Philosophies and Frameworks

CHAPTER 3
PHILOSOPHIES AND FRAMEWORKS
TRUE/FALSE QUESTIONS
1. Under the Deming philosophy, each department should optimize its own
performance.
Answer: F
AACSB: Analytic Skills
2. Deming advocated the use of relatively few suppliers as a means to reduce raw
material variation.
Answer: T
3. To focus on quality, Juran proposed a cultural change in the organization rather

than in management thinking.
Answer: F
4. Inspection is an activity that can be classified under the ‘Improvement’ element of

Juran’s Trilogy.
Answer: F
AACSB: Reflective Thinking Skills
5. Juran’s approach to quality improvement is considered easier to fit into existing

business structures than Deming’s.
Answer: T
6. Unlike Juran and Deming, Crosby’s program is primarily behavioral.

Answer: T
7. Crosby emphasizes using management and organizational processes rather than

statistical techniques to change corporate culture and attitudes.
Answer: T
8. Crosby argues that Zero Defects is a motivational program and not a performance
standard.
Answer: F
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9. The term “total quality control” was originally developed by Taguchi.
Answer: F
10. Ishikawa advocated the use of simple visual tools rather than statistical techniques
for quality improvement.
Answer: F
11. Taguchi, like Deming, believed that variance reduction is a key to quality
improvement.
Answer: T
12. Cost Control is one of the seven categories of the Malcolm Baldrige National
Quality Award examination.
Answer: F
13. A popular use of the Baldrige Criteria is for company self-evaluation or internal
recognition programs.
Answer: T
14. The Baldrige Criteria are prescriptive in that they specify detailed procedures for
how to achieve quality.
Answer: F
15. The primary purpose of the Malcolm Baldrige National Quality Award is to
develop an equivalent U.S. set of standards for the international ISO 9000
standards.
Answer: F
16. The Deming Prize was instituted in 1951 by the American Society for Quality
Control to honor Dr. W.E. Deming’s contribution to quality management.
Answer: F
17. ISO 9000 implementation is recommended as an advanced step for companies

that already have achieved success in implementing total quality.
Answer: F
18. The ISO 9000 standards examine the nature of a final product’s quality.
Answer: F
19. Achieving registration to the ISO 9000 standards requires compliance verification
by an independent audit.
Answer: T
20. An accepted Six Sigma metric is dpmo, defined as “defects per manual
operation.”
Answer: F
MULTIPLE CHOICE QUESTIONS
1. In mechanical assemblies, _____ lead(s) to inconsistent performance and

premature wear and failure.
a. poor inspection
b. lack of systems approach
c. outdated technology
d. variations from specifications
Answer: d
2. According to Deming, product or a service possesses quality if it:

a. conforms to standards and provides customer satisfaction.
b. helps somebody and enjoys a good and sustainable market.
c. matches or exceeds the standards set by the competition.
d. incorporates quality in its design, production, and delivery.
Answer: b
3. Which of the following individuals is credited with having the greatest influence
on quality management?
a. Philip B. Crosby
b. W. Edwards Deming
c. Kaoru Ishikawa
d. Joseph M. Juran
Answer: b
4. According to Deming, _____ is the chief culprit of poor quality.
a. standardization
b. variation
c. tolerance
d. lack of innovation
Answer: b
5. The theory behind _____ is that improvements in quality lead to lower costs.
a. Deming Chain Reaction
b. Ford Quality Process
c. Duran-Crosby Process Improvement Plan
d. Quality-Cost Matrix
Answer: a
6. Deming’s Profound Reflective Thinking system consists of four interrelated parts.

