The
American Society for Quality identified seven key forces that will influence
the future of quality. Which of the following is NOT one of them?
a.
21st century
technology
b.
Aging population
c.
Healthcare
d.
Organizational hierarchy

25. An
important implication that arises out of the forces that influence quality is
that as the business world becomes more complex, quality must be approached
from a (n) _____, rather than a (n) _____, perspective.
a.
internal; external
b.
bottom-up; top-down
c.
systems; process
d.
futuristic; historical

26. An
important implication that arises out of the forces that influence quality is
that quality will take on more of a (n) _____, rather than _____, function.
a.
strategic; tactical
b.
process; control
c.
regulatory; administrative
d.
internal; external

27. One
common notion of quality, often used by consumers, is that it is _____ superiority
or excellence.
a.
contrasted to
b.
parallel to
c.
synonymous to
d.
confused with

28. The
view that defines quality as the goodness of a product is referred to as the
_____ definition of quality.
a.
user-based
b.
transcendent
c.
incidental
d.
imminent

29. The
_____ definition of quality is of little practical value to managers as it does
not provide a means by which quality can be measured or assessed as a basis for
decision making.
a.
transcendent
b.
user-based
c.
value-based
d.
traditional
30. The
_____ definition of quality is that it is a function of a specific, measurable
variable and that differences in quality reflect differences in quantity of
some product attribute.
a.
manufacturing-based
b.
product-based
c.
value-based
d.
user-based