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Q:
What are any three dimensions of quality and which one accurately describes how you assess education?
Q:
________ refers to how well the product or service performs its intended purpose.
Q:
Full-time teachers and leaders of teams involved in Six Sigma projects are referred to as ________.
Q:
________ is a comprehensive and flexible system for achieving, sustaining, and maximizing business success through intensive data analysis and process management, improvement and reengineering.
Q:
The customer's assessment of quality with reference to the price paid for the good or service is known as ________.
Q:
Small groups of employees and supervisors that meet to identify, analyze, and solve process and quality problems are known as ________.
Q:
Defects are caught and corrected where they were created under a(n) ________ philosophy.
Q:
________ are small groups of supervisors and employees who meet to identify, analyze, and solve production and quality problems.
Q:
________ is an approach to teamwork that moves responsibility for decisions farther down the organizational chart—to the level of the employee actually doing the job.
Q:
Consumers consider five aspects when defining quality. Which one of the following is least likely to be one of these aspects?
A) value
B) fitness for use
C) psychological impressions
D) individual development
Q:
Which step of the Six Sigma DMAIC procedure involves identifying data sources and preparing a data collection plan?
A) Define
B) Measure
C) Analyze
D) Improve
E) Control
Q:
Which step of the Six Sigma DMAIC procedure monitors the process to make sure high performance levels are maintained?
A) Define
B) Measure
C) Analyze
D) Improve
E) Control
Q:
What is one reason that Six Sigma is more difficult to apply to service processes?
A) There is no manual that suggests how Six Sigma can be applied to services.
B) The work product is more difficult to see.
C) There is no way to measure process capability of a service product.
D) The National Six Sigma Society cautions against using it for services.
Q:
Which of these elements is not part of the Deming Wheel?
A) plan
B) design
C) study
D) act
Q:
When considering the plan-do-study-act cycle for problem solving, quantitative goals are set for process improvement in the ________ step.
A) plan
B) do
C) study
D) act
Q:
When considering the plan-do-study-act cycle for problem solving, instructing other employees in the use of the new process occurs in the ________ step.
A) plan
B) do
C) study
D) act
Q:
Assemble-to-order strategy produces a wide variety of products from relatively few assemblies and components after orders are received.
Q:
The degree of process divergence is what keeps a large batch process from being economically produced using a line process.
Q:
A make-to-stock strategy involves holding items in stock for immediate delivery and is feasible for standardized products with high volumes and reasonably accurate forecasts.
Q:
An off-diagonal position in the product-process matrix is typically more profitable than a position on the diagonal.
Q:
The product-process matrix brings together the elements of volume, process, and quality.
Q:
Petroleum refineries typically use continuous flow processes.
Q:
In a line process, there is little variability in the products manufactured, and production and material handling equipment are often specialized.
Q:
Job processes generally have higher volumes than batch processes.
Q:
A job process has the highest level of customization of the process choices.
Q:
A continuous flow process is characterized by a high degree of job customization.
Q:
Describe and highlight differences among the three process structures in services.
Q:
What are the different dimensions of customer contact in service processes? Provide an example of a service that has high levels of customer contact and one that has very low levels of customer contact.
Q:
What are three principles of process strategy that should govern choices that process designers make? Provide examples of well-conceived process strategy choices to illustrate each of your three principles.
Q:
Back offices typically emphasize:
A) low cost operations and on-time delivery.
B) high divergence and customization.
C) on-time delivery and customization.
D) high customer contact and low cost operations.
Q:
Front offices typically emphasize:
A) low cost operations and on-time delivery.
B) top quality and customization.
C) on-time delivery and standardization.
D) top quality and low cost operations.
Q:
A process that is primarily back office is:
A) a taxi driver.
B) a loan officer at a bank.
C) the payroll clerk that calculates your paycheck.
D) the hostess at a restaurant.
Q:
Field service representatives are classified as:
A) back office.
B) hybrid office.
C) front office.
D) mid office.
Q:
The process structure that best describes a waiter's position at a restaurant would be classified as:
A) front office.
B) back office.
C) hybrid office.
D) inner office.
Q:
An interior designer decorates homes for a clientele that wants a one-of-a-kind living space. This service process can be described as:
A) divergent.
B) complex.
C) specialized.