Which of the following is NOT one among them?
a. Appreciation for a system
b. Understanding variation
c. Theory of quality
d. Psychology
Answer: c
7. _____, or doing the best for individual components, results in losses to everybody
in the system.
a. Capacity planning
b. Suboptimization
c. Marginal costing
d. Single sourcing
Answer: b
8. _____ are the primary tools used to identify and quantify variation.
a. Gantt charts
b. Statistical methods
c. Cause and effect diagrams
d. Marginal costing sheets
Answer: b
9. According to Deming, _____ should become the common language that every
employee — from top executives to line workers - uses to communicate with one
another.
a. graphs and charts
b. slogans
c. acronyms
d. statistics
Answer: d
10. The last part of the Deming’s Profound Reflective Thinking, psychology,
provides an understanding of human behavior. Which of the following is NOT
true regarding psychology at work?
a. People differ from one another.
b. People are born with a need for love and esteem in their relationships.
c. Fear motivates people thus helping the system to reach its full potential.
d. Pay is not a motivator.
Answer: c
11. According to Peter Scholtes, when people don't understand systems:

a. they don’t know the difference between prediction, forecasting, and
guesswork.
b. they don’t understand how an intervention in one part of an organization can
cause havoc in another place or at another time.
c. they don’t understand the process of change and the resistance to it.
d. they don’t understand the difference between improvement and change.
Answer: b
12. According to Peter Scholtes, which of the following is NOT TRUE of people who
don’t understand variation?
a. They don’t see trends that are occurring.
b. They don’t know when expectations are realistic.
c. They don’t understand past performance so they can’t predict future
performance.
d. They don’t understand the process of change and the resistance to it.
Answer: d
13. According to Deming, which of the following is part of the new philosophy
companies must learn in order to create a never-ending cycle of improvement?
a. Quota-driven production
b. Work measurement
c. Adversarial work relationships
d. Customer-driven approach
Answer: d
14. The fourth point in Deming's 14 points is to Stop Making Decisions Purely on the
Basis of Cost. All of the following statements relate to the point EXCEPT:
a. Inspection should be used as an information-gathering tool for improvement.
b. Establish long-term relationships with fewer suppliers.
c. Direct costs associated with poor quality materials far exceed the cost
“savings” perceived by purchasing.
d. Constantly changing suppliers solely on the basis of price increases the
variation in the material supplied to production.
Answer: a
15. Which aspect of Deming's 14 points addresses the issue of why managers fail to
cooperate with other departments?
a. Point 6: Institute Training
b. Point 7: Institute Leadership
c. Point 8: Drive Out Fear
d. Point 10: Eliminate Exhortations
Answer: c
16. _____ are the best routes to improving quality.

a. Slogans
b. Motivational programs
c. Numerical quotas
d. Statistical thinking
Answer: d
17. Which of the following statements is TRUE regarding numerical quotas and
management by objectives?
a. Standards and quotas are based on long-term perspectives.
b. They encourage improvement, particularly if rewards are tied to meeting
quotas.
c. Workers may short-cut quality to reach the goal.
d. Measurement has been, and often still is, motivational.
Answer: c
18. The Deming philosophy focuses on improvements in product and service quality
by:
a. inspecting 100% of output.
b. reducing variation.
c. reducing customer complaints.
d. separating the planning and execution functions.
Answer: b
19. Which of the following is NOT a part of the Profound Knowledge system?
a. Psychology
b. Appreciation for a system
c. Management by objectives
d. Understanding of variation
Answer: c
20. Traditional organizations typically manage according to the functions in _____.

a. the power/interest matrix
b. the top-down approach.
c. flat organization charts
d. vertical organization charts
Answer: d
21. The Profound Knowledge system is attributed to:

a. Philip B. Crosby
b. W. Edwards Deming
c. Armand Feigenbaum
d. Joseph M. Juran
Answer: b
22. The second part of Profound Knowledge is a basic understanding of:

a. management principles.
b. psychology.
c. theory of knowledge.
d. statistical theory and variation.
Answer: d
23. The need to “remove barriers to pride in workmanship” is associated with:
a. Crosby.
b. Juran.
c. Deming.
d. Taguchi.
Answer: c
24. Meeting quality goals during operations is which of the processes of Juran’s
Quality Trilogy?
a. Quality control
b. Quality design
c. Quality improvement
d. Quality planning
Answer: a
25. The Deming philosophy focuses on continual improvements in product and

