QUALMAN K36 MIDTERMS

DATE: February 23, 2015 TEAM: Gregg’s Minions TEAM MEMBERS: Abello, Bea ; Chung, Hoi Yan ; Gonzalez, Serafin ; Marquez, Gabe ; Matas, Ron ;

Mendoza, Darwyn

Multiple Choice: Write the letter of the best answer to the left of each number. (D) 1. A tool that is not used for quality is ___. A. Flowchart B. Histogram C. Pareto Analysis D. Redesign E. Check sheets (B) 2. The four dimensions of quality that are sometimes used to determine fitness for use of a product

are ___.

A. performance, special features, durability, and service after sale B. performance, special features, conformance, and reliability C. special features, conformance, reliability, and durability D. performance, conformance, reliability, and durability E. special features, conformance, durability, and service after sale

(A) 3. A tool used to organize data into logical categories is called a(n) ___. A. Affinity diagram B. Check list C. Control Chart D. Flow Chart E. Relationship diagram (C) 4. Which isn't a cost of quality? A. Prevention cost B. External failure C. Extended Service Contracts D. Internal failure E. Appraisal costs

(B) 5. The Deming Prize was established by the ___. A. American Statistical Association

B. Japanese C. North American Free Trade Association D. American Quality Society E. World Trade Organization (A) 6. Lost production time, scrap, and rework are examples of ___.

A. internal failure costs B. external failure costs C. appraisal costs D. prevention costs E. replacement costs

(B) 7. Warranty service, processing of complaints, and costs of litigation are examples of ___. A. internal failure costs B. external failure costs C. appraisal costs D. prevention costs E. replacement costs (C) 8. Costs of inspectors, testing, test equipment, and labs are examples of ___. A. internal failure costs B. external failure costs C. appraisal costs D. prevention costs E. replacement costs (C) 9. Loss of business, liability, productivity and costs are consequences of ___. A. Labor Unions B. Globalization C. Poor Quality D. Robotics E. Micro-factories (D) 10. Quality planning and administration, quality training, and quality control procedures are

examples of ___.

A. internal failure costs B. external failure costs C. appraisal costs D. prevention costs E. replacement costs

(D) 11. The purpose of the Malcolm Baldrige National Quality Award is to ___. A. stimulate efforts to improve quality B. recognize quality achievements of U.S. companies C. publicize successful quality programs

D. all of the above E. distribute the grant money available for improved quality (C) 12. Fixing a problem will often cost money; to minimize these costs it is best to find and fix the

problem ___.

A. just before shipping our product to the customer B. immediately after we complete the last operation

C. during the design phase D. just before we begin the first production operation E. regardless of when you fix the problem, costs are about the same (D) 13. Deciding how much to invest in the prevention of defects can be analyzed using ___. A. EVPI B. Net Present Value C. Weighted Factor Analysis

D. Return on Quality E. Breakeven Analysis (A) 14. The Baldrige award is based on seven categories. Which is not one of those?

A. Relative profitability B. Strategic planning C. Human resource focus D. Information and Analysis E. Leadership

(D) 15. ISO 9000 standards do not have a requirement for ___. A. resource B. remedial C. systems D. training E. management

(D) 16. A quality circle is ___. A. responsible for quality B. total quality control C. an inspection stamp found on meat D. a voluntary group of employees E. none of the above

(E) 17. ISO 9000 currently requires _____ of a certified organization. A. Quarterly reporting B. Product diversity C. Annual audits D. A minimum of four supervisory levels E. Continuous improvement (C) 18. The quality control improvement tool which distinguishes between the "important few" and the

"trivial many" is ___. A. brainstorming. B. check sheets.

C. Pareto analysis. D. cause-and-effect diagrams. E. fail-safe methods. (D) 19. The quality control improvement tool that resembles a "fishbone" is ___. A. brainstorming B. check sheets C. Pareto analysis

D. cause-and-effect diagrams E. fail-safe methods (D) 20. TQM stands for: A. Taguchie Quality Methods B. Tactical Quality Measurements C. The Quality Matrix

D. Total Quality Management E. Total Quantity Measurement

(E) 21. Which of the following is an element of TQM? A. continual improvement B. competitive benchmarking C. operations Manager empowerment D. team approach E. all of the above

(B) 22. Management behaviors supporting an organizational culture that encourages continuous

improvement include which of the following?

(I) develop a vision statement for the organization (II) develop a reward system that promotes the philosophy (III) institute continuous training programs (IV) make decisions that adhere to the philosophy A. I, II, and IV

B. I, II, III, and IV C. I and III D. II, III, and IV E. II and IV (D) 23. The tool that is useful in documenting the current process is: A. a control chart B. a Pareto chart C. a check sheet D. a flow chart E. a simo chart

(C) 24. The tool that is useful in the collection and organization of data is: A. a control chart B. a Pareto chart

C. a check sheet D. a flow chart E. none of the above (C) 25. A quality improvement technique that involves the sharing of thoughts and ideas in a way that

encourages unrestrained collective thinking is: A. Pareto analysis B. benchmarking C. brainstorming D. a control chart E. a check sheet

(E) 26. The "5W2H approach" involves: A. measuring width and height B. using 7 people C. using 2 people D. using 9 people E. asking questions (A) 27. Asking questions about the current process in the hope that it will lead to important insights

about why the current process isn't working as well as it could is called:

A. the "5W2H approach" B. using quality circles C. benchmarking D. PDCA cycle E. none of the above (D) 28. Focusing attention on the most important problem areas is referred to as: A. quality circles B. quality assurance C. brainstorming

D. Pareto analysis E. cause-and-effect analysis (A) 29. A chart showing the number of occurrences by category would be used in:

