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Total Quality Management TQM Suggested Q
Total Quality Management TQM Suggested Q
- May 2017 -
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Employee Involvement Topic
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What are the advantages and disadvantages of employee
involvement in decision making?
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Benchmarking Topic
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2. One of the three phases of benchmarking is:
A. Conclusion
B. Postexecution
C. Reporting
D. None of the above
3. Several benchmarking consideration require management’s
approval before the process can start: commitment to change;
funding; personnel; disclosure; and .
A. Oversee
B. Dictate
C. Involvement
D. Supervise
4. The following is a beneficial source for benchmarking efforts:
A. Nonprofit associations
B. Cooperative affiliation
C. For profit organizations
D. All of the above
5. Which information from the benchmarking process may have
more value?
A. Qualitative
B. Quantitative
C. Numerical
D. Estimated
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Test Key
True/False
1. T
2. T
3. F
4. T
5. F
Multiple Choice
1. D
2. B
3. C
4. D
5. A
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2. Explain the difference in objectives for continual improvement
and benchmarking.
An organization can make incremental improvements to its process
through continual improvement, but it might take years to make a 4X
improvement, and by then the competition would probably be at 6X or
better. Benchmarking is used to show which processes are candidates
for continual (incremental) improvement and which require major (on-
site) changes. Benchmarking offers the fastest route to significant
performance improvement. It can focus an entire organization on the
issues that really count.
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5. Why is it necessary that top management be committed as a
prerequisite to benchmarking?
Benchmarking requires a great deal of time from key people, and
money must be available for travel to the benchmarking partners'
facilities. Both of those require management's approval. You expect to
gain information from your benchmarking partner for which they will
expect payment in kind, namely information about you and your
processes. This can be authorized only by management. Finally, the
object of benchmarking is to discover processes to replace yours or at
least to make major changes to them. Such changes cannot be made
without management's approval. Without a mandate from top
management, there is no point in attempting to benchmark. Several
benchmarking considerations require management's approval before the
process can start: commitment to change, funding, personnel,
disclosure, and involvement.
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Quality Management Systems Topic
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2. The organization should prepare a quality manual that is
appropriate and it should include:
A. Definition of TQM
B. HR Policy
C. The Quality Policy
D. Description and interaction for the process of production
The Right Answer is (C).
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2. Any organization should prepare a ‘quality manual’ that is
appropriate. What should the quality manual include ?
The Quality Manual Should Include:
(a) the quality policy;
(b) definition of the quality management system – scope, exclusions,
etc.;
(c) description of the interaction between the processes of the quality
management system;
(d) documented procedures required by the QMS, or reference to them.
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Continual Improvement Topic
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2. Little Q sees the customer as:
A. The person who buys the product
B. All people involved, internal, and external
C. The decision-maker
D. Having continually changing needs
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5. Avraham Goldratt recommends teaching people which
techniques for facilitating change?
A. Effect-cause-effect; Socratic method; Evaporating clouds
B. Evaporating clouds; Black-white method; Socratic method
C. Prerequisite trees; Effect-cause-effect; Black-white method
D. Mushroom concept; Socratic method; Evaporating clouds
Test Key
True/False
1. T
2. F
3. T
4. F
5. F
Multiple Choice
1. D
2. A
3. B
4. B
5. A
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Define and Explain Questions
1. How is customer satisfaction ensured?
To ensure customer satisfaction, it must be renewed with every new
purchase. This cannot be accomplished if quality, even though it is high,
is static. Satisfaction implies continual improvement. Continual
improvement is the only way to keep a customer satisfied and loyal.
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2. What is management's role in continual improvement?
Establishing an organization-wide quality council and serving on it.
Working with the quality council to establish quality improvement
goals with timetables and target dates. Providing the necessary moral
and physical support. Moral support manifests itself as commitment
Physical support comes in the form of the resources needed to
accomplish the quality improvement objectives. Scheduling periodic
progress review and giving recognition where it is deserved. Building
continual quality improvement into the regular reward system including
promotions and pay increases.
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5. What is multi-voting and how is it used?
Multi-voting involves using brainstorming to develop a list of potential
improvement projects. Team members vote several times: hence the
name: to decide which project or projects to work on first. Suppose the
original list contains fifteen potential projects. Team members vote and
cut the list to ten. They vote again and cut it to five. The next vote cuts
the list to three and so on until only one or two projects remain. These
are the first projects that will be undertaken.
The key now is to incorporate the types of improvements made on a
continual basis so that continual improvement becomes a normal part of
doing business. The Plan-Do-Check-Act cycle applies here. With this
cycle, each time a problem or potential improvement is identified, an
improvement plan is developed (Plan), implemented (Do), monitored
(Check), and refined as needed (Act).
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