Statistical Quality Control Ch.18 Complete Test Bank Black

CHAPTER 18

STATISTICAL QUALITY CONTROL

CHAPTER LEARNING OBJECTIVES

1. Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event. Quality means different things to different people. According to one definition, a quality product delivers to the customer those attributes that have been agreed upon by both buyer and seller. Leading quality experts such as Philip B. Crosby, Armand V. Feigenbaum, and David A. Garvin suggest various divergent views on the notion of quality. Another accepted definition is “uniformity around a target value,” which means low variability around what is specified.

Quality control is the collection of strategies, techniques, and actions an organization can use to ensure the production of a quality product. For decades, North American companies used after-process quality control, which essentially consisted of inspectors determining whether a product complied with its specifications. During the 1980s, North American companies joined Western European and Asian businesses in instituting in-process quality control, which enables the producer to determine weaknesses and flaws during the production process.

Total quality management (TQM) occurs when all members of an organization—from the CEO to the line worker—are involved in improving quality. One of the main proponents of TQM was W. Edwards Deming. Deming was known for his cause-and-effect explanation of TQM in a company, which is sometimes referred to as the Deming chain reaction. In addition, Deming presented 14 points that can lead to improved TQM. Some other well-known leaders in the quality movement are Joseph Juran, Philip Crosby, Armand Feigenbaum, Kaoru Ishikawa, and Genichi Taguchi.

In addition to TQM, some other major quality movements are Six Sigma, Design for Six Sigma (DFSS), and lean manufacturing. Six Sigma, besides being a quality movement, is also a methodology and a measurement. A goal of Six Sigma is no more than 3.4 defects per million opportunities. It is essentially a philosophy of zero defects achieved through root-cause analysis using a variety of statistical tools and methodologies in a team approach. DFSS is a quality scheme that emphasizes designing a product or process right the first time so that higher sigma levels of quality are possible. Lean manufacturing is a quality management philosophy that focuses on the reduction of waste and the elimination of unnecessary steps in an operation or process.

Some important quality concepts include benchmarking, just-in-time (JIT) inventory systems, reengineering, poka-yoke, Six Sigma teams, value-stream mapping, and Kaizen event. Benchmarking is a technique through which a company attempts to develop product and process excellence by examining and emulating the best practices and techniques used in the industry. JIT inventory systems are inventory systems that focus on raw materials, subparts, and suppliers. JIT is a philosophy of coordination and co-operation between supplier and manufacturer such that a part or raw material arrives just as it is needed. This approach saves on inventory and also serves as a catalyst for discovering bottlenecks and inefficiencies. It changes the manufacturer-supplier relationship. Reengineering is a radical approach to TQM in which the core business process is redesigned. Six Sigma teams, led by a black belt, attempt to uncover root causes of quality problems or opportunities and through the DMAIC process (Define, Measure, Analyze, Improve, and Control) seek to make significant improvements, resulting in substantial savings to the company. Value-stream mapping is a lean technique used to identify all activities required to produce a product or service from start to finish. A Kaizen Event is an action taken in manufacturing or business in which the intended goal is to improve an existing process. Specifically, a Kaizen Event is a three- to five-day effort by a company using a cross-functional team of between 6 and 18 people to detect problems and waste.

2. Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts. Ishikawa developed seven basic tools of quality that he believed could be used to solve most quality-related problems. These are flowcharts, Pareto charts, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts. Flowcharts are schematic representations of all activities that occur in a process. Pareto analysis is a method of examining types of defects that occur with a product. The result is usually a vertical bar chart that depicts the most common types

of defects ranked in order of occurrence. The cause-and-effect (fishbone) diagram displays potential causes of quality problems. The diagram is shaped like a fish skeleton, with the head being the problem and the skeletal bones being the potential causes. A control chart is a graphic method of evaluating whether or not a process is in a state of statistical control. Check sheets are simple forms consisting of multiple categories and columns for recording the frequency of outcomes for some quality-related event or activity under study so that data can be presented in a logical format. A histogram is a type of vertical bar chart that is used to depict a frequency distribution. A scatter chart is a graphical mechanism for examining the relationship between two numerical variables.

3. Measure variation among manufactured items using various control charts, including

charts, R charts, p charts, and c charts.

Control charts are used to monitor product variation, thus enabling operators, technicians, and managers to see when a process gets out-of-control. The x chart and the R chart are two types of control charts for measurements. The x chart is a graph of sample means computed on a series of small random samples over time. The R chart is a plot of sample ranges. The x chart plots the measure of central tendency, whereas the R chart plots a measure of variability. The p chart and the c chart are two types of control charts for nonconformance. The p chart graphs the proportions of sample items that are in noncompliance. The c chart displays the number of nonconformances per item for a series of sampled items. All four types of control chart are plotted around a centreline and upper and lower control limits (UCLs and LCLs). The control limits are located three standard deviations from the centreline.

TRUE-FALSE STATEMENTS

1. One definition that captures the spirit of most quality efforts in the business world is that quality results when a product delivers what is stipulated for it in its specifications.

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

2. Quality control is essentially final inspection of the products to ensure that no defectives are shipped out.

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

3. Quality control can be undertaken in two distinct ways: after-process control and before-process control.

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

4. Inspecting the attributes of a finished product to determine whether the product is acceptable, is in need of rework, or is to be rejected is called after-process quality control.

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

5. Inspecting the attributes of a finished product to determine whether the product is acceptable, is in need of rework, or is to be rejected is called in-process quality control.

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

6. Measuring product attributes at regular intervals throughout the manufacturing process in an effort to pinpoint problem areas is called in-process quality control.

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

7. The Six Sigma approach essentially calls for the process to approach defect-free status.

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

8. A quality circle is a round-table of top-level quality managers.

Difficulty: Easy

quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

9. A schematic representation of all the activities and interactions that occur in a process is called a Pareto chart.

Difficulty: Easy

Learning Objective: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Knowledge

AACSB: Reflective Thinking

10. Pareto chart is a diagnostic tool that displays possible causes of a quality problem and the interrelationships among the causes.

Difficulty: Easy

Learning Objective: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Knowledge

AACSB: Reflective Thinking

11. A control chart is used to control the flow of materials into a process.

Difficulty: Easy

Learning Objective: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Knowledge

AACSB: Reflective Thinking

12. A scatter diagram is a graphical mechanism for examining the relationship between two variables.

Difficulty: Easy

Learning Objective: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Knowledge

AACSB: Reflective Thinking

13. Control charts are used to examine the output of a process for disturbing patterns or for data points that indicate that the process is out-of-control.

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Reflective Thinking

14. If no variations occurred between manufactured items, the resulting control charts would be excellent.

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Reflective Thinking

15. Two general types of control charts are (1) control charts for manufactured items and (2) control charts for services.

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Reflective Thinking

16. Two general types of control charts are (1) control charts for measurements and (2) control charts for compliance items.

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Reflective Thinking

17. A p chart used for statistical quality control is a chart that shows the probability distribution of defectives in the process output.

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Reflective Thinking

18. If a process is in control, less than 0.3% of all the points that represent the process output such as the average measurement or the proportion defective should be beyond the upper and lower control limits.

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

MULTIPLE CHOICE QUESTIONS

19. According to Garvin, transcendent quality implies that a product ___.

a) conforms to design and engineering specifications

b) has an innate excellence

c) has no measurable attributes

d) is fit for the consumer's intended use

e) has measurable attributes

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

20. According to Garvin, product quality is ___.

a) value perceived by the customer

b) an innate excellence of the product

c) not measurable in the product

d) fitness for the consumer's intended use

e) measurable in the product

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

21. A lower fat content in meat means higher quality to many consumers. Among Garvin’s five quality types, this is an example of ___.

a) user quality

b) transcendent quality

c) product quality

d) manufacturing-based quality

e) value quality

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

22. Higher output wattage means higher quality to some consumers of audio amplifiers. Among Garvin’s five quality types, this is an example of ___.

a) user quality

b) transcendent quality

c) product quality

d) manufacturing-based quality

e) value quality

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Application

AACSB: Reflective Thinking

23. A manufacturer of automobile tires promotes a tread life of at least 80,000 kilometres for its Poly-Radial tires. Among Garvin’s five quality types, this is an example of ___.

a) user quality

b) transcendent quality

c) product quality

d) manufacturing-based quality

e) value quality

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Application

AACSB: Reflective Thinking

24. Reengineering is ___.

a) a fine-tuning of the present process

b) downsizing of a company

c) another name for Deming's 14 points

d) the complete redesign of core business processes

e) incremental improvement of a core process

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

25. A collection of strategies, techniques, and actions taken by an organization to assure themselves that it is producing a quality product or service is called ___.

a) quality control

b) Pareto analysis

c) Fishbone techniques

d) just-in-time analysis

e) 100% inspection

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

26. A company that uses benchmarking as a quality improvement practice will ___.

a) emulate the best practices and techniques used in their industry

b) institutionalize the not-invented-here philosophy

c) not analyze the competition's product

d) rely exclusively on government research for product improvements

e) be in the furniture business

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Application

AACSB: Reflective Thinking

27. An advantage of a just-in-time inventory system is ___.

a) fewer managerial controls on inventory

b) lower inventory holding costs

c) larger shipment and production lots

d) fewer orders per operational year

e) more inspection and handling of materials

Difficulty: Easy

Learning Objective: Explain the meaning of quality in business, compare the approaches to quality improvement by various quality gurus and movements, and compare different approaches to controlling the quality of a product, including benchmarking, just-in-time inventory systems, Six Sigma, lean manufacturing, reengineering, poka-yoke, value-stream mapping, and Kaizen Event.

Section Reference: 18.1 Introduction to Quality Control

Bloom’s: Knowledge

AACSB: Reflective Thinking

28. Which of the following is not a quality control diagnostic technique?

a) point-and-figure chart

b) Pareto analysis

c) Fishbone diagram

d) control chart

e) p control chart

Difficulty: Easy

Learning Objective: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Knowledge

AACSB: Reflective Thinking

29. According to the following Pareto chart, the most common defect was ___.

a) loose connector

b) broken part

c) wrong part

d) wrong voltage

e) all of the above

Difficulty: Easy

Learning Objective: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Analysis

AACSB: Analytic

30. A quality circle studying the problem of incorrect prices on purchase orders identified several potential causes: incorrect information from requesting department, out-of-date catalogues from suppliers, defective computer software, and worker practices in the purchasing department. These potential cause-and-effect relationships are best illustrated by a ___.

a) check list

b) Pareto chart

c) control chart

d) point-and-figure chart

e) Fishbone diagram

Difficulty: Medium

Learning Objective: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Application

AACSB: Reflective