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prelims > TQM > Flashcards

TQM Flashcards

1
Q

The ultimate buyers of goods and services

A

Consumers

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2
Q

Quality in a transcendent perspective is defined as fitness for intended use (T or F)

A

False (it should be excellent; fitness for intended use is user perspective definition)

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3
Q

These people are those who fall between the organization and the consumer, but are not part of the organization

A

External Customers (Ex. supplier)

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4
Q

Anyone who receives goods or services from someone else within an organization; recipient of another’s output (which could be a product, service, or information)

A

Internal Customers (Ex. employees)

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5
Q

(History of QM) A customer-focused, results-oriented approach to business improvement

A

Emergence of Six Sigma

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6
Q

(History of QM) No significant differences among regions around the world

A

Globalization of Quality

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7
Q

Organizations must knock down silos of information in order to get the right information to the right places (T or F)

A

True

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8
Q

Marketing and sales personnel are responsible for determining the needs and expectations of consumers

A

Quality in Marketing

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9
Q

Product design and engineering functions develop technical specifications for products and production processes to meet the requirements determined by the marketing function

A

Quality in Product Design

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10
Q

A – should not simply be responsible for low-cost procurement, but should maintain a clear focus on the quality of purchased goods and materials

A

purchasing agent

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11
Q

Poor quality often results from time pressures caused by insufficient planning and scheduling

A

Quality in Production Planning & Scheduling

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12
Q

Both technology and people are essential to high-quality manufacturing

A

Quality in Manufacturing and Assembly

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13
Q

Manufacturing processes must be capable of producing output that meets specifications consistently

A

Quality in Process Design

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14
Q

The purposes of final product inspection are to judge the quality of manufacturing, to discover and help to resolve production problems that may arise, and to ensure that no defective items reach the customer

A

Quality in Finished Goods Inspection and Testing

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15
Q

Service after the sale is one of the most important factors in establishing customer perception of quality and customer loyalty

A

Quality in Installation and Service

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16
Q

Any primary or complementary activity that does not directly produce a physical product

A

Service

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17
Q

Manufacturing requires a higher degree of customization (T or F)

A

False (it should be services not manufacturing)

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18
Q

Services are produced and consumed simultaneously (T or F)

A

True

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19
Q

Manufacturing are more labor intensive than Services (T or F)

A

False (services are more labor intensive than manufacturing)

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20
Q

2 components of service quality

A

People and technology

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21
Q

Ensuring that the measurements used in controlling quality are meaningful and accurate, and ensuring that measurement equipment is calibrated and traceable to the National Institute of Standards and Technology (NIST)

A

Metrology

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22
Q

Techniques and activities that focus on controlling or regulating processes and materials to fulfill quality requirements and prevent defective products or services from being passed on

A

Quality Control (QC)

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23
Q

Providing training that supports employee skills training and education in quality-related topic

A

Training

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24
Q

Managing or overseeing the activities involved with auditing products, processes, and quality management systems to ensure that the organization’s strategies, goals, objectives, policies, and procedures relative to quality are followed

A

Auditing

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25
Q

Working with design and production functions to determine product reliability with an aim of lowering total cost of ownership of the product and satisfying customers

A

Reliability Engineering

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26
Q

Working where needed to apply expertise, such as the tools of quality control and statistical analysis

A

Problem Solving

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27
Q

Managing or overseeing the activities that ensure that high-quality suppliers are selected and that incoming purchased parts and materials are acceptable in grade, timeliness, and other characteristics

A

Supplier Quality Management

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28
Q

Working with sales, design, and other functions to ensure quality in products under development

A

Product/Service Design

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29
Q

Is driven by customer wants and needs

A

Competitive Advantage

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30
Q

Competitive Advantage provides basis for further improvement, provides direction and motivation, is durable and lasting, and it makes significant contribution to business success (T or F)

A

True

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31
Q

This has a positive impact on business success

A

personal initiative

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32
Q

Quality-focused individuals often exceed customer expectations (T or F)

A

True

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33
Q

Attitudes cannot be changed through awareness and effort (T or F)

A

False (They can be changed. Ex. personal quality checklist)

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33
Q

This philosophy focuses on continual improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management

A

Deming Philosophy

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34
Q

In the outline of Deming’s System of Profound Knowledge, — talks about how most organizational processes are cross-functional