A. Pareto analysis B. interviewing C. cause-and-effect diagrams D. benchmarking E. none of the above

(B) 30. Cause-and-effect diagrams are sometimes called: A. Pareto diagrams

B. fishbone (Ishikawa) diagrams C. run charts D. control charts E. none of the above (C) 31. The process of identifying other organizations that are best at some facet of your operations, and

then modeling your organization after them is known as:

A. continuous improvement B. employee empowerment C. competitive benchmarking D. copycatting E. industrial espionage

(D) 32. Giving workers responsibility for quality improvements and authority to make changes is known

as: A. continuous improvement B. passing the buck C. benchmarking D. employee empowerment E. employee involvement

(D) 33. The typical difference between "quality circles" and "continuous improvement teams" is ___. A. Quality circles work on product design only. B. Continuous improvement teams work on product and process design. C. Continuous improvement teams use only engineers while quality circles use just the workers

doing the work.

D. the amount of employee empowerment E. There is no difference-they are just the same.

(D) 34. Which of the following is not a goal of process improvement? A. increasing customer satisfaction B. reducing waste C. achieving higher quality D. identifying the cause of a problem E. All are the goals.

(E) 35. Managers have obligations to a wide variety of stakeholders such as shareholders, employees and

customers. When considering outsourcing production to offshore suppliers, managers have to weigh

___. I) Cost benefits that might make shareholders wealthier II) Quality issues that might make firms less productive and/or products riskier III) The investments already tied up in relationships with existing suppliers A. I B. II C. III D. I and II only

E. I, II and III (B) 36. Focusing a supply chain on ________________ is a modern way of ensuring high quality inputs

and a ready supply of process-improvement ideas.

A. lowest cost-per unit sourced B. close, collaborative ties with suppliers C. suppliers that emphasized continuous-flow production D. ISO 14000 customers E. partners pursuing similar strategies

Test 2: Separate sheet suggested. Team Reaction Paper: (50 pts.) If your team is entering into a business, or all of your team members will all be recruited by one large

manufacturing or service firm, please identify necessary steps in order to convince top management that

improving quality of the product or service is the way to go to be successful. Please cite your own

concept business or your potential large organization citing vision or mission of the organization and

work from there onwards to your team recommendation. (The use of fishbone diagram and measurement

of sigma level or similar metrics and statistical charts earlier studied can also be adopted to support such

recommendation/s). Industry: Parking Business: Car Park in a Rural Area Product/Service: Parking Space and Safety (Both Car Owners and Cars) Vision: The leading Car Park company in Safety and Security in the Philippines. Mission: The company’s mission is to provide everyday Filipinos the chance to park their cars without

the worry of anything happening to their car while in our care.

Fishbone:

In order for the company to attain its Mission and Vision, the company should be able to avoid

the potential problems as shown above in the Fishbone diagram. The fishbone diagram clearly shows the

main problem (Stolen/Damaged Car) and the root causes (Parking Floors, Parking Space, Parking

Attendant, Environment, and Security). As you can see, the root causes also have their own sub-causes

which are where we should focus our attention on because these are the areas which we can control in

order for the root causes of our main problem to not arise; now there, that is where Quality Management

comes in. For this company there will be 2 types of Quality Management being followed, one for Service

and the other is for Product. Service Quality Management will come in for Parking Attendant, Security,

and Environment; it would be necessary to use continuous improvement tools in this area because aspects

like crime, environment, and peoples behaviors change over time and a necessary change by the service

of the company would be needed in order to counter or complement such changes. Product Quality

Management in the other hand will come in for Parking Space and Parking Floor; for this continuous

improvement tools would also be necessary for the size of the Parking Space because the sizes of cars

change as well over time. Asides from continuous improvement tools, control charts would also be of use

for keeping track of uneven or cracked floors, now this data may serve as a basis for the renovation of the

floors before the cracks appear or before the floors become uneven. If this is followed the company is

99% sure to achieve its Mission and Vision statements, the 1% is for the level of uncertainty by

things/events out of the control of the company.

There are also other measures to ensure the quality of service that the company provides.

Ensuring the customer’s satisfaction is vital; therefore, the company aims for consistent results in safety

and parking attributes. In attaining the goal, the entity can also use control charts to determine the pattern

of the business in terms of consistency with their people and parking business process. The data should

then show service quality that is in control and is near the middle line which means that the parking

attendant, space, floors, environment and security is in line with target service outcome. An example

would be that the average number of car nap should be at most 2 for a quarter, if it has a LCL of 0 and

UCL of 4 and the data shows it is in control, then the business will provide a more efficient service.

Consequently, if there are unnatural trends such as one plot out, the company must investigate for the

cause to be able to identify and find a solution to the problem in the business process.

Quality and profitability of a business go hand-in-hand; hence, focusing on quality of a product

will lead to the company’s success. This is because better quality of design will lead to a higher

perceived value by the customers which will enable the company to price higher. Consequently, it will

increase the revenues and market share of the business. Improved quality of conformance will also lead to

lower manufacturing and service costs. Hence, we can see how quality of a good/service is an important

factor to have profitability as good quality increases sales and reduces costs at the same time. In the given

example of a business above which is a parking lot, it is important to have good quality considering that

the location will be in a rural area. Since it is in a not so safe area, it is more important to ensure the

quality of the product and service so that the customers will not worry about their private vehicles being

left there instead of parking on the streets where street children and thieves can damage the cars. It will

also reduce a lot of costs because good quality will save the company from expensive costs of car

damages in the parking lot due to bad quality of flooring, car losses due to bad security, and many other

more.