service quality by _____ in design, manufacturing, and service processes, driven
by the leadership of top management.
a. promoting innovations
b. reducing uncertainty and variability
c. outsourcing non-core activities
d. reengineering
Answer: b
26. Deming claimed that higher levels of _____ lead to higher levels of _____.
a. automation, quality
b. quality, productivity
c. inventory, quality
d. inspection, quality
Answer: b
27. Which of the following is the primary reason for Deming’s position that slogans
should be eliminated?
a. Most problems depend on the system and cannot be controlled by workers.
b. Slogans benefit the customers more than the workers.
c. Not all workers can read the slogans.
d. Slogans are costly to maintain and periodically update.
Answer: a
28. Which of the following is false regarding inspection under the Deming
philosophy?
a. Inspection encourages the production of defects.
b. Inspection can be used to assure quality.
c. Inspection is rarely accurate.
d. Inspection does not add value to the product.
Answer: b
29. Deming stressed that the ultimate responsibility for quality improvement lies
with:
a. design engineers.
b. Inspectors.
c. top management.
d. material suppliers.
Answer: c
30. The quality definition of “fitness for use” is associated with:

a. Shewhart.
b. Deming.
c. Crosby.
d. Juran.
Answer: d
31. According to Deming’s Profound Knowledge system, which of the following

should be encouraged?
a. Pitting individuals or departments against each other for resources
b. Using sales quotas or arbitrary cost-reduction goals
c. Applying systems thinking in people management
d. Using performance appraisals to blame individuals
Answer: c
32. Which of the following represents a point of disagreement between Deming and
Juran?
a. Upper management requires training and experience in managing for quality.
b. Change can be accomplished within the organization’s existing structure.
c. Commitment by top management is a necessity.
d. Employees need to know who uses their products.
Answer: b
33. _____ begins with identifying customers, both external and internal, determining
their needs, translating customer needs into specifications, developing product
features that respond to those needs, and developing the processes capable of
producing the product or delivering the service.
a. Quality planning
b. Quality control
c. Quality implementation
d. Quality improvement
Answer: b
34. Juran formalized the commonsense order of discovery, organization, diagnosis,

corrective action, and control, as the:
a. process maturity path.
b. process design plan.
c. breakthrough sequence.
d. quality improvement process.
Answer: c
35. In Juran’s breakthrough sequence, this step involves establishing the new
standards and procedures, training the workforce, and instituting controls to make
sure that the breakthrough does not die over time.
a. Project identification
b. Diagnostic journey
c. Remedial journey
d. Holding the gains
Answer: d
36. Juran’s “Quality Trilogy” consists of three processes. These processes are:
a. quality planning, quality control, and quality improvement.
b. quality measurement, quality control, and quality assurance.
c. quality improvement, quality management, and quality control.
d. quality control, quality management, and quality enhancement.
Answer: a
37. Juran believed that to get top management’s attention, quality issues must be
translated into the “language” of:
a. market share.
b. dollars.
c. shareholders.
d. liquidity.
Answer: b
38. Which of the following represents an activity classified by Juran under “quality
planning?”
a. Inspection
b. Process design
c. Statistical process control
d. Waste reduction teams
Answer: b
39. Quality is defined as “conformance to requirements” by:

a. Shewhart
b. Deming
c. Crosby
d. Juran
Answer: c
40. According to Crosby’s Absolutes of Quality Management, absence of quality is

attributed to:
a. nonconformance.
b. setting requirements.
c. improper measurements.
d. conformance to requirements.
Answer: a
41. Quality originates in _____ departments and therefore the burden of responsibility
for such problems falls on these departments.
a. customer service
b. design
c. quality
d. functional
Answer: d
42. _____ is defined as “...an effective system for integrating the quality
development, quality maintenance, and quality improvement efforts of the various
groups in an organization so as to enable production and service at the most
economical levels which allow full customer satisfaction.”
a. Total quality control
b. Management control
c. Quality assurance
d. Six Sigma
Answer: a
43. Which of the following is NOT TRUE based on Crosby’s quality philosophy?
a. The only performance measure is the cost of quality.
b. There is no such thing as a quality problem.
c. Zero defects is an unrealistic goal.
d. Quality is free.
Answer: c
44. Credit for the development of the term “total quality control” is attributed to:
a. Deming.
b. Crosby.
c. Juran.
d. Feigenbaum.
Answer: d
45. According to Deming and Juran, the majority of quality problems are associated
with:
a. uncaring workers.
b. the lack of production quotas.
c. processes designed by management.
d. an unnecessary reliance on statistical tools.
Answer: c
46. Feigenbaum’s philosophy is summarized in his Three Steps to Quality. Which of

the following is NOT one of them?
a. Quality Leadership
b. Administrative Control
c. Modern Quality Technology
d. Organizational Commitment
Answer: b
47. Feigenbaum popularized the term _____, the portion of plant capacity wasted due
to poor quality.
a. zero-output units
b. potential units
c. spare capacity
d. hidden factory
Answer: d
48. _____ maintained that the manufacturing-based definition of quality as
conformance to specification limits is inherently flawed.
a. A. V. Feigenbaum
b. Kaoru Ishikawa
c. Genichi Taguchi
d. Philip B. Crosby
Answer: c
49. The Criteria for Performance Excellence for the Malcolm Baldrige National
Quality Award should result in all of the following EXCEPT:
a. achieving compliance to quality standards set by CMM levels.
b. delivery of ever-improving value to customers, resulting in improved
marketplace success.
c. improvement of overall company performance and capabilities.
d. organizational and personal learning.
Answer: a
50. Which of the following companies is recognized as the benchmark for Six Sigma
implementation?
a. General Electric
b. Allied Signal
c. Motorola
d. Xerox
Answer: a
51. The Malcolm Baldrige National Quality Award was established by:
a. several American automobile industry executives.
b. the American Society for Quality (ASQ).
c. an act of Congress.
d. the Baldrige Consulting Group.
Answer: c
52. Crosby’s Basic Elements of Improvement were all of the following EXCEPT:
a. determination.
b. education.
c. implementation.
d. experimentation.
Answer: d
53. The last step in Deming’s “chain reaction” is to:
a. improve productivity.
b. improve quality.
c. reduce costs.
d. provide jobs.
Answer: d
54. Crosby’s Absolutes of Quality Management include the following points

EXCEPT:.
a. quality means conformance to requirements, not elegance.
b. there is no such thing as the statistics of quality.
c. the only performance measurement is the cost of quality, which is the expense
of non-conformance.
d. the only performance standard is “Zero Defects (ZD).”
Answer: b
55. The Malcolm Baldrige National Quality Award was named after:
a. a famous quality consultant.
b. a former senator.
c. a former secretary of commerce.
d. a FORTUNE 500 CEO.
Answer: c
56. The focus of the Malcolm Baldrige National Quality Award includes all of the
following EXCEPT:
a. to recognize the achievements of high quality companies.
b. to establish guidelines and criteria for evaluation of quality improvement
efforts.
c. to provide detailed information on how award winning enterprises achieved
success.
d. to encourage the use of quantitative analysis to improve quality.
Answer: d
57. Which of the following is NOT one of the three original recipient categories for
the Malcolm Baldrige National Quality Award?
a. Small business
b. Manufacturing
c. Education
d. Service
Answer: c
58. The Malcolm Baldrige National Quality Award criteria consist of how many
categories?
a. 4
b. 5
c. 7
d. 9
Answer: c
59. The criteria for Performance Excellence for the Malcolm Baldrige award consist
of a hierarchical set of categories, items, and areas to address. Which of the
following four is NOT one of them?
a. Strategic Planning
b. Workforce Focus
c. Process Management
d. Return on Investment
Answer: d
60. In the Baldrige criteria, areas to address that request information on approach or
deployment begin with the word _____.
a. how
b. what
c. when
d. why
Answer: a
61. The remedial journey in Juran’s breakthrough sequence consists of several

phases. Which of the following is NOT one of them?
a. Identifying process gaps based on data collected
b. Choosing an alternative that optimizes total cost
c. Implementing remedial action
d. Dealing with resistance to change
Answer: a
62. Taguchi’s approach assumes that the _____ the variation about the nominal
specification, the _____ is the quality.
a. higher; better
b. smaller; poorer
c. higher; poorer
d. smaller; better
Answer: d
63. _____, _____, and _____ represent the leadership triad in the Baldrige Criteria
Framework.
a. Values; Management; Process Scheduling
b. Vision; Executive Planning; Production control
c. Leadership; Strategic Planning; Customer Focus
d. Quality; Workforce Management; Customization
Answer: c
64. In 2005, Baldrige introduced the concept of _____ —which refers to an