A

Appreciation for a System

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35
Q

People are motivated intrinsically and extrinsically. Extrinsic motivation is the most powerful (T or F)

A

False (it should be intrinsic)

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36
Q

Knowledge is possible without theory (T or F)

A

False (knowledge is NOT possible without a theory; experience alone does not establish a theory, it only describes; theory can show cause-and-effect relationships that can be used for predictions

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37
Q

Many sources of uncontrollable variation exists in any process (T or F)

A

True

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38
Q

A fitness for use philosophy of quality

A

Juran Philosophy

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39
Q

This definition of quality suggests that it should be viewed from both external and internal perspectives

A

Juran Philosophy

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40
Q

Juran’s Quality Trilogy

A

Quality Planning
Quality Control
Quality Improvement

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41
Q

A philosophy stating that quality is free; it is not a gift but it is free

A

Crosby Philosophy

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42
Q

Quality, according to Feigenbaum, means conformance to requirements (T or F)

A

False (it’s by crosby not feigenbaum)

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43
Q

Zero defects is the only performance standard - Crosby’s Absolutes of Quality Management (T or F)

A

True

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44
Q

3 Steps to Quality by Feigenbaum

A

Quality Leadership, with a strong focus on planning

Modern Quality Technology, involving the entire workforce
|
Organizational Commitment, supported by continuous training and motivation

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45
Q

Philosophy that advocated the use of simple visual tools and statistical techniques

A

Ishikawa Philosophy

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45
Q

A philosophy that talks about influenced participative approaches involving all workers

A

Ishikawa Philosophy

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45
Q

Foundation of the philosophy

A

Principles

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46
Q

Activities by which principles are implemented

A

Practices

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47
Q

Tools and approaches to make practices effective

A

Techniques

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47
Q

Provides fundamental background information and establishes definitions of key terms used in the standards

A

ISO 9000:2015

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48
Q

Provide confidence to customers and other stakeholders that quality requirements are being achieved in the delivered product is one of the objectives of ISO 9003 (T or F)

A

False (it should be ISO 9000)

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48
Q

ISO 9001 requirement for audits forces an organization to review its quality system on a routine basis (T or F)

A

True

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48
Q

Core document that provides the specific requirements for a quality management system to help organizations consistently provide products that meet customer and other regulatory requirements

A

ISO 9001: 2015

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49
Q

ISO certified organizations cannot use their status to differentiate themselves in the eyes of customers (T or F)

A

False (they can use their status to differentiate themselves in the eyes of customers)

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50
Q

Customer focus is one of the modern quality management principles under ISO 9000 (T or F)

A

True

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50
Q

This is the modern quality management principle under ISO 9000 that ensure that people’s abilities are used and valued

A

Engagement of People

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51
Q

All work occurs in a system of interconnected processes

A

Statistical Thinking

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51
Q

Tools to plan work activities, collect data, analyze results, monitor progress, and solve problems

A

TQ techniques/ total quality techniques

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51
Q

This is the modern quality management principle under ISO 9000 ensure the accessibility of accurate and reliable data

A

evidence-based decision making

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51
Q

This is the modern quality management principle under ISO 9000 that identify linkages between activities and manages activities as processes

A

Process Approach

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51
Q

Variation that are a natural part of process

A

Uncontrollable variation (common causes)

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51
Q

This is the modern quality management principle under ISO 9000 that identify and select suppliers to manage costs, optimize resources, and create value

A

relationship management

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51
Q

Two Fundamental Management Mistakes

A

Treating as a special cause any fault, complaint, mistake, breakdown, accident or shortage when it is due to common causes

Attributing to common causes any fault, complaint, mistake, breakdown, accident or shortage when it is due to a special cause

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52
Q

This is the modern quality management principle under ISO 9000 that establishes a vision and direction for the organization

A

leadership

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52
Q

Key Product Quality Dimensions that talks about primary operating characteristics

A

performance

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52
Q

Give atleast 1 problem created by Variation

A

Variation increases unpredictability

Reduces capacity utilization

Contributes to a “bullwhip” effect

Makes it difficult to find root causes

Makes it difficult to detect potential problems early

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52
Q

variation that can be recognized and controlled

A

Special (assignable) causes

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52
Q

“Top management shall ensure that customer are determined and are met with the aim of enhancing customer satisfaction”
(T or F)

A

True

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52
Q

Mechanism for managing and continuously improving core processes to “achieve maximum customer satisfaction at the lowest overall cost to the organization”

A

Quality Management Systems

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52
Q

…”the result of delivering a product or service that meets customer requirements”

A

Customer Satisfaction

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52
Q

A customers’ investment in or commitment to a brand and product offerings

A

Customer Engagement

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53
Q

Key Product Quality Dimensions that talks about the probability of operating for specific time and conditions of use

A

reliability

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53
Q

Key Product Quality Dimensions that talks about the degree to which characteristics match standards

A

conformance

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53
Q

Key dimensions of service quality that talks about the ability to provide what was promised

A

reliability

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53
Q

Key Product Quality Dimensions that talks about “bells and whistles”

A

features

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53
Q

Key Product Quality Dimensions that talks about the speed, courtesy, and competence of repair

A

serviceability

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53
Q

Key Product Quality Dimensions that talks about the amount of use before deterioration or replacement

A

durability

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54
Q

Key dimensions of service quality that talks about the physical facilities and appearance of personnel

A

tangibles

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54
Q

Key dimensions of service quality that talks about the willingness to help customers and provide prompt service

A

responsiveness

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54
Q

these are the expressed requirements stated in the Kano model of customer requirements

A

satisfiers

54
Q

Key dimensions of service quality that talks about the degree of caring and individual attention

A

empathy

54
Q

Key dimensions of service quality that talks about the knowledge and courtesy of employees and ability to convey trust

A

assurance

54
Q

these are the expected requirements that cause dissatisfaction if not present stated in the Kano model of customer requirements

A

Dissatisfiers

55
Q

Customer satisfaction or dissatisfaction takes place during –

A

Moments of Truth

55
Q

…customer requirements, as expressed in the customer’s own terms

A

Voice of the Customer

55
Q

these are the unexpected features stated in the Kano model of customer requirements

A

excited/delighters

55
Q

when building a customer-focused organizations, it is not important to select and develop customer contact employees (T or F)

A

False (Selecting and developing customer contact employees is important)

55
Q

… measurable performance levels or expectations that define the quality of customer contact with an organization

A

Customer Contact Requirements

55
Q

Give at least 1 customer listening posts

A

Comment cards and formal surveys

Focus groups

Direct customer contact

Field intelligence

Complaints

Internet and social media monitoring

55
Q

The customer contact requirements that talks about the response time, answering the telephone within two rings or shipping orders the same day

A

Technical Requirements

56
Q

When measuring customer satisfaction and engagement, this tends to determine whether changes actually result in improvements

A

Track

56
Q

Give at least 1 reason why customer satisfaction efforts fail?

A

Poor measurement schemes

Failure to identify appropriate quality dimensions

Failure to weight dimensions appropriately

Lack of comparison with leading competitors

Failure to measure potential and former customers

Confusing loyalty with satisfaction

56
Q

The customer contact requirements that talks about the usage of a customer’s name whenever possible

A

Behavioral Requirements

56
Q

Developed by (and is a registered trademark of) Fred Reichheld, Bain & Company, and Satmetrix

A

Net Promoter Score (NPS)

56
Q

measures how customers assess benefits – such as product performance, ease of use, or time savings – against costs, such as purchase price, installation cost or time, and so on, in making purchase decision

A

Customer Perceived Value

56
Q

Designed to help organizations increase customer loyalty, target their most profitable customers, and streamline customer communication processes.

A

Customer Relationship Management (CRM) software

57
Q

This is when scores of 7-8 are associated with customers who are satisfied but may switch to competitors

A

Passives

57
Q

Everyone who is actively involved in accomplishing the work of an organization. This encompasses paid employees as well as volunteers and contract employees, and includes team leaders, supervisors, and managers at all levels

A

Workforce

57
Q

This is when scores of 6 and below represent unhappy customers who may spread negative comments

A

Detractors

57
Q

This is when scores of 9-10 are usually associated with loyal customers who will typically be repeat customers

A

Promoters

57
Q

percentage of promoters - percentage of detractors

A

Net Promoter Score (NPS)

58
Q

consists of those activities designed to provide for and coordinate the people of an organization

A

Workforce management/human resource management or HRM

58
Q

One of the Key Workforce-Focused Practices for Performance Excellence in workforce is making appropriate investments in development and learning, both for the workforce and the organization’s leaders
(T or F)

A

True

59
Q

Involves designing and implementing a set of internally consistent policies and practices to ensure that an organization’s human capital

A

Strategic Human Resource Management

59
Q

The extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization.

A

Workforce Engagement

59
Q

Give at least 1 advantages of workforce engagement

A

Replaces the adversarial mentality with trust and cooperation

Develops the skills and leadership capability of individuals, creating a sense of mission and fostering trust

Increases employee morale and commitment to the organization

Fosters creativity and innovation, the source of competitive advantage

Helps people understand quality principles and instills these principles into the corporate culture

Allows employees to solve problems at the source immediately

Improves quality and productivity

59
Q

Any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation

A

Employee Involvement (EI)

59
Q

extent to which an individual contributes to achieving the goals and objectives of an organization

A

Performance

60
Q

work approaches used to systematically pursue ever-higher levels of overall organizational and human performance

A

High-Performance Work

61
Q

An individual’s response to a felt need

A

Motivation

61
Q

The model proposes that five core characteristics of job design (task significance, task identity, skill variety, autonomy, and feedback from the job) influence three critical psychological states (experienced meaningfulness, experienced responsibility, and knowledge of results), which in turn, drive work outcomes (employee motivation, growth satisfaction, overall job satisfaction, and work effectiveness)

A

Hackman-Oldham Model

62
Q

Refers to how employees are organized in formal and informal units

A

Work Design

62
Q

Refers to responsibilities and tasks assigned to individuals

A

Job Design

62
Q

five core characteristics of job design

A

task significance, task identity, skill variety, autonomy, and feedback from the job

62
Q

A management tool for the submission, evaluation, and implementation of an employee’s idea to save cost, increase quality, or improve other elements of work such as safety

A

Employee suggestion system

62
Q

three critical psychological states

A

experienced meaningfulness, experienced responsibility, and knowledge of results

63
Q

drivers of work outcomes

A

employee motivation, growth satisfaction, overall job satisfaction, and work effectiveness

63
Q

expanding worker’s jobs

A

Job Enlargement

63
Q

The life cycle of teams that takes place when the team is introduced, meets together, and explores issues of their new assignment

A

Forming

63
Q

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

Teams

63
Q

having workers learn several tasks and rotate among them

A

Job Rotation

63
Q

The life cycle of teams that takes place when the issues of the previous stage have been worked out, and team members agree on roles, ground rules, and acceptable behavior when doing the work of the team

A

Norming

63
Q

granting more authority, responsibility, and autonomy

A

Job Enrichment

63
Q

Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risks and learn from mistakes, and to promote change

A

Empowerment

64
Q

The life cycle of teams that

A
64
Q

The life cycle of teams that occurs when team members disagree on team roles and challenge the way that the team will function

A

Storming

65
Q

The life cycle of teams that characterizes the productive phase of the life cycle when team members cooperate to solve problems and complete the goals of their assigned work

A

Performing

66
Q

The life cycle of teams when the team wraps up the project, satisfactorily completes its goals, and prepares to disband or move on to another project

A

adjourning

67
Q

Health and safety are the only key factors in a workplace environment (T or F)

A

False (need to have overall well-being as well)

68
Q

Refer to all aspects of pay and reward, including promotions, bonuses, and recognition, either monetary and non monetary or individual and group

A

Compensation and Recognition

69
Q

Compensation includes monetary or non-monetary (T or F)

A

False (this is under recognition)

70
Q

Recognition can only be formal (T or F)

A

False (it can be formal or informal)

71
Q

Recognition can only be given individually (T or F)

A

False (it can be indivual or group)

72
Q

New approaches on performance management focus on short-term results and individual behavior; fail to deal with uncontrollable factors (T or F)

A

False (it should be conventional performance appraisal systems

73
Q

conventional performance appraisal systems focuses on company goals such as quality and behaviors like teamwork (T or F)

A

False (it should be new approaches to performance management)

74
Q

How you are measured is how you perform

A

Performance Management

75
Q

Number of teams, rate of growth, percentage of employees involved, number of suggestions implemented, time taken to respond to suggestions, employee turnover, absenteeism, and grievances; perceptions of teamwork and management effectiveness, engagement, satisfaction, and empowerment

A

Outcome Measures

76
Q

Number of suggestions that employees make, numbers of participants in project teams, participation in educational programs, average time it takes to complete a process improvement project, whether teams are getting better, smarter, and faster at performing improvements, improvements in team selection and planning processes, frequency of use of quality improvement tools, employee understanding of problem-solving approaches, and senior management involvement

A

Process Measures

77
Q

Gallup 12 refers to the 12 survey statements that Gallup found as those that best form the foundation of strong feelings of engagement. (T or F)

A

True

78
Q

Employees who work with passion and feel a profound connection to their company. They drive innovation and move the organization forward

A

Engaged Employees

79
Q

Employees who aren’t just unhappy at work; they are busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish

A

Actively disengaged Employees

79
Q

Employees who are essentially “checked out.” They are sleepwalking through their workday. They put in in time, but not enough energy or passion into their work

A

Not-engaged Employees

80
Q

When sustaining high-performance work systems, regular assessment of only: Career progression and succession planning, hiring, training and retention of employees, and workforce capability and capacity needs is needed (T or F)

A

True

81
Q

refers to an organization’s ability to accomplish its work processes through the knowledge, skills, abilities, and competencies of its people

A

Workforce Capability

82
Q

efers to an organization’s ability to ensure sufficient staffing levels to accomplish its work processes and successfully deliver products and services to customer, including the ability to meet seasonal or varying demand levels

A

Workforce Capacity

83
Q

Formal processes to identify, develop, and position future leaders

A

Succession Planning

84
Q

A sequence of linked activities that is intended to achieve some result

A

Processes/process

85
Q

Succession planning is vital to short-term organizational sustainability (T or F)

A

False (it should be long-term)

86
Q

Give at least 1 effective hiring practices

A

Determine key employee skills and competencies

Identify job candidates based on requires skills and competencies

Screen job candidates to predict suitability and match to jobs

87
Q

involves planning and administering the activities necessary to achieve a high level of performance in key business processes, and identifying opportunities for improving quality and operational performance, and ultimately, customer satisfaction

A

Process Management

88
Q

ensuring that the inputs to the process, such as materials, technology, work methods, and a trained workforce are adequate, and that the process can achieve its requirements

A

Design

89
Q

maintaining consistency in output by assessing performance and taking corrective action when necessary

A

Control

90
Q

continually seeking to achieve higher levels of performance in the process, such as reduced variation, higher yields, fewer defects and errors, smaller cycle times, and so on

A

Improvement

91
Q

In the ISO 9000 of process management, the entire set of standards is focused on an organization’s ability to understand, define, document, and manage its processes (T or F)

A

true

92
Q

The type of process that talks about those most important to “running the business”; what run the business

A

Value - Creation Processes

93
Q

process that talks about the activities that develop functional product specifications

A

Design Processes

94
Q

The type of process that talks those most important to an organization’s value creation processes, employees, and daily operations

A

Support Processes

95
Q

process that create or deliver products

A

Production/Delivery Processes

96
Q

temporary work structure that start up, produce products or services, and then shut down

A

project

97
Q

all activities associate with planning, scheduling, and controlling projects

A

project management

98
Q

Value creation process requirements are driven by internal customer needs and must be aligned with the needs of key value-creation processes (T or F)

A

False (its not value creation process but support process requirements)

99
Q

Support process requirements usually depend on consumer or external customer needs (T or F)

A

False (it should be value creation process requirements)

100
Q

Its goal is to develop an efficient process that satisfied both internal and external customer requirements and is capable of achieving the requisite level of quality and performance

A

process design

101
Q

Process design considerations include safety, cost, variability, productivity, environmental impact, “green” manufacturing, measurement capability, and maintainability of equipment (T or F)

A

True

102
Q

describes the specific steps in a process

A

process map

103
Q

When developing process maps, you should begin asking “what input does it need to produce the process output?” (T or F)

A

False (its the 2nd step, you should first ask “what is the last essential subprocess that produces the output of the process?”)

104
Q

Designing service does not need to involve determining an effective balance between people and technology (T or F)

A

False (determining the balance between people and technology is essential)

105
Q

5 key service dimensions in service process design

A

reliability, assurance, tangibles, empathy, and responsiveness

106
Q

refers to flexibility and short cycle times

A

agility

107
Q

refers to the ability to adapt quickly and effectively to changing requirements

A

flexibility

108
Q

Flexibility is crucial to such customer-focused strategies as mass customization (T or F)

A

False (it should be agility)

109
Q

Give at least 1 typical reasons for mistakes and errors:

A

forgetfulness due to lack of reinforcement or guidance

misunderstanding or incorrect identification because of the lack of familiarity with process or procedures

lack of experience

absentmindedness and lack of attention, especially when a process is automates

110
Q

an approach for mistake-proofing processes using automatic devices or simple methods to avoid human error

A

Poka-Yoke

111
Q

service errors that includes doing work incorrectly, work not requested, work on the wrong order, or working too slowly

A

Task Errors

112
Q

service errors that tackles the contact between the server and the customer

A

Treatment Errors

113
Q

service errors that includes unclean facilities, dirty uniforms, inappropriate temperature, document errors

A

tangible errors

113
Q

service errors that talks about the failure to bring necessary materials to the encounter, to understand their role in the service transaction, and to engage the correct service

A

customer errors in preparation

114
Q

service errors that talks about the inattention, misunderstanding, memory lapse, and failure to remember steps in the process or to follow instructions

A

Customer errors during an encounter

114
Q

service errors that talks about the failure to signal service inadequacies, learn from experience, adjust expectations, execute appropriate post-encounter actions

A

Customer errors at the resolution stage of a service encounter

115
Q

activity of ensuring conformance to requirements and taking corrective action when necessary to correct problems and maintain stable performance

A

Control

115
Q

4 Elements of Control Systems

A

a standard or goal

a means of measuring accomplishment

comparison of results with the standard to
provide feedback

ability to make corrections as appropriate

116
Q

Control should be the basis for organizational learning and lead to improvement and prevention of defects and errors (T or F)

A

True

117
Q

Control is usually applied to incoming materials, key processes, and final products and services (T or F)

A

True

118
Q

refers to both incremental changes, which are small and gradual, and breakthrough improvements, which are large and rapid

A

Continuous Improvement

119
Q

understanding why changes are successful through feedback between practices and results, leading to new goals and approaches

A

Learning

120
Q

4 stages of a learning cycle

A

Planning

Execution of plans

Assessment of progress

Revision of plans based upon assessment findings

121
Q

a Japanese word that means gradual and orderly continuous improvement

A

Kaizen

122
Q

Kaizen event focuses on small, gradual, and frequent improvements over the long term with minimum financial investment, and participation by everyone in the organization (T or F)

A

False (should be Kaizen)

123
Q

intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period

A

Kaizen Event

124
Q

Kaizen event is performed on a part-time basis (T or F)

A

False (Kaizen is performed on a part-time basis)

125
Q

– are generally comprised of employees from all areas involved in the process who understand it and can implement changes on the spot

A

Teams

126
Q

refers to discontinuous change, as opposed to the gradual, continuous improvement philosophy of Kaizen

A

Breakthrough Improvement

126
Q

result from innovative and creative thinking

A

Breakthrough Improvement

127
Q

the search of industry best practices that lead to superior performance

A

Benchmarking

128
Q

Process Benchmarking is the study of products or business results against competitors to compare pricing, technical quality, features, and other quality or performance characteristics (T or F)

A

False (it should be competitive benchmarking)

129
Q

Competitive Benchmarking is identifying the most effective practices in key work processes in organizations that perform similar functions, no matter in what industry (T or F)

A

False (it should be process benchmarking)

130
Q

the fundamental objective of a supply chain is to provide the right product in the right quantity at the right place at the right time (T or F)

A

True

130
Q

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

131
Q

Suppliers include only companies that provide materials and components, and not distributors, transportation companies and information, healthcare, and education providers (T or F)

A

False (suppliers also include distributors, transportation companies and information, healthcare, and education providers)

132
Q

This is designed to rate and certify suppliers who provide quality materials in a cost-effective and timely manner

A

supplier certification process

133
Q

Supplier certification processes is not time-consuming and cheap to administer (T or F)

A

False (SCP is time-consuming and expensive, thus using a uniform set of standards such as ISO 9000 can reduce costs)

prelims (4 decks)

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