MGMT 3430 Exam IV Review Material
You should fare well on the exam IF you follow several simple
guidelines:
1), read and understand all of the chapters assigned;
2), understand all of the learning objectives summarized at the
end of each chapter;
3), understand the questions sent as review material (below);
4), understand the principles discussed in class.
Remember, memorizing and understanding are two different
things. The type of questions that appear on the test require
understanding and synthesis of information not recitation by
rote.
LESSON OBJECTIVES
Managing quality Chapter 7
1.Summarize historical developments in quality
management.
2.Describe Deming’s chain reaction of quality
events.
3.Describe the various definitions of quality.
4.Contrast reliability, durability, and
serviceability.
5.Define five terms used to describe service
quality characteristics.
6.Differentiate the four types of quality costs.
7.Define total quality management and list
organizational requirements for its successful implementation.
8.Describe the difference between continuous
improvement and business process reengineering.
Quality analysis, measurement, etc. Chap 19
1.Outline the steps involved in continuous process
improvement (Table 19.1).
2.Define benchmarking, and outline the process of
benchmarking for process improvement.
3.Describe the use and construction of various
tools for process analysis and continuous improvement, to
include:
a. brainstorming
b. process mapping
c. run diagrams
d. check sheets
e. Pareto charts
f. cause-and-effect
diagrams
4.Develop lower and upper control limits for a
process involving variable data.
5.Develop lower and upper control limits for a
process involving attribute data.
6.Describe the concept of process capability, and
calculate the capability index for a given process.
Production simulation Handouts
1.Gain familiarity with a computerized learning
tool.
2.Gain familiarity with a particular simulated
production environment.
3.Comprehend the need for a general approach to
production planning.
4.Gain appreciation for the complexity of shop
floor control.
Theory of Constraints & DBR Handouts
1.Identify the five focusing steps of the Theory of
Constraints.
2.Explain the concept of exploiting a constraint.
3.Explain the concept of subordination (both active
and passive).
4.Discuss the need for the fifth focusing step.
5.Explain what is meant by the terms drum, buffer,
and rope.
6.Describe where buffers should be placed in a DBR
system.
7.Discuss how buffers can be sized and used to
manage an operation.
THE EXAM
The exam will consist of multiple choice questions.
SAMPLE QUESTIONS
These are only sample questions. You may want to also examine
the discussion questions at the end of each chapter. There is no
guarantee that any of these questions will be included on the
exam. The questions are merely indicative of the TYPE of
question that will be on the exam. Furthermore, studying ONLY
these questions IS NOT sufficient preparation for the exam.
When Saturn cars were first introduced, there was a limited
product recall due to a manufacturing defect. This
resulted in what type of quality cost to Saturn?
a. internal failure cost
b. external failure cost
c. prevention cost
d. appraisal cost
e. reaction cost
Which of the following are barriers to successful
implementation of total quality management?
a. failure to match the TQM
implementation process to the company
b. lack of commitment from top
management
c. viewing TQM as a cure-all
d. all of the above are barriers
e. only b and c are barriers
Tom plans to buy a new television. He wants a
television that costs less than $200, has at least a 6-month
warranty, and comes with a remote that has a sleep timer.
After identifying several acceptable alternatives, one
particular brand is chosen because of having the lowest price.
The fact that Tom finally chose a particular brand because of
price, indicates that price was the
a. determinant attribute.
b. order qualifier.
c. order winner.
d. useful attribute.
e. conjoint winner.
Which of the following is one of W. Edwards Deming's
underlying beliefs?
a. Improving quality reduces
quality related costs.
b. Lower costs of goods sold
result in lower prices for these products.
c. Lower prices will increase
demand for the product.
d. Increased demand will enable
expansion, more jobs, and job security.
e. All of the above.
Joseph M. Juran's quality philosophy is based on which of the
following managerial process?
a. quality planning
b. quality control
c. quality improvement
d. all of the above
e. none of the above
Which of the following is NOT an example of internal failure
costs?
a. scrap
b. rework
c. repairs
d. reinspection
e. lost production capacity
Costs incurred in the design and development of new quality
equipment is an example of
a. appraisal costs.
b. external failure costs.
c. internal failure costs.
d. prevention costs.
e. all of the above.
Poka-yoke is
a. an established series of steps
or operations which work together.
b. a quality technique oriented
toward the design of production systems which are nearly
foolproof.
c. the process of continuous
improvement.
d. the use of teams of
individuals as problem solvers.
e. all of the above.
A statement that summarizes the message of the pioneers of
the quality ideal is:
a. quality improvement must be a
never-ending process.
b. the only acceptable quality
goal is defect-free output.
c. managers must be committed to
quality and must lead the improvement efforts, but everyone must
contribute and share in the responsibility for quality.
d. quality pays for itself; it
costs less to produce quality than to do anything else.
e. all of the above.
Steps in the process improvement model do NOT include
a. defining the problem in the
context of the process.
b. identifying, analyzing and
documenting the process.
c. measuring current performance.
d. identifying under-performing
individuals.
e. developing alternative
solutions and selecting the best one.
A ______ seeks to separate the vital few issues from the
trivial many.
a. run diagram
b. Pareto chart
c. process map
d. cause-and-effect diagram
e. process control chart
The length of extension cords being manufactured is an
example of
a. attribute data.
b. variable data.
c. operating characteristics
curve.
d. benchmarking.
e. non-random sampling.
A data point recorded below the lower control limit on an
R-chart
a. suggests that no assignable
cause of variation is present.
b. can be ignored because it
signifies better than average quality.
c. is impossible-the lower
control limit on an R-chart is zero.
d. is proof that the process
range is too large.
e. should be investigated because
an assignable cause of variation might be present.
Three-sigma control limits, compared to 2-sigma control
limits, _____ the probability of Type I error and ______ the
probability of Type II error.
a. increase; decrease
b. decrease; increase
c. decrease; decrease
d. increase; increase
e. either a or b can result.
If the population of items produced is always within the
upper and lower specification limits, the process capability
measure must be
a. > 1.
b. < 1.
c. = 1.
d. infinite.
e. depends on the standard
deviation of the process.
Counting the number of defects per 10' by 40' steel plate is
an example of
a. sampling by attributes.
b. sampling by variables.
c. non-random sampling.
d. a and b are both correct.
e. none of the above.
Output from a process that is in statistical control
a. will be within the
specification limits for the product.
b. will be outside of the
specification limits for the product.
c. is not guaranteed to be within
the specifications for the product.
d. is guaranteed to be
defect-free.
e. none of the above.
A process is considered to be under control if:
a. only special (assignable)
cause variation remains
b. the output is within
specifications
c. the output is centered on the
target
d. only common cause variation
remains.
Additionally you should be able to answer the TOC short
answer questions found at
http://www2.gasou.edu/facstaff/edwalker/toc.htm
