MANILA TYTANA COLLEGES

College of Accountancy and Management

Final Examination
1st Semester, SY 2015-2016

COURSE: Total Quality Management

Name: _________________________________ Date: ______________ Score: ____________

Course/Year and Section: ______________________ Name of Professor: J. Rowell R. Talatala

Test 1. True or False

Directions: On the space provided before each number, write true if your answer is true and
false if otherwise.
.

__________ 1. The outputs in the service processes is not as well defined as in the manufacturing.

__________ 2. In DMAIC (Define, Measure, Analyze, Improve, Control), Define means describing
the problem in operational terms.
__________ 3. A kaizen blitz is a relaxed and slow improvement process in which a team or a
department throws all its resources into an improvement project over a short
time period, as opposed to traditional kaizen applications, which are performed on
a part- time basis.
__________ 4. To foster creativity among members, the organization must tolerate failures and
establish direction.
__________ 5. A Quality Leader must lead the continuous improvement of the entire organization.

__________ 6. Firms pursuing TQ often do not need cultural change.

__________ 7. Social responsibility is one element of a Performance Excellence Culture.

__________ 8. One reason for failure of empowerment is that managers fail to provide feedback
and do not recognize achievements.
__________ 9. One theory supporting empowerment is that empowerment leads to improved
motivation and morale, as well as better quality, productivity, and speed of
decision making.
__________ 10. Employees who are engaged feel that their jobs are unimportant and know that
their opinions and ideas have no value.
__________ 11. Teams must preserve or strengthen their relationships with the rest of the
organization.
__________ 12. Self-Managed Teams are generally less productive than conventional teams.

__________ 13. Check sheets create easy to understand data.

__________ 14. Histograms provide clues about the characteristics of the parent population from
which a sample is taken.
__________ 15. One characteristic of service processes is that there is lesser interaction with
customers.
__________ 16. When designing for agility, employees need not be empowered.

__________ 17. Service processes normally have low labor intensity.

__________ 18. The Deming Cycle can be summarized by by this series- Study, Plan, Do and Act.

__________ 19. One principle in Process Redesign is to perform steps in parallel rather than in
sequence.
__________ 20. One organizational issue in Process Redesign which proves to be one of the most
challenging issues is resistance to change.

Test II Multiple Choice

Directions: Encircle the letter of the best answer to the statements written below.

1. The quality tool that uses the house of quality

a. Plan, Do, Study, Act
b. Design failure modes and effects analysis (DFMEA)
c. Quality Function Deployment (QFD)
d. Reengineering
2. The fundamental rethinking and radical redesign of business processes to achieve dramatic
improvements in critical, contemporary measures of performance, such as cost, quality,
service, and speed.
a. Reengineering
b. Benchmarking
c. Six Sigma
d. DMAIC
3. the search of industry best practices that lead to superior performance.
a. Reengineering
b. Benchmarking
c. Six Sigma
d. DMAIC
4. A simple graphical method for presenting a chain of causes and effects and for sorting out
causes and organizing relationships between variables.
a. Pareto diagrams
b. Histograms
c. Flow charts
d. Cause and effect diagrams
5. Special types of data collection forms in which the results may be interpreted on the form
directly without additional processing.
a. Pareto diagrams
b. Histograms
c. Flow charts
d. Cause and effect diagrams
6. Identifies the sequence of activities or the flow of materials and information in a process.
Flowcharts help the people involved in the process understand it much better and more
objectively by providing a picture of the steps needed to accomplish a task.
a. Pareto diagrams
b. Histograms
c. Flow charts
d. Cause and effect diagrams
7. The ability to discover useful new relationships and ideas.
a. Empowerment
b. Creativity
c. Innovation
d. Power
8. Practical implementation of creative ideas.
a. Empowerment
b. Creativity
c. Innovation
d. Power
9. A small number of people with complementary skills who are committed to a common
purpose, set of performance goals, and approach for which they hold themselves
mutually accountable.
a. Organization
b. Crowd
c. Teams
d. Individuals
10. Employees with engagement have the following, except;
a. Strong emotional bond to their organization
b. Are actively involved in and committed to their work
c. Feel that their jobs are important, know that their opinions and ideas have value
d. Often are not willing to go beyond their immediate job responsibilities for the good of
the organization
11. Giving people authority to do whatever is necessary to satisfy customers, and trusting
employees to make the right choices without waiting for management approval.
a. Empowerment
b. Motivation
c. Rewards
d. Creativity

12. The set of beliefs and values shared by the people in an organization.
a. Culture
b. Creativity
c. Innovation
d. Motivation
13. Cultural change often have the following perspectives, except;
a. Change can be accomplished, but it is difficult
b. Imposed change will be resisted
c. Full cooperation, commitment, and participation by all levels of management is
essential
d. Change takes little time
14. An individuals response to a felt need.
a. Creativity
b. Innovation
c. Motivation
d. Power
 15. Also known as self-directed teams or autonomous work groups.
16.
a. Self-managed teams

b. Natural work teams

c. Problem-solving teams
d. Leadership teams
17. Groups of people who work closely together despite being geographically separated.
a. Leadership teams
b. Virtual teams
c. Problem-solving teams
d. Natural work teams
18. A Japanese word that means gradual and orderly continuous improvement.
a. Wasabi
b. Ramen
c. Ozawa
d. Kaizen
19. Highly trained experts in Six Sigma who responsible for strategy, training, mentoring,
deployment, and results.
a. Green Belts
b. Black Belts
c. Champions
d. Master Black Belts
20. Useful for process improvement and for implementing large-scale organizational
changes.
a. Cross-functional teams
b. Natural work teams
c. Virtual teams
d. Project teams
21. Focus on small, gradual, and frequent improvements over the long term with minimum
financial investment, and participation by everyone in the organization.
a. Poka-Yoke
b. Kaizen blitz
c. Kaizen
d. Shitzuke

Test 3 Essay 10 points

Explain how Benchmarking can significantly help in the Process Improvement of a firm.