D) hybrid.
Q:
A politician conducting a town hall meeting, face-to-face with her constituents, is an example of:
A) back office.
B) passive contact.
C) active contact.
D) hybrid office.
Q:
People processing services require:
A) a high degree of process structure.
B) high capital intensity.
C) physical presence.
D) hybrid low volume–capital intensive operations.
Q:
Back office work is typically routine, with many steps having considerable divergence.
Q:
A front office structure features high levels of customer contact where the service provider interacts directly with the internal or external customer.
Q:
Divergence is the extent to which the process is customized with considerable latitude on how the tasks are performed.
Q:
A moment of truth or service encounter is face-to-face interaction between the customer and a service provider.
Q:
Service providers with a line process tend to move customers, materials, or information in a fixed sequence from one operation to the next.
Q:
Customer involvement reflects the ways in which customers become part of the process and the extent of their participation.
Q:
Processes, by their nature, are found only in the operations function of an organization.
Q:
All parts of an organization, as well as external suppliers and customers across the supply chain, need to be involved to ensure that processes are providing the most value to their internal and external customers.
Q:
No process can exist without at least one product or service.
Q:
Process decisions are strategic in nature.
Q:
Suppose you have owned and operated your own package delivery business for a year. You would like to engage in competitive benchmarking to make sure your business is run as smoothly as possible. What firms and processes would you consider for benchmarking? Defend your choices of these firms and processes. What specific metrics would you focus on and why? How could the data be reliably collected at your own business?
Q:
The authors discuss seven mistakes when managing processes, arguing that failure to manage processes is ultimately a failure to manage the business. What are any four of those mistakes?
Q:
Provide examples for each of the three types of benchmarking.
Q:
________ involves using an organizational unit with superior performance as the ideal for other departments.
Q:
________ data is probably the easiest to obtain compared to other types of benchmarking data.
Q:
________ is based on comparison of processes with a direct adversary in industry.
Q:
The bursar's office at your university decides to benchmark the collections department of a credit agency to improve their own collection rate. This is an example of ________.
Q:
________ is a continuous, systematic procedure that measures a firm's products, services, and processes against those of industry leaders.
Q:
A(n) ________ is a method where a group of people, knowledgeable about the process and its disconnects, propose ideas for change in a rapid-fire manner.
Q:
Good process management should include:
A) a mechanism for identifying what goes wrong and who is responsible.
B) a method for creating self-directed work teams.
C) at least half time dedicated to each employee's self-actualization.
D) an infrastructure for continuous improvement.
Q:
When managing processes, it is vital that:
A) design teams are allowed to function creatively and set their own charter.
B) the organization is not satisfied unless fundamental reengineering changes are made.
C) sound project management practices are used to implement the redesigned process.
D) people are redesigned at the same time the process is redesigned.
Q:
When managing processes, it is vital that:
A) attention is paid to competitive priorities and strategic fit.
B) design teams are allowed to function creatively and set their own charter.
C) design teams are not held accountable since their involvement ends once the new process rolls out.
D) the organization is not satisfied unless fundamental reengineering changes are made.
Q:
Which of these benchmarking metrics is not suitable for a support process?
A) average employee turnover rate
B) total cost of payroll processes per $1,000 revenue
C) the impression that applicants have as they submit applications
D) number of accepted jobs as a percent of job offers
Q:
An accounting firm realizes it is woefully inadequate at cultivating new clients. It is allowed to observe a law firm perform the new-client cultivation process in hopes of gleaning improved methods it can adopt. This is an example of:
A) competitive benchmarking.
B) functional benchmarking.
C) internal benchmarking.
D) generic benchmarking.
Q:
An accounting professor realizes she is woefully inadequate at performing research. She discusses the art of research with a colleague and gains important insights that permit her to establish a research agenda. This is an example of:
A) competitive benchmarking.
B) functional benchmarking.
C) internal benchmarking.
D) generic benchmarking.
Q:
An accounting firm realizes it is woefully inadequate at cultivating new clients. It is allowed to observe a rival firm perform the new-client cultivation process in hopes of gleaning improved methods it can adopt. This is an example of:
A) competitive benchmarking.
B) functional benchmarking.
C) internal benchmarking.
D) generic benchmarking.
Q:
Benchmarking studies must have:
A) a direct competitor for comparison.
B) a team composed of at least one member from each department in the organization.
C) a team composed of at least one member from each department in the organization plus one customer of each process output.
D) quantitative goals.
Q:
Xerox benchmarked its distribution system against that of L. L. Bean's. This is an example of:
A) competitive benchmarking.
B) internal benchmarking.
C) functional benchmarking.
D) disaggregate benchmarking.
Q:
Brainstorming sessions must have:
A) all participants together in the same room.
B) a mechanism for evaluation of the ideas as they are surfaced.
C) a means of implementing ideas as they are surfaced.
D) a way for all participants to communicate.
Q:
Which of these questions is not one of the initial round questions typically used to uncover opportunities during a process redesign?
A) What is being done?
B) When is it being done?
C) Who is doing it?
D) Why are we doing it?
Q:
Benchmarking is a continuous, systematic procedure that measures a firm's products, services, and processes against those of industry leaders.
Q:
All forms of benchmarking are best applied in situations where long-term continuous improvement is desired.
Q:
The bursar's office at a large state school sends a team to the bookstore on campus to see how they handle customers and process payments. This is an example of functional benchmarking.
Q:
Brainstorming sessions can be effectively conducted on the Internet using software that allows one person to see another's ideas and build on them.
Q:
A group of people, who are knowledgeable about the process and its disconnects, meets to propose ideas for change in a rapid-fire manner. Such a session is called a brainstorming session.
Q:
Scenario 2.5 A job consists of three distinct work elements that were timed with a highly accurate Swiss watch by a trained industrial engineer. The engineer recorded ten observations and assigned the performance rating that is recorded in the bottom row of the table under the corresponding work element. All recorded times are in seconds. Element 1 Element 2 Element 3 15 23 45 17 25 51 16 23 52 13 26 49 15 25 46 14 23 43 16 24 51 14 25 50 15 23 49 16 22 49 110 115 105 The allowance factor assigned is 20% for the data recorded. The rating factor for Element 1 is 10%, for Element 2 is 15%, and for Element 3 is 5%. What is the standard time for the three-element job?
Q:
An undergraduate business student studies diligently in the library late in the term in anticipation of an outstanding performance on her final exams. She asks a friend to spy on her at random intervals to determine what percentage of time she is actually studying. Over the course of three days, her friend records the following observations: Observation Period Times Studying Times Not Studying Observations Monday 19 4 23 Tuesday 22 4 26 Wednesday 9 2 11 Based on this work sample, what percentage of time was the student actually studying?
Q:
A pilot work study has been conducted on a new operation with four work elements. The following times, in seconds, were obtained using a time study. a. What is the normal time for this operation?
b. If an allowance of 20 percent is used, what is the standard time for this task?
Q:
The semester project came back from the copy store and to her horror, the project leader has just noticed that the left side y-axis of a key Pareto chart was cut off due to a printing error. The bar chart component uses the missing left side y-axis and the cumulative percentage line on the Pareto chart uses the right side y-axis. The project leader is pretty sure that the total number of observations in all combined categories is 200. Can you help her develop estimates of the counts for each of the five categories?
Q:
Develop a fishbone diagram from the perspective of a pizza restaurateur to troubleshoot the pizza delivery process to determine why weekend pizza deliveries are usually late. Make sure your diagram includes at least four bones and ten ribs.
Q:
The labor time for successive units produced is plotted in the graph shown below. What is the learning percentage reflected by this graph?
Q:
An existing insurance application process requires manual keying of three different forms by a team of data entry operators. The three forms' input times appear in the following table along with the numbers of each type of form anticipated for the coming year. A proposed refinement in the process would reduce the number of forms but make each slightly longer. This would be combined with a search of public records on the World Wide Web as necessary. These times and quantities appear in the lower half of the table. If the labor rate for the data entry operators is the same, which method is preferable? Form
Time to Input (minutes)
Quantity (forms/year) Part A – Existing Method
3
1,200,000 Part B – Existing Method
3
1,200,000 Part C – Existing Method
4
1,100,000 P art A – Proposed Method
4
1,200,000 Part B – Proposed Method
4
1,200,000 Web Search – Proposed Method
2
650,000
Q:
How could a fishbone chart be used to design a new process?