MGT510 Final Term Paper 2023

Paper No: 01
Prepared By: VU Short Lectures

Question 1 (Mark.1)

Which of the following is NOT a primary input for quality management system planning?

a) Needs and expectations of the customers and others interested parties

b) Performance of the quality management system processes
c) The responsibility and authority for execution of improvement plans (Correct Answer)
d) Lessons learnt from previous experiences opportunities for improvement

Question 2 (Mark.1)

All of the following are used to identify the improvement opportunities EXECPT;

a) Consumer protection (Correct Answer)

b) Self-assessment
c) Process analysis
d) Bench marking

Question 3 (Mark.1)

You know how to paint, but your reactions are not automatic and you have to work at it.
This statement refers to which of the following stages of learning?

a) Conscious incompetence
b) Unconscious incompetence
c) Conscious competence (Correct Answer)
d) Unconscious incompetence

Question 4 (Mark.1)

All of the following are the examples of benchmarking EXCEPT;

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 a) Benchmarking risk(s)
b) Benchmarking financial or output performance
c) Benchmarking the inefficiency of a process
d) Benchmarking individual members of staff

Question 5 (Mark.1)

Statistical process control for numerical data involves all of the following EXCEPT;

a) Recalculation
b) Tabulation
c) Collection
d) Presentation

Question 6 (Mark.1)

Customer’s satisfaction is the measurements of the performance of the quality

management system. What should be the responsibility of organization regarding
Customer Satisfaction?

a) To enforce federal, state laws along with city ordinance

b) To implement the country’s legal requirements for efficient transportation of people
c) To improve the effectiveness of the quality management system
d) To apply new professional engineering approaches and techniques

Question 7 (Mark.1)

Which one of the following tools for quality is the snapshot of collective efforts?

a) Control charts
b) Fishbone diagram
c) Histograms
d) Scatter diagrams

Question 8 (Mark.1)

All of the following are the measures of dispersion EXCEPT;

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 a) Range
b) Variance
c) Arithmetic mean
d) Standard deviation

Question 9 (Mark.1)

In creative problem solving, which of the following refers to “evaluating ideas and
proposals”?

a) Mess finding
b) Solution finding
c) Idea finding
d) Problem finding

Question 10 (Mark.1)

In which of the following teams, the members gather to solve a specific problem and then
disband?

a) Problem solving teams

b) Virtual teams
c) Management teams
d) Natural work teams

Question 11 (Mark.1)

Which one of the following refers to “the majority of problems (80%) are produced by a
few key causes (20%)”?

a) Team work principle

b) Principles of Crosby
c) Pareto Principle
d) Principles of empowerment

Question 12 (Mark.1)

In creative problem solving, which one of the following refers to Gathering Data?

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 A. Mess finding
B. Problem finding
C. Idea finding
D. Fact finding

Question 13 (Mark.1)

Which of the following tools is used for analyzing the input to a process in order to identify
the causes of errors?

A. Cause and effect diagram

B. Scatter diagram
C. Pareto diagram
D. Frequency plots

Question 13 (Mark.1)

Which of the following is a way of making the voice of the customers be heard throughout
an organizations?

A. Software deployment
B. Task promotion deployment
C. Quality function deployment
D. Surface deployment

Question 14 (Mark.1)

What should be the responsibility of an organization regarding Planning for Product

Realization?

A. To determine quality objectives and requirements for the product

B. To enforce federal, state laws along with city ordinance
C. To implement the Country’s legal requirements for efficient transportation of people
D. To apply new professional engineering approaches and techniques

Question 15 (Mark.1)

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Which of the following represents Peter Senge’s description “Understanding the multiple
cause and effect relationships and how they are interconnected in organizations, society
and other systems”?

A. Team learning
B. Shared visions
C. Systems thinking
D. Personal mystery

Question 16 (Mark.1)

Which one the following models form the basis for the Capability Maturity Model to be
referred as a process improvement approach?

A. Production model
B. Process model
C. Design model
D. Business model

Question 17 (Mark.1)

What should be the responsibility of an organization to manage its information effectively?

A. To ensure appropriate security and confidentiality

B. To enforce federal, state laws along with city ordinance
C. To implement the Country’s legal requirements for efficient transportation of people
D. To apply new professional engineering approaches and techniques

Question 19 (Mark.1)

Which of the following teams is organized to perform entire jobs, rather than specified
assembly line type work?

A. Virtual teams
B. Quality circles
C. Management teams
D. Natural work teams

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Question 20 (Mark.1)

Which of the following is (are) considered fundamental cause (s) of deficiencies in TQM
implementation?

A. Costly implementation of quality management system

B. The failure of managers to understand the concept of quality
C. Non-availability of records
D. All of the given options

Question 21 (Mark.1)

Which of the following accounts for inconsistency in the product due to substandard
material?

A. Common cause
B. Special cause
C. Corrective actions
D. Directive actions

Question 22 (Mark.1)

What does the role of strategy implementation especially play to bring the required
quality?

A. Goals
B. Excellence
C. Maximum profit
D. Satisfaction

Question 23 (Mark.1)

Which one of the following is the second step of benchmarking?

A. Identify benchmark partners

B. Improve the performance of the process
C. Determine processes to benchmark
D. Decide the likely changes to be recommended

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Question 24 (Mark.1)

Which of the following implies to improvement is quality of software?

A. ISO9001
B. SA8000
C. CMMI
D. ISO9000

Question 25 (Mark.1)

Which one of the following is the first step in going from mission to critical success factors?

A. Brainstorming
B. Reframing matrix
C. Random input
D. Provocation

Question 26 (Mark.1)

Which of the following is the correct sequence of functions while going towards a quality
system?

A. Vision, Performance Indicators, Success Factors

B. Success Factors, Performance Indicators, Vision
C. Vision, Success Factors, Performance Indicators
D. Success Factors, Vision, Performance Indicators

Question 27 (Mark.1)

In which of the following perspectives of a balanced scorecard, the metrics allow the
managers to know how well their business is running, and whether the products and
services conform to customer requirements (the mission)?

A. The business process perspective

B. The financial perspective
C. The learning & growth perspective
D. The customer perspective

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Question 28 (Mark.1)

Which of the following levels of management is mostly a part of steering committee?

A. Middle Level Management

B. Top Level Management
C. Operational Level Management
D. None of the given options

Question 29 (Mark.1)

Which one of the following should not be considered while implementing house of quality?

A. Socio political scenario

B. Value of customer
C. Voice of company
D. Competitors’ standards the customers’ requirements

Question 30 (Mark.1)

In the levels of organizational maturity which level comes next to awakening system?

A. Dysfunctional System
B. Developing System
C. Maturing System
D. World-Class System

Question 31 (Mark.1)

Which one of the following is prepared by the organization to ensure competence of its
personnel?

A. Job rotation
B. Job assessment
C. Job division
D. Job advertisement

Question 32 (Mark.1)

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All of the following are the steps of ISO9001 registration that organizations need to follow,
EXCEPT;

A. Take corrective actions

B. Submit quality manual for approval
C. Perform self-analysis audit
D. Prevent quality measures

Question 33 (Mark.1)

Total quality relates to which of the following that enhances an organization’s ability to
gain a sustainable competitive advantage in the marketplace?

A. Operation Management
B. Financial Management
C. Network Management
D. Strategic Management

Question 34 (Mark.3)

For small and medium scale companies which usually do not enjoy a brand image, What
benefits do they enjoy from the implementation of an ISO system?

Small and medium scale companies can benefit from the implementation of an ISO system in
several ways, including:

a) Improved credibility and reputation with customers, suppliers, and other stakeholders.
b) Increased efficiency and productivity, which can lead to cost savings and increased
profitability.
c) Better risk management and improved access to new markets.

Question 35 (Mark.3)

How do the Japanese interpret strategy execution process? Explain that process? (1+2
Marks)

The Japanese interpret the strategy execution process as a continuous improvement process,
which involves a cycle of planning, implementation, evaluation, and improvement.

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The process, known as "kaizen," emphasizes the importance of continuous improvement in all
aspects of the organization, including strategy execution. It involves:

a) Planning
b) Implementation
c) Evaluation
d) Improvement

Question 36 (Mark.3)

How managers can use run chart in managing absenteeism in a production based
organizations?

Managers can use a run chart to manage absenteeism in a production-based organization in the
following ways:

a) Tracking absenteeism
b) Identifying potential causes
c) Monitoring progress

Overall, a run chart can be a useful tool for managers to monitor and manage absenteeism in a
production-based organization by providing a visual representation of absenteeism trends and
helping to identify and address underlying causes.

Question 37 (Mark.3)

“Problem Solving tools lead to process or product/service improvement”. Do you agree

with the statement? Justify your answer.

Yes, I agree with the statement that problem-solving tools lead to process or product/service
improvement.

Problem-solving tools are designed to help organizations identify and analyze problems, develop
solutions, and implement improvements. By using these tools, organizations can gain insights
into their processes, products, and services and identify areas for improvement.

By using problem-solving tools to improve their processes, products, and services, organizations
can achieve a range of benefits, including:

a) Improved efficiency
b) Improved quality
c) Improved customer satisfaction

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Question 38 (Mark.3)

Enlist any three parts of the quality management system manual?

The Quality Management System (QMS) manual is a document that outlines the policies,
procedures, and requirements of an organization's quality management system. Here are three
parts that are typically included in a QMS manual:

Quality Policy: The quality policy is a statement that outlines the organization's commitment to
meeting customer requirements and continuously improving the effectiveness of the QMS.

Quality Objectives: Quality objectives are specific goals that are established to meet the
organization's quality policy.

Quality Procedures: Quality procedures describe the steps that must be followed to ensure that
products or services meet customer requirements and conform to relevant standards and
regulations.

Question 39 (Mark.3)

Meeting the customer requirements of a product is one of the prime objecvtives of an

organization. How a company will verify that the product requirements have been met?

To verify that the product requirements have been met, a company can use the following
methods:

a) Testing: The Company can conduct testing on the product to verify that it meets the
customer requirements.
b) Inspection: The Company can also perform inspections on the product to verify that it
meets the customer requirements..
c) Customer Feedback: The Company can also obtain feedback from the customer to
verify that the product meets their requirements.

Question 40 (Mark.5)

Proper consideration of the customer requirements of critical importance for success of an

organization. How can the customer requirements be converted to customer satisfaction by
implementing house of quality or quality function deployment?

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The House of Quality (HOQ) or Quality Function Deployment (QFD) is a structured approach
for translating customer requirements into specific design and engineering specifications that can
meet those requirements. By using this approach, the organization can convert customer
requirements into customer satisfaction in the following ways:

1. Identification of Customer Requirements: The first step in implementing HOQ or

QFD is to identify the customer requirements by collecting data through surveys, focus
groups, or other means. These requirements can be both explicit and implicit and can
include factors such as product features, quality, reliability, and price.
2. Prioritization of Customer Requirements: Once the customer requirements have been
identified, the organization can prioritize them based on their importance to the customer.
This is typically done using a matrix or table that compares the customer requirements
against the organization's technical capabilities and identifies areas where improvements
are needed.
3. Design and Engineering Specifications: Based on the prioritized customer
requirements, the organization can develop specific design and engineering specifications
that can meet those requirements. This can involve making trade-offs between different
requirements to ensure that the final product meets the customer's needs.
4. Validation of Customer Satisfaction: Finally, the organization can validate customer
satisfaction by testing the product against the design and engineering specifications
developed in the previous step. This can involve testing for functionality, quality,
reliability, and other factors to ensure that the product meets the customer's requirements
and expectations.

Question 41 (Mark.5)

Sometimes, TQM program does not work even in organizational environments that
desperately cry out for quality improvements, why is it so?

There are several reasons why a Total Quality Management (TQM) program may not work in an
organizational environment that needs quality improvements. Some of the common reasons are:

1. Lack of Top Management Support: TQM requires strong leadership and support from
top management. If the top management is not fully committed to the TQM program, it is
unlikely to succeed. The lack of top management support can result in inadequate
resources, insufficient training, and a lack of motivation among employees.
2. Resistance to Change: TQM often involves changes in the organizational culture,
processes, and procedures. If employees are resistant to change, it can be difficult to
implement the TQM program. Resistance to change can result in a lack of cooperation,
low morale, and reduced productivity.

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 3. Inadequate Employee Training: TQM requires that all employees are trained in quality
principles and methods. If employees do not receive adequate training, they may not
understand the TQM program or be able to effectively implement it. Inadequate training
can result in mistakes, rework, and low quality products or services.
4. Poor Communication: TQM requires effective communication between all levels of the
organization. If communication is poor, it can lead to misunderstandings, conflicts, and a
lack of coordination. Poor communication can also lead to delays in decision-making and
implementation.
5. Lack of Continuous Improvement: TQM is a continuous improvement process that
requires ongoing efforts to improve quality. If the organization does not focus on
continuous improvement, it can quickly fall back into old habits and practices. This can
result in a decline in quality and a loss of momentum for the TQM program.

Question 42 (Mark.5)

Control chart is an important quality tool to control variation in a process. Explain

variable and attribute process control chart?

Control charts are essential quality tools used to monitor the performance of a process over time
and to control the variation in that process. There are two main types of control charts: variable
control charts and attribute control charts.

Variable Control Charts: Variable control charts are used to monitor and control continuous
variables such as weight, length, temperature, and time. They are used to track changes in the
process over time and identify any sources of variation that might lead to defects. The most
commonly used variable control charts are the X-bar and R charts and the X-bar and S charts.

1. X-Bar and R Charts: The X-bar and R charts are used to track the average value (X-bar)
and range (R) of a continuous variable over time. The X-bar chart shows the average
value of the variable for each subgroup of the process, while the R chart shows the range
of the variable for each subgroup. By plotting these values on a chart, any changes in the
process can be easily identified.
2. X-Bar and S Charts: The X-bar and S charts are similar to the X-bar and R charts, but
instead of tracking the range of the variable, they track the standard deviation (S) of the
variable. These charts are useful when the range of the variable is not constant or is
difficult to measure.

Attribute Control Charts: Attribute control charts are used to monitor and control discrete
variables that can be counted or categorized, such as defects, errors, or the number of
occurrences of a particular event. The most commonly used attribute control charts are the p
chart, the np chart, and the c chart.

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 1. P Chart: The p chart is used to monitor the proportion of defective items in a sample
over time. It is used when the sample size is constant and large.
2. Np Chart: The np chart is used to monitor the number of defective items in a sample
over time. It is used when the sample size is constant but small.
3. C Chart: The c chart is used to monitor the number of defects per unit over time. It is
used when the sample size varies.

Question 43 (Mark.5)

Verification and Validation are considered as the most important stages in the design &
development process of a product. How will you differentiate design & development
verification from design & development validation?

Design and development verification and validation are both important stages in the design and
development process of a product, but they have different purposes.

1. Design and Development Verification: Design and development verification is the

process of evaluating a product design to ensure that it meets the specified requirements
and design inputs. This process is carried out during the design and development stage to
ensure that the design is capable of meeting the product requirements. Design verification
ensures that the design is correct, complete, and meets the product specifications.
2. Design and Development Validation: Design and development validation, on the other
hand, is the process of evaluating the product design to ensure that it meets the user's
needs and intended use. This process is carried out after the design has been completed
and before the product is released to the market. Design validation ensures that the design
is fit for its intended purpose and meets the needs of the user.

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