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Lab Man > U5.2: Controlling (Quality Tools, Perspectives) > Flashcards

U5.2: Controlling (Quality Tools, Perspectives) Flashcards

1
Q

QC Tool:
Describe the flow of work and the relationships among steps in the process, and reveal any unnecessary steps and waste that can be eliminated

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

a. Flowcharts

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2
Q

QC Tool:
Identify possible problems that need to be investigated via further data collection and analysis

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

a. Flowcharts

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3
Q

QC Tool:
shows the relationship of factors and variables that might have led to the occurrence of issues

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

b. Cause-and-effect (CE) diagram/ Fishbone diagram

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4
Q

QC Tool:
identifies the problem itself, the effect, which is placed on the right side of the diagram

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

b. Cause-and-effect (CE) diagram/ Fishbone diagram

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5
Q

QC Tool:
fleshes out the various potential causes of the problem that are shown along the spine of the diagram and categorized, for example, as materials, workers, inspection, and tools

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

b. Cause-and-effect (CE) diagram/ Fishbone diagram

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6
Q

QC Tool:
shows an appearance of a diagram that suggests a fishbone analogy

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

b. Cause-and-effect (CE) diagram/ Fishbone diagram

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7
Q

QC Tool:
are data collection done, which are put in a tabular list representing collected data about the process

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

c. Check sheets

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8
Q

QC Tool:
contain critical process measurements taken at periodic intervals during the day and tabulated by the time taken

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

c. Check sheets

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9
Q

QC Tool:
used to tabulate the frequency of certain defects or other quality-related events

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

c. Check sheets

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10
Q

QC Tool:
show the relationship between two variables

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

d. Scatter diagrams

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11
Q

QC Tool:
If a particular cause and effect are suspected to be related, the relationship will be apparent as a linear or curved pattern.

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

d. Scatter diagrams

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12
Q

QC Tool:
Once improvements have been made, the new process should be stabilized to hold the gains by using a new ________ __________.

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

e. Control chart

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13
Q

QC Tool (Control Chart):
process improvement, will no longer be appropriate following the improvements

a. original control chart
b. new control chart

A

a. original control chart

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14
Q

QC Tool (Control Chart):
with new center lines and upper and lower limits can be created, based on data from the improved process

a. original control chart
b. new control chart

A

b. new control chart

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15
Q

QC Tool:
a frequency count using data from the check sheet to show the form and shape of the distribution of the data

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

f. Histogram

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16
Q

QC Tool:
indicates that some data points are outliers, or there may be odd shapes to the distribution that indicate skewness or possibly more than one mode or peak in the distribution

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

f. Histogram

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17
Q

QC Tool:
Can be constructed to show the most important problems

a. Flowcharts
b. Cause-and-effect (CE) diagram/ Fishbone diagram
c. Check sheets
d. Scatter diagrams
e. Control chart
f. Histogram
g. Pareto diagram

A

g. Pareto diagram

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18
Q

observed that a few items in any population constitute a significant percentage of the entire group—the vital few

A

Vilfredo Pareto (1906)

19
Q

T/F:
According to Pareto’s law, a few of the failure modes account for most of the observed defects.

A

T

20
Q

includes prevention, appraisal, internal failure, and external failure categories

a. budgetary control
b. responsibility center
c. cost of quality
d. corporate governance

A

c. cost of quality

21
Q

T/F:
All these, except prevention, are costs of not doing things right the first time.

A

T

22
Q

T/F:
When a cost is assigned to high quality, it can be managed and controlled like any other cost.

A

F;
poor quality

23
Q

one of the most commonly used forms of managerial control

a. budgetary control
b. responsibility center
c. balanced scorecard
d. corporate governance

A

a. budgetary control

24
Q

the process of setting targets for an organization’s expenditures, monitoring results and comparing them to the budget, and making changes as needed

a. budgetary control
b. responsibility center
c. balanced scorecard
d. corporate governance

A

a. budgetary control

25
Q

as a control device, ________ are reports that list planned and actual expenditures for cash, assets, raw materials, salaries, and other resources

A

budgets

26
Q

T/F:
A budget is created for every division or department within an organization, no matter how small, as long as it performs a distinct project, program, or function.

A

T

27
Q

T/F:
Budget reports usually list the variance between the budgeted and actual amounts for each item.

A

T

28
Q

any organizational department or unit under the supervision of a single person who is responsible for its activity

a. budgetary control
b. responsibility center
c. balanced scorecard
d. corporate governance

A

b. responsibility center

29
Q

outlines the anticipated and actual expenses for a responsibility center

a. expense budget
b. revenue budget
c. cash budget
d. capital budget

A

a. expense budget

30
Q

lists forecasted and actual revenues of the organization

a. expense budget
b. revenue budget
c. cash budget
d. capital budget

A

b. revenue budget

31
Q

estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligations

a. expense budget
b. revenue budget
c. cash budget
d. capital budget

A

c. cash budget

32
Q

a budget that plans and reports investments in major assets to be depreciated over several years

a. expense budget
b. revenue budget
c. cash budget
d. capital budget

A

d. capital budget

33
Q

has been expanded to refer to the framework of systems, rules, and practices by which an organization ensures accountability, fairness, and transparency in its relationships with all stakeholders, including investors, employees, customers, and the general public

a. budgetary control
b. responsibility center
c. balanced scorecard
d. corporate governance

A

d. corporate governance

34
Q

a comprehensive management control system that balances traditional financial measures with measures of customer service, internal business processes, and the organization’s capacity for learning and growth

a. budgetary control
b. responsibility center
c. balanced scorecard
d. corporate governance

A

c. balanced scorecard

35
Q

Perspectives in a Balanced Scorecard:
reflects a concern that the organization’s activities contribute to improving short- and long-term financial performance

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

a. financial performance

36
Q

Perspectives in a Balanced Scorecard:
includes traditional measures such as net income and return on investment

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A
37
Q

Perspectives in a Balanced Scorecard:
measure information such as how customers view the organization and customer retention and satisfaction

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

b. customer service

38
Q

Perspectives in a Balanced Scorecard:
Data may be collected in many forms, including testimonials from customers describing superlative service or from customer surveys.

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

b. customer service

39
Q

Perspectives in a Balanced Scorecard:
focus on production and operating statistics

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

c. internal business processes

40
Q

Perspectives in a Balanced Scorecard:
For clinical laboratories, indicators may include fast turn-around-time in releasing results, the use of fully-automated systems to accommodate high-volume samples, and adherence to safety guidelines.

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

c. internal business processes

41
Q

Perspectives in a Balanced Scorecard:
focusing on how well resources and human capital are being managed for the company’s future

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

d. potential for learning and growth

42
Q

Perspectives in a Balanced Scorecard:
Metrics may include things such as employee retention and the introduction of new products.

a. financial performance
b. customer service
c. internal business processes
d. potential for learning and growth

A

d. potential for learning and growth

43
Q

T/F:
Managers record, analyze, and discuss various metrics to determine how well the organization is achieving its strategic goals.

A

T

44
Q

T/F:
The responsibility center is an effective tool for managing and improving performance, but only if it is clearly linked to a well-defined organizational strategy and goals.

A

F;
balanced scorecard

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