WorksheetsBFF2523 QUIZ(4)
Total questions: 20
Worksheet time: 12mins
Understanding, evaluating, defining, and managing requirements are essential to satisfying:
A. Customer expectations.
B. The scope statement.
C. Upper management.
D. Functional requirements.
Manage quality is the process of:
A. Applying planned, systematic quality activities to ensure effective policing and conformance of the project team to the approved specifications.
B. Providing the project team and stakeholders with standards by which project performance is measured.
C. Translating the quality management plan into executable quality activities that incorporate the organization's quality policies into the project.
D. Assuring the implementation of appropriate specifications, which generally reduces the probability of the project being completed on schedule.
Control charts have all of the following characteristics EXCEPT:
A. They are used to determine whether or not a process is stable or has predictable performance.
B. They can be used to monitor various types of output variables.
C. They are used to illustrate how various factors might be linked to potential problems or effects.
D. They are graphical displays of process data over time and against established control limits, which has a centerline that assists in detecting a trend of plotted values toward either control limit.
In relation to control charts, what are the upper and lower specification limits based on?
A. The requirements, reflecting the maximum and minimum values allowed.
B. The control limits.
C. The specifications, reflecting the maximum and minimum values allowed.
D. The requirements and control limits.
In using cost-benefit analysis in the Plan Quality Management process, it can be noted that:
A. The primary benefit of meeting quality requirements is the reduced cost associated with project quality management activities.
B. The primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability.
C. The primary cost of meeting quality requirements is the increased rework to ensure stakeholder satisfaction.
D. Quality cost can not be evaluated in relationship to the expected benefit of quality in a given project.
The basis for continuous quality improvement is the:
A. Plan-do-check-act (PDCA) cycle as defined by Shewhart and modified by Deming.
B. Process decision program chart (PDPC).
C. Ready-aim-fire (RAF) cycle linked by results.
D. Conceptualize-design-execute-finish (CDEF) cycle.
Kaizen means
change for good
change towards quality
change for growth
Change for improvement
A company makes plastic storage bags for the food industry. Out of the hourly production of two thousand 500-g bags, 40 were found to be nonconforming. If the inspector chooses a bag randomly from the hour’s production, what is the probability of it being nonconforming?
0.02
50
0.08
12.5
P(A)P(B)
P(A)P(B/A)
P(A)+P(B)
none
if A and B are mutually exclusive, P(AUB)
P(A).P(B)
P(A).P(B/A)
P(A)+P(B)
P(A)+P(B)-P(AUB)
Developed by Walter Shewhart, one of the pioneers of total quality management, is a circular model known as ________ as his version of continuous improvement.
Six Sigma
Employee Empowerment
Plan-Do-Check-Act
Benchmarking
Managing quality helps build successful strategies of the following EXCEPT:
project management
differentiation
low cost
response
It involves selecting a demonstrated standard of products, services, costs, or practices that represent the very best performance for processes or activities very similar to your own.
Six Sigma
PDCA
Employee Empowerment
Benchmarking
A program designed to reduce defects to help lower costs, save time, and improve customer satisfaction.
PDCA
Sig Sixma
Becnhmarking
Just-In-Time
The following are tools of TQM EXCEPT:
Pareto Charts
Check Lists
Scatter Diagrams
Cause-and-Effect Diagram
A tool for identifying quality issues and inspection points, also known as an Ishikawa diagram or a fishbone chart. Each “bone” represents a possible source of error. The operations manager starts with four (4) categories: material, machinery/equipment, manpower, and methods. These four (4) M’s are the “causes”.
Scatter Diagram
Pareto Charts
Cause-and-Effect Diagram
Flowcharts
These graphically present a process or system using annotated boxes that are interconnected.
Flowcharts
Scatter Diagrams
Pareto Charts
Histograms
A method of organizing errors, problems, or defects to help focus on problem-solving efforts. This means that 80% of a firm’s problems are a result of only 20% of the causes.
Scatter Diagrams
Flowcharts
Pareto charts
Check Sheets
This refers to the speed with which service is delivered.
Assurance
Time
Reliability
Convenience
This is used to determine the relationship between two (2) characteristics or variables.
Pareto chart
Histogram
Scatter diagram
Flowchart