organization’s ability to address current business needs and to have the agility and
strategic management to prepare successfully for the future, and to prepare for
real-time or short-term emergencies.
a. sustainability
b. adaptability
c. innovativeness
d. proactivism
Answer: a
65. National Quality Institute is a nonprofit organization designed to stimulate and

support quality-driven innovation within all enterprises and institutions, including
business, government, education, and health care in _____.
a. Australia
b. Canada
c. China
d. United States
Answer: b
66. Of the four levels of awards given in Australia, the _____ recipients will
demonstrate Approach and Deployment that are well defined, planned, subject to
review, and show evidence of improvement over time.
a. Foundation in Business Excellence Level
b. Bronze Award Level
c. Silver Award Level
d. Gold Award Level
Answer: b
67. In 2001, the China Association for Quality (CAQ) introduced the _____.
a. National Quality Award
b. Mayor’s Cup Quality Award
c. Foundation in Business Excellence Award
d. Six Sigma Excellent Organization Award
Answer: a
68. _____ refers to controlling the production/service process from receipt of an order
or quote through design, materials procurement, manufacturing or service
delivery, distribution, and subsequent field service.
a. Product Realization
b. Management Responsibility
c. Resource Management
d. Measurement, Analysis, and Improvement
Answer: a
69. The term six sigma is based on a statistical measure that equates to _____ or
fewer errors or defects per million opportunities.
a. 4.3
b. 3.4
c. 5.4
d. 2.3
Answer: b
70. One of the key concepts in the core philosophy of Six Sigma emphasizes
quantifiable measure as _____.
a. tolerance conformance percent
b. defects per million opportunities
c. failure rate
d. nonconformance ratio
Answer: b
71. Six Sigma methodology is driven by a _____ methodology.

a. trial and error
b. data driven
c. customer-focused
d. management-by-fact
Answer: d
72. Over the years, the Malcolm Baldrige National Quality Award criteria have been
improved to include all of the following shifts in emphasis EXCEPT:
a. from supplier quality to supplier partnerships.
b. from a focus on current customers to a focus on current and future customers
and markets.
c. from human resource utilization to human resource development and
management.
d. from intra-industry rivalries to intra-industry alliances.
Answer: d
73. Companies have utilized the Malcolm Baldrige National Quality Award mostly
for the purpose of:
a. winning an award.
b. prestige.
c. internal assessment and improvement.
d. advertising.
Answer: c
74. Which of the following is NOT an objective of state-sponsored quality awards?

a. Providing a forum for information exchange
b. Winning a state award as a prerequisite to apply for the Baldrige Award
c. Encouraging firms to adopt quality and productivity improvement approaches
d. Promoting awareness of productivity and quality
Answer: b
75. The criteria for the Canadian Awards for Excellence are most similar to the
criteria for the:
a. Deming Prize
b. American Society for Quality Control Award
c. Malcolm Baldrige National Quality Award
d. ISO 9000 Certification Program
Answer: c
76. The Deming Prize was established in which of the following countries?
a. Japan
b. Germany
c. United States
d. Sweden
Answer: a
77. All of the following are Quality Management Principles of ISO 9000:2000
EXCEPT:
a. customer focus.
b. process approach.
c. quality system.
d. continual improvement.
Answer: c
78. _____ can be described as a business improvement approach that seeks to find
and eliminate causes of defects and errors in manufacturing and service processes
by focusing on outputs that are critical to customers and a clear financial return
for the organization.
a. Baldrige criteria
b. ISO 9000:2000
c. Six Sigma
d. Deming’s 14 principles
Answer: c
79. The largest adopter of ISO 9000:2000 is:

a. government.
b. manufacturing.
c. retail.
d. service.
Answer: b
80. ISO 9000:2000 recertification is required every:

a. 3 years.
b. 5 years.
c. 7 years.
d. 8 years.
Answer: a
81. The following statements reflect features of ISO 9000:2000 except one. Identify
the exception.
a. It requires organizations to have a planned process for improvement.
b. Its focus is on “document what you do” requirements.
c. It stresses evaluation of training effectiveness.
d. It is based on the premise that certain generic characteristics of management
practices can be standardized.
Answer: b
82. The Baldrige Award is a better fit to the national culture of ______ than it is to
the U.S.
a. Canada
b. China
c. Japan
d. India
Answer: c
83. The concept of Six Sigma was pioneered by:

a. Allied Signal.
b. Motorola.
c. DuPont.
d. Raytheon.
Answer: b
84. The European Quality Award, compared to the Baldrige Award, places greater
emphasis on:
a. public responsibility and impact on society.
b. documentation of processes.
c. employee training.
d. top management’s understanding of quality.
Answer: a
ESSAY QUESTIONS
1. Many managers incorrectly conclude that the meanings of Point 6 (Institute

Training) and Point 13 (Encourage Education and Self-Improvement) of the
Deming philosophy are identical. Explain how the meanings of the points differ.
Answer: The difference between the two points is subtle. Point 6 refers to
training in specific job skills. Point 13 refers to continuing, broad education for
self-development. Deming implies that part of business’s fundamental mission, in
addition to providing jobs, is to share in responsibility for improving the value of
the individual.
2. Compare and contrast the quality philosophies of Deming and Juran.
Answer: Responses here might focus on Deming’s emphasis on management

responsibility and on variation, as opposed to Juran’s emphasis on providing
quality management structure to the existing organization. Reference to specific
frameworks such as Deming’s Profound Knowledge system and his 14 points, and
Juran’s Trilogy would enrich the response.
3. Deming states that knowledge is not possible without theory, and experience
alone does not establish a theory. Explain this statement as it applies to
management decision making.
Answer: Any rational plan requires prediction concerning conditions, behavior,

and comparison of performance. A statement devoid of prediction or explanation
of past events conveys little knowledge. Experience only describes—it cannot be
tested or validated—and alone is of little help to management. Theory, on the
other hand, shows a cause and effect relationship that can be used for prediction.
Methods that have sustained success are grounded in theory. This notion implies
that management decisions must be based on facts and objectivity, rather than
solely on instinct.
4. Explain Crosby’s contention that quality is free.
Answer: The essence of Crosby’s argument is that investments in quality pay for
themselves, since quality improvements reduce waste and improve performance.
5. Crosby states that the ‘zero defects’ concept is widely misunderstood and resisted.
Explain the zero defects concept. Why might Deming and Juran disagree with
Crosby that zero defects should be openly promoted as a goal?
Answer: Crosby considers zero defects as a performance standard. The theme of

zero defects is to do it right the first time, which means concentrating on
preventing defects rather than just finding and fixing them. Critics argue that
exhorting workers to produce perfection is Hippocratic, since most defects stem
from poorly designed processes that are beyond manufacturing’s control. Crosby,
however, argues that zero defects represents the ultimate goal that organizations
should relentlessly pursue—a high standard that may be attainable only in theory.
Since Deming and Juran understood that most quality problems are the result of
the system put into place by management, the focus should be on systems and
processes and not goals that are beyond the worker.
6. Feigenbaum’s quality management philosophy is summarized by the following
three points: quality leadership, modern quality technology, and organizational
commitment. Discuss how failure to adopt these points will compromise quality.
Answer: Responses should argue that management commitment (leadership),

knowledge on how to manage for quality and customer satisfaction (quality
technology), and workforce training and motivation (commitment) are vital
components of a successful, and sustainable, quality management process.
7. Identify the three management processes that comprise Juran’s Quality Trilogy.
Cite at least two organizational activities that can be categorized under each
process.
Answer: The three management processes are quality planning, quality control,
and quality improvement. Examples include product and process design
(planning), process control and troubleshooting (control), and self-managed and
cross-functional teams to reduce waste (improvement).
8. Identify 3 quality awards that have been implemented by nations or coalitions

outside the United States. Explain their relationship to the Baldrige Award.
Answer: Some international quality award programs include the European Quality
Award, Canadian Awards for Business Excellence, Australian Quality Awards,
and Chinese National Quality Award. Answers could focus on the similarities
among the award guidelines and Baldrige as described in the text.
9. Discuss what is meant by the Baldrige criteria as representing an integrated

performance management system.
Answer: Response should emphasize that the categories and management

processes that comprise the Baldrige criteria do not stand alone. The various
categories and processes are linked to each other. For instance, activities related
to the category related to customer and market focus, such as customer-needs
determination, provide input for strategy development in the category related to
strategic planning.
10. Discuss the evolution of the Baldrige criteria.
Answer: Responses should focus on the reasons the award was introduced, the
streamlining of the criteria, the removing of “quality” from key places in the
criteria to provide an overall emphasis on the operation and management of the
firm, and the broader focus to the global marketplace.
11. Discuss the reasons why a firm would seek ISO 9000 registration.
Answer: Reasons that a firm would seek ISO 9000 registration include meeting
contractual obligations, meeting trade regulations, marketing goods
internationally—particularly in Europe, and gaining competitive advantage.
12. Cite three reasons why the ISO 9000:2000 revisions align more closely with the
performance excellence concepts of the Baldrige criteria.
Answer: The new version of the ISO standards are based on a number of
principles for leading and operating the organization including: customer focused
organization, leadership, involvement of people, process approach, system
approach to management, continual improvement, factual approach to decision
making, and mutually beneficial supplier relationships. These principles resemble
many of the “core values” that underpin the Baldrige criteria. The ISO 9000:2000
standards are intended to reflect these principles by establishing more explicit
quality systems requirements for customer focus, leadership, evaluation, and
prevention—all themes that pervade the Baldrige criteria.
13. Discuss how Six Sigma implementation can align the firm to the Baldrige
Criteria.
Answer: Discussion could proceed as follows: Six Sigma enhances leadership

ability to focus on critical factors affecting the success of the business affecting
the Leadership and Strategic Planning category in Baldrige. Reliance on data-
driven decision making is aligned with the Customer Focus category and the
Measurement, Analysis, and Knowledge Management category. As discussed it
the text, Six Sigma contributes to nearly 80% of the points available in the
Baldrige assessment.
CASE QUESTIONS
1. Which of the following is NOT true of Six Sigma?

a. It shares many synergies with the Baldrige framework.
b. It is a defect/error metric.
c. It is a continuous improvement philosophy
d. It is a business development philosophy.
Answer: b
2. Most testimonials on why Six Sigma works focus on:

a. continued top management support and enthusiasm
b. improved quality awareness of the global customer.
c. increased workforce intelligence and performance levels.
d. the emergence of systems thinking across organizational functions.
Answer: a
3. In the Baldrige assessment, _____ refers to the methods the company uses to
achieve the requirements addressed in each category.
a. approach
b. strategy
c. results
d. deployment
Answer: a
4. Which of the following is NOT a factor used to evaluate approaches in the

Baldrige assessment?
a. The appropriateness of the methods to the requirements
b. Use of the approach by all appropriate work units
c. Alignment with organizational needs
d. Evidence of innovation
Answer: b
AACSB: Business Knowledge and Analytic Skills
5. Following the receipt of the Baldrige Award applications, the first step of the
Award process review cycle begins with the _____.
a. panel review
b. consensus review
c. site visit review
d. independent review
Answer: d
6. After the _____ review process for the Baldrige Award, the Panel of Judges
selects applicants to receive site visits based upon the scoring profiles.
a. consensus
b. site
c. independent
d. approach
Answer: a
7. Which of the following is NOT a step in the Consensus Review process?

a. Consensus Planning
b. Virtual Consensus
c. Virtual Calls
d. Post-Consensus Call Activities
Answer: c
8. In the Baldrige scoring system, the _____ of the applicant’s processes is

demonstrated by Approach (A), Deployment (D), Learning (L), and Integration
(I).
a. strength
b. quality
c. results
d. maturity
Answer: d
9. In the Baldrige scoring system, an applicant’s total score falls into one of _____
scoring bands.
a. eight
b. six
c. seven
d. twelve
Answer: a
10. According to Baldrige Criteria and Deming's 14 points, communication of values,

expectations, customer focus, and learning as a key area of the Senior Leadership
item is discussed under:
a. Learn the new philosophy
b. Statement of purpose
c. Teach and institute Leadership
d. Improve constantly
Answer: a
11. In judging for the Deming prize, the site visit consists of all of the following
EXCEPT:
a. a company presentation.
b. a workforce review.
c. in-depth questioning by examiners.
d. an executive session with top managers.
Answer: b
12. The Deming Application prize checklist has checkpoints listed under _____
items.
a. fifteen
b. fourteen
c. twelve
d. ten
Answer: d
13. Samsung Electronics Co. provides reference materials, benchmarking

opportunities, reports to senior management, and enhancement for Six Sigma
projects through an intranet site called _____.
a. Sigma Park
b. Sixth Avenue
c. Sigma Avenue
d. Global Park
Answer: a

Philosophies and Frameworks

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Philosophies and Frameworks

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CHAPTER 3

PHILOSOPHIES AND FRAMEWORKS

3. To focus on quality, Juran proposed a cultural change in the organization rather

4. Inspection is an activity that can be classified under the ‘Improvement’ element of

5. Juran’s approach to quality improvement is considered easier to fit into existing

6. Unlike Juran and Deming, Crosby’s program is primarily behavioral.

7. Crosby emphasizes using management and organizational processes rather than

17. ISO 9000 implementation is recommended as an advanced step for companies

MULTIPLE CHOICE QUESTIONS

1. In mechanical assemblies, _____ lead(s) to inconsistent performance and

2. According to Deming, product or a service possesses quality if it:

6. Deming’s Profound Reflective Thinking system consists of four interrelated parts.

11. According to Peter Scholtes, when people don't understand systems:

16. _____ are the best routes to improving quality.

20. Traditional organizations typically manage according to the functions in _____.

21. The Profound Knowledge system is attributed to:

22. The second part of Profound Knowledge is a basic understanding of:

25. The Deming philosophy focuses on continual improvements in product and

30. The quality definition of “fitness for use” is associated with:

31. According to Deming’s Profound Knowledge system, which of the following

34. Juran formalized the commonsense order of discovery, organization, diagnosis,

39. Quality is defined as “conformance to requirements” by:

40. According to Crosby’s Absolutes of Quality Management, absence of quality is

46. Feigenbaum’s philosophy is summarized in his Three Steps to Quality. Which of

54. Crosby’s Absolutes of Quality Management include the following points

61. The remedial journey in Juran’s breakthrough sequence consists of several

64. In 2005, Baldrige introduced the concept of _____ —which refers to an

65. National Quality Institute is a nonprofit organization designed to stimulate and

71. Six Sigma methodology is driven by a _____ methodology.

74. Which of the following is NOT an objective of state-sponsored quality awards?

79. The largest adopter of ISO 9000:2000 is:

80. ISO 9000:2000 recertification is required every:

83. The concept of Six Sigma was pioneered by:

1. Many managers incorrectly conclude that the meanings of Point 6 (Institute

Answer: Responses here might focus on Deming’s emphasis on management

Answer: Any rational plan requires prediction concerning conditions, behavior,

4. Explain Crosby’s contention that quality is free.

Answer: Crosby considers zero defects as a performance standard. The theme of

Answer: Responses should argue that management commitment (leadership),

8. Identify 3 quality awards that have been implemented by nations or coalitions

9. Discuss what is meant by the Baldrige criteria as representing an integrated

Answer: Response should emphasize that the categories and management

Answer: Discussion could proceed as follows: Six Sigma enhances leadership

1. Which of the following is NOT true of Six Sigma?

2. Most testimonials on why Six Sigma works focus on:

4. Which of the following is NOT a factor used to evaluate approaches in the

7. Which of the following is NOT a step in the Consensus Review process?

8. In the Baldrige scoring system, the _____ of the applicant’s processes is

10. According to Baldrige Criteria and Deming's 14 points, communication of values,

13. Samsung Electronics Co. provides reference materials, benchmarking

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