质量管理第六版英文教辅 chapter 6.docx

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1、Managing Quality: Integrating the Supply Chain, 6e (Foster)Chapter 6 The Voice of the Market1) Toyota developed the world-class production system known as.A) business process reengineeringB) just-in-timeC) total quality managementD) benchmarkingE) statistical process controlAnswer: BDiff: 2Learning

2、Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.1 Discuss the different types of benchmarking.AACSB: Application of KnowledgeType: Application2) The sharing of information between companies so that both can improve is called.A) reengineeringB) basel

3、iningC) benchmarkingD) interfacingE) data miningAnswer: CDiff: 1Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.1 Discuss the different types of benchmarking.AACSB: Application of KnowledgeType: Concept3) The goal of benchmarking is to iden

4、tify and to observe the best practices from oneor more benchmark firms.A) productB) strategicC) processD) financialE) functionalAnswer: CDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.1 Discuss the different types of benchmarking.AA

5、CSB: Application of KnowledgeType: Concept33) The first step in Xerox*s 10-step process to benchmarking is identifying whom to benchmark. Answer: FALSEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.1 Discuss the different types of b

6、enchmarking.AACSB: Application of KnowledgeType: Concept34) Determining the current performance gap helps the company prioritize which areas are the first candidates for change and improvement.Answer: TRUEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of ma

7、naging qualityLO: 6.1 Discuss the different types of benchmarking.AACSB: Application of KnowledgeType: Concept35) Explain the process of benchmarking.Answer: Benchmarking is the sharing of information between companies so that both can improve. The first step a benchmarking firm must take is to docu

8、ment current performance. This activity will allow the company to pinpoint its goals and find a company (inside or outside the industry) that already excels at what it is trying to accomplish, study what it does, and gather ideas for improvement. Benchmarking is useful for externally validating an o

9、rganizations approach to its business. If the managers in a firm are unsure that they are pursuing a useful plan of action, benchmarking can help them understand how what they are doing stacks up against the masters.Diff: 1Learning Outcome: Discuss the total cost of quality and compare the common me

10、thods of managing qualityLO: 6.1 Discuss the different types of benchmarking.AACSB: Application of KnowledgeType: Concept36) Differentiate between an initiator firm and a target firm. Are these static roles?Answer: There are two parties to each benchmarking relationship: an initiator firm and a targ

11、et firm. The initiator firm initiates contact and studies another firm. The target firm is the firm that is being studied (also called a benchmarking partner). These are not static roles. Often the target firm enters into a reciprocal agreement to observe the initiator firm.Diff: 2Learning Outcome:

12、Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.1 Discuss the different types of benchmarking.AACSB: Application of KnowledgeType: Application37) Describe the concept of performance benchmarking.Answer: Performance benchmarking allows initiator firms to asse

13、ss their competitive position by comparing products and services with those of target firms. Performance issues may include cost structures, various types of productivity performance, speed of concept to market, quality measures, and other performance evaluations.Diff: 2Learning Outcome: Discuss the

14、 total cost of quality and compare the common methods of managing qualityLO: 6.1 Discuss the different types of benchmarking.AACSB: Application of KnowledgeType: Concept38) Describe the concept of functional benchmarking.Answer: In functional benchmarking, a company focuses its benchmarking efforts

15、on a single function to improve the operation of that function. An example of functional benchmarking occurs in purchasing. Often purchasing managers use their networks to share information about the purchasing function in many different organizations.Diff: 2Learning Outcome: Discuss the total cost

16、of quality and compare the common methods of managing qualityLO: 6.1 Discuss the different types of benchmarking.AACSB: Application of KnowledgeType: Concept39) Describe the concept of 5w2h.Answer: Business process benchmarking is based on the concept of 5w2h developed by Alan Robinson. The 5w2h con

17、cept is labeled as such because a business process benchmarking project should result in the answers to seven questions. Five of these questions begin with the letter nwn (who, what, when, where, and why) and the remaining two questions begin with the letter nhH (how and how much). The 5w2h concept

18、is a good starting point because it focuses the participants in the benchmarking process on the nuts and bolts of what is being done. Diff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.1 Discuss the different types of benchmarking.AACSB

19、: Application of KnowledgeType: Concept40) Describe the conversion process and the control process in business process benchmarking. Answer: The 5w2h questions should be viewed in the context of a process. In a broad sense, inputs include the equipment, people, machines, materials, and design that c

20、ombine to form a product or service. The inputs are combined in what is known as the conversion process. In the conversion process, we align the inputs together to form the product or service. The conversion process results in outputs that are eventually sold to customers.The first feedback loop res

21、ults from gathering data from the process. This is known as the control process. The control process involves gathering, analyzing, and using the data to adjust the process. This is often the result of using process control charts.Diff: 3Learning Outcome: Discuss the total cost of quality and compar

22、e the common methods of managing qualityLO: 6.1 Discuss the different types of benchmarking.AACSB: Application of KnowledgeType: Concept41) State Xeroxs formal 10-step process to benchmarking.Answer: Xerox was an early adopter of benchmarking and has used benchmarking effectively to improve processe

23、s. This approach includes a formal 10-step process to benchmarking: Decide what to benchmark. Identify whom to benchmark. Plan and conduct the investigation. Determine the current performance gap. Project future performance levels. Communicate benchmarking findings and gain acceptance. Revise perfor

24、mance goals. Develop action plans. Implement specific actions and monitor progress. Recalibrate the benchmarks.Diff: 3Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.1 Discuss the different types of benchmarking.AACSB: Application of Knowle

25、dgeType: Concept42) Return on assets (ROA) and return on investments (ROI) are examples of.A) structural measuresB) market share dataC) productivity ratiosD) quality measuresE) financial ratiosAnswer: EDiff: 1Learning Outcome: Discuss the total cost of quality and compare the common methods of manag

26、ing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular situation.AACSB: Application of KnowledgeType: Concept43)are useful in measuring the extent to which a firm effectively uses the scarce resources that are available to the firm.A) Quality measuresB) Financial ra

27、tiosC) Productivity ratiosD) Market share dataE) Structural measuresAnswer: CDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular situation.AACSB: Application of Know

28、ledgeType: Concept44)are important for monitoring and tracking the effectiveness of a companys cycle times, waste-reduction measures, and value-added measures.A) Customer-related measuresB) Productivity ratiosC) Quality measuresD) Operating resultsE) Structural measuresAnswer: DDiff: 2Learning Outco

29、me: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular situation.AACSB: Application of KnowledgeType: Concept45) Reject rates, capability analysis, and performance information are examples

30、of.A) structural measuresB) market share dataC) productivity ratiosD) financial ratiosE) quality measuresAnswer: EDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular

31、 situation.AACSB: Application of KnowledgeType: Concept46)include objectives, policies, and procedures followed by a firm.A) Productivity ratiosB) Quality measuresC) Market share dataD) Structural measuresE) Operating resultsAnswer: DDiff: 2Learning Outcome: Discuss the total cost of quality and com

32、pare the common methods of managing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular situation.AACSB: Application of KnowledgeType: Concept47)dictates that decisions are made based on the sound collection and analysis of data.A) Strategic benchmarkingB) Baselining

33、C) Business process reengineeringD) Management by factE) Reverse engineeringAnswer: DDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular situation.AACSB: Application

34、 of KnowledgeType: Concept48)is defined as the fundamental rethinking and redesign of business processes.A) Process redesignB) BenchmarkingC) BaseliningD) Reverse engineeringE) RestructuringAnswer: ADiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing

35、 qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular situation.AACSB: Application of KnowledgeType: Concept49) Which of the following best defines the breadth factor of process redesign?A) It refers to organizational elements such as responsibilities, measurements, i

36、nformation technology, and skills.B) It refers to the monitoring of key internal firm performance measures over time to identify trends such as improvement in managerial decision making.C) It refers to the impact of the process redesign to the entire organization.D) It refers to the dismantling of c

37、ompetitors1 products to understand the strengths and weaknesses of their designs.E) It refers to the sharing of information between companies so that both can improve.Answer: CDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.2 Assess

38、what type of benchmarking is most appropriate for a particular situation.AACSB: Application of KnowledgeType: Concept50) Which of the following best defines the depth factor of process redesign?A) It refers to organizational elements such as responsibilities, measurements, information technology, an

39、d skills.B) It refers to the monitoring of key internal firm performance measures over time to identify trends such as improvement in managerial decision making.C) It refers to the impact of the process redesign to the entire organization.D) It refers to the dismantling of competitors* products to u

40、nderstand the strengths and weaknesses of their designs.E) It refers to the sharing of information between companies so that both can improve.Answer: ADiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.2 Assess what type of benchmarking

41、 is most appropriate for a particular situation.AACSB: Application of KnowledgeType: Concept51)requires the monitoring of key internal firm performance measures over time to identify trends such as improvement to inform managerial decision making.A) BaseliningB) BenchmarkingC) Process redesignD) Rev

42、erse engineeringE) RestructuringAnswer: ADiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular situation.AACSB: Application of KnowledgeType: Concept52) The process in

43、volves identifying measures, establishing time frames for futuredata collection, gathering data, and analyzing data on an ongoing basis to identify performance trends and changes.A) restructuringB) baseliningC) reengineeringD) reverse engineeringE) benchmarkingAnswer: BDiff: 2Learning Outcome: Discu

44、ss the total cost of quality and compare the common methods of managing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular situation. AACSB: Application of KnowledgeType: Concept53) The concept of implies that you must have something to offer the target firm inretur

45、n for sharing information.A) reciprocityB) baseliningC) process redesignD) interfacingE) restructuringAnswer: ADiff: 1Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular si

46、tuation.AACSB: Application of KnowledgeType: Concept54) Productivity ratios are useful in measuring the extent to which a firm effectively uses the scarce resources that are available to the firm.Answer: TRUEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of

47、 managing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular situation.AACSB: Application of KnowledgeType: Concept55) Customer satisfaction measures are poor indicators of financial performance.Answer: FALSEDiff: 1Learning Outcome: Discuss the total cost of quality

48、 and compare the common methods of managing qualityLO: 6.2 Assess what type of benchmarking is most appropriate for a particular situation.AACSB: Application of KnowledgeType: Concept56) Cycle times and waste-reduction measures are examples of operating results of benchmarking data.Answer: TRUEDiff: 2Learning Outcome: Discuss the total cos