Question 1

As part of a quality control program, the work is inspected in the first phase of the work process. This characteristic of adequate controls is termed ______________.&#10;A) timeliness&#10;B) economy&#10;C) comprehensiveness&#10;D) understandability

Accepted Answer

Comprehensiveness refers to the extent to which the controls cover all aspects of the work process that are relevant to the quality of the work. In this case, the controls cover the first phase of the work process, which is the inspection of the work. This ensures that the work is inspected before it moves on to the next phase, which helps to ensure the quality of the work.

Question 2

The Six Sigma approach to total quality management is characterized by ___________________.&#10;A) economic variations&#10;B) statistical analysis of variations&#10;C) monetary cost of variations&#10;D) intangible factors

Accepted Answer

Statistical analysis of variations is a key characteristic of the Six Sigma approach to total quality management.

Question 3

The use of a professional association's initiative in quality control programs is an example of __________________.&#10;A) the Six Sigma approach&#10;B) the DMAIC process&#10;C) internal benchmarks&#10;D) external benchmarks

Accepted Answer

External benchmarks involve using standards or initiatives from outside organizations, such as professional associations, to measure and improve quality.

Question 4

The usual term for a visual control chart for plotting scheduling and progress is _______________.&#10;A) Six Sigma chart&#10;B) Gantt chart&#10;C) Pareto chart&#10;D) Fayol chart

Accepted Answer

Gantt charts are visual control charts used for scheduling and progress tracking.

Question 5

In order to depict the chronological flow of work, a manager would usually develop a ________________.&#10;A) Fayol chart&#10;B) Pareto chart&#10;C) flowchart&#10;D) benchmark chart

Accepted Answer

A flowchart is used to depict the chronological flow of work by illustrating the sequence of steps or processes.

Question 6

In order to identify trends in workflow, a manager would usually develop a _______________.&#10;A) run chart&#10;B) flowchart&#10;C) Pareto chart&#10;D) Fayol chart

Accepted Answer

A run chart is used to identify trends or patterns over time in a process or workflow.

Question 7

In order to identify cause-and-effect relationships in workflow, a manager would usually develop a _____________.&#10;A) run chart&#10;B) Ishikawa diagram&#10;C) Gantt chart&#10;D) Pareto chart

Accepted Answer

An Ishikawa diagram, also known as a fishbone diagram or cause-and-effect diagram, is used to identify and analyze the root causes of a particular problem or effect.

Question 8

In order to determine priorities by comparing factors and to facilitate sorting the critical elements from the less urgent in workflow analysis, a manager would usually develop a _________________.&#10;A) run chart&#10;B) Ishikawa diagram&#10;C) Gantt chart&#10;D) Pareto chart

Accepted Answer

A Pareto chart is used to identify and prioritize the most significant factors in a set of data, helping managers focus on the critical elements that need attention.

Question 9

In order to show the relationship between two variable factors in workflow analysis, a manager would usually develop a ________________.&#10;A) scattergram&#10;B) Fayol chart&#10;C) run chart&#10;D) flow chart

Accepted Answer

A scattergram, also known as a scatter plot, is used to show the relationship between two variable factors by displaying data points on a two-dimensional graph.

Question 10

A manager changed the focus of work review from anecdotal observations about employee productivity to a data tracking method. This is an example of a control characteristic of _________________________.

A) timeliness
B) economy
C) objectivity
D) comprehensiveness

Accepted Answer

The shift from anecdotal observations to data tracking emphasizes objectivity, as it relies on factual, measurable data rather than subjective opinions.

Deck 13: Quality Improvement and Control Processes