Quality frameworks and philosophies

CHAPTER 3
PHILOSOPHIES AND FRAMEWORKS
TRUE/FALSE QUESTIONS
1. Under the Deming philosophy, each department should optimize its own
performance.
Answer: F
AACSB: Analytic Skills
2. Deming advocated the use of relatively few suppliers as a means to reduce raw
material variation.
Answer: T
3. To focus on quality, Juran proposed a cultural change in the organization rather

than in management thinking.
Answer: F
4. Inspection is an activity that can be classified under the ‘Improvement’ element of

Juran’s Trilogy.
Answer: F
AACSB: Reflective Thinking Skills
5. Juran’s approach to quality improvement is considered easier to fit into existing

business structures than Deming’s.
Answer: T
6. Unlike Juran and Deming, Crosby’s program is primarily behavioral.

Answer: T
7. Crosby emphasizes using management and organizational processes rather than

statistical techniques to change corporate culture and attitudes.
Answer: T
8. Crosby argues that Zero Defects is a motivational program and not a performance
standard.
Answer: F
9. The term “total quality control” was originally developed by Taguchi.
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Answer: F
10. Ishikawa advocated the use of simple visual tools rather than statistical techniques
for quality improvement.
Answer: F
11. Taguchi, like Deming, believed that variance reduction is a key to quality
improvement.
Answer: T
12. Cost Control is one of the seven categories of the Malcolm Baldrige National
Quality Award examination.
Answer: F
13. A popular use of the Baldrige Criteria is for company self-evaluation or internal
recognition programs.
Answer: T
14. The Baldrige Criteria are prescriptive in that they specify detailed procedures for
how to achieve quality.
Answer: F
15. The primary purpose of the Malcolm Baldrige National Quality Award is to
develop an equivalent U.S. set of standards for the international ISO 9000
standards.
Answer: F
16. The Deming Prize was instituted in 1951 by the American Society for Quality
Control to honor Dr. W.E. Deming’s contribution to quality management.
Answer: F
17. ISO 9000 implementation is recommended as an advanced step for companies

that already have achieved success in implementing total quality.
Answer: F
18. The ISO 9000 standards examine the nature of a final product’s quality.
Answer: F
19. Achieving registration to the ISO 9000 standards requires compliance verification
by an independent audit.
Answer: T
20. An accepted Six Sigma metric is dpmo, defined as “defects per manual
operation.”
Answer: F
MULTIPLE CHOICE QUESTIONS
 lead(s) to inconsistent performance and premature wear and failure: variations

from specifications
 Deming, product or a service possesses quality if it: helps somebody and enjoys a
good and sustainable market.
 the greatest influence on quality management - W. Edwards Deming
 Deming: the chief culprit of poor quality- variation
 The theory behind Deming Chain Reaction is that improvements in quality lead to
lower costs.
 Deming’s Profound Reflective Thinking system NOT one among them: Theory of
quality
 Suboptimization or doing the best for individual components, results in losses to

everybody in the system.
 the primary tools used to identify and quantify variation - Statistical methods
 According to Deming, statistics should become the common language
 The last part of the Deming’s Profound Reflective Thinking, psychology, provides
an understanding of human behavior. NOT true regarding psychology at work-
Fear motivates people thus helping the system to reach its full potential.
 According to Peter Scholtes, when people don't understand systems: they don’t
understand how an intervention in one part of an organization can cause havoc in
another place or at another time.
 Peter Scholtes, NOT TRUE of people who don’t understand variation -They don’t
understand the process of change and the resistance to it.
 Deming, must learn in order to create a never-ending cycle of improvement -

Customer-driven approach
 The fourth point in Deming's 14 points is to Stop Making Decisions Purely on the
Basis of Cost. Not related -Inspection should be used as an information-gathering
tool for improvement.
 Deming's 14 points addresses the issue of why managers fail to cooperate with
other departments - Point 8: Drive Out Fear
 best routes to improving quality - Statistical thinking
 regarding numerical quotas and management by objectives - Workers may short-

cut quality to reach the goal.
 The Deming philosophy focuses on improvements in product and service quality

by- reducing variation.
 NOT a part of the Profound Knowledge system- Management by objectives
 Traditional organizations typically manage - vertical organization charts

 The Profound Knowledge system is- W. Edwards Deming
 The second part of Profound Knowledge is a basic understanding of - statistical
theory and variation.
 The need to “remove barriers to pride in workmanship” is associated with –
Deming
 Meeting quality goals during operations - Quality control
 The Deming philosophy focuses on continual improvements in product and
service quality by - reducing uncertainty and variability
 Deming claimed that higher levels of quality lead to higher levels of productivity
 the primary reason for Deming’s position that slogans should be eliminated -
Most problems depend on the system and cannot be controlled by workers.
 of the following is false regarding inspection under the Deming philosophy-
Inspection can be used to assure quality.
 Deming stressed that the ultimate responsibility for quality improvement lies with
top management.
 The quality definition of “fitness for use” - Juran.
 According to Deming’s Profound Knowledge system, Applying systems thinking
in people management should be encouraged
 point of disagreement between Deming and Juran - Change can be accomplished

within the organization’s existing structure.
 Quality control - begins with identifying customers, both external and internal,
determining their needs, translating customer needs into specifications,
developing product features that respond to those needs, and developing the
processes capable of producing the product or delivering the service.
 Juran formalized the commonsense order of discovery, organization, diagnosis,

corrective action, and control - breakthrough sequence.
 In Juran’s breakthrough sequence, this step involves establishing the new

standards and procedures, training the workforce, and instituting controls to make
sure that the breakthrough does not die over time. - Holding the gains
 “Quality Trilogy” - quality planning, quality control, and quality improvement.
 Juran believed that to get top management’s attention, quality issues must be
translated into the “language” of - dollars.
 an activity classified by Juran under “quality planning” - Process design
 Quality is defined as “conformance to requirements” - Crosby
 According to Crosby’s Absolutes of Quality Management, absence of quality is

attributed to - nonconformance.
 Quality originates in functional departments and therefore the burden of

responsibility for such problems falls on these departments.
 Total quality control is an effective system for integrating the quality

development, quality maintenance, and quality improvement efforts of the various
groups in an organization so as to enable production and service at the most
economical levels which allow full customer satisfaction.
 NOT TRUE based on Crosby’s quality philosophy - Zero defects is an unrealistic

goal.
 Credit for the development of the term “total quality control” - Feigenbaum.
 According to Deming and Juran, the majority of quality problems are associated
with- processes designed by management.
 Feigenbaum’s philosophy Three Steps to Quality. NOT: Administrative Control
 Feigenbaum popularized the term hidden factory, the portion of plant capacity
wasted due to poor quality.
 Genichi Taguchi- maintained that the manufacturing-based definition of quality
as conformance to specification limits is inherently flawed.
 The Criteria for Performance Excellence for the Malcolm Baldrige National
Quality Award does not result: compliance to quality standards set by CMM
levels.
 recognized as the benchmark for Six Sigma implementation- General Electric
The Malcolm Baldrige National Quality Award was established by - an act of

Congress.
 NOT true of Six Sigma - It is a defect/error metric.
 Most testimonials on why Six Sigma works focus on - continued top management
support and enthusiasm
 In the Baldrige assessment, approach refers to the methods the company uses to
achieve the requirements addressed in each category.
 NOT a factor used to evaluate approaches in the Baldrige assessment - Use of the
approach by all appropriate work units
 Following the receipt of the Baldrige Award applications, the first step of the
Award process review cycle begins with independent review
 After the consensus review process for the Baldrige Award, the Panel of Judges
selects applicants to receive site visits based upon the scoring profiles.
 consensus
 NOT a step in the Consensus Review process - Virtual Calls
 In the Baldrige scoring system, the maturity the applicant’s processes is

demonstrated by Approach (A), Deployment (D), Learning (L), and Integration
(I).
 In the Baldrige scoring system, an applicant’s total score falls into one of 8
scoring bands.
 According to Baldrige Criteria and Deming's 14 points, communication of values,

expectations, customer focus, and learning as a key area of the Senior Leadership
item is discussed under: Learn the new philosophy
 In judging for the Deming prize, the site visit EXCEPT: a workforce review.
 The Deming Application prize checklist has checkpoints listed under ten items
 Samsung Electronics Co. provides reference materials, benchmarking

opportunities, reports to senior management, and enhancement for Six Sigma
projects through an intranet site called Sigma Park
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CHAPTER 3

PHILOSOPHIES AND FRAMEWORKS

3. To focus on quality, Juran proposed a cultural change in the organization rather

4. Inspection is an activity that can be classified under the ‘Improvement’ element of

5. Juran’s approach to quality improvement is considered easier to fit into existing

6. Unlike Juran and Deming, Crosby’s program is primarily behavioral.

7. Crosby emphasizes using management and organizational processes rather than

9. The term “total quality control” was originally developed by Taguchi.

17. ISO 9000 implementation is recommended as an advanced step for companies

MULTIPLE CHOICE QUESTIONS

 lead(s) to inconsistent performance and premature wear and failure: variations

 the greatest influence on quality management - W. Edwards Deming

 Deming: the chief culprit of poor quality- variation

 Suboptimization or doing the best for individual components, results in losses to

 According to Deming, statistics should become the common language

 Deming, must learn in order to create a never-ending cycle of improvement -

 best routes to improving quality - Statistical thinking

 regarding numerical quotas and management by objectives - Workers may short-

 The Deming philosophy focuses on improvements in product and service quality

 NOT a part of the Profound Knowledge system- Management by objectives

 Traditional organizations typically manage - vertical organization charts

 point of disagreement between Deming and Juran - Change can be accomplished

 Juran formalized the commonsense order of discovery, organization, diagnosis,

 In Juran’s breakthrough sequence, this step involves establishing the new

 “Quality Trilogy” - quality planning, quality control, and quality improvement.

 an activity classified by Juran under “quality planning” - Process design

 Quality is defined as “conformance to requirements” - Crosby

 According to Crosby’s Absolutes of Quality Management, absence of quality is

 Quality originates in functional departments and therefore the burden of

 Total quality control is an effective system for integrating the quality

 NOT TRUE based on Crosby’s quality philosophy - Zero defects is an unrealistic

 Feigenbaum’s philosophy Three Steps to Quality. NOT: Administrative Control

 recognized as the benchmark for Six Sigma implementation- General Electric

The Malcolm Baldrige National Quality Award was established by - an act of

 NOT true of Six Sigma - It is a defect/error metric.

 NOT a step in the Consensus Review process - Virtual Calls

 In the Baldrige scoring system, the maturity the applicant’s processes is

 According to Baldrige Criteria and Deming's 14 points, communication of values,

 Samsung Electronics Co. provides reference materials, benchmarking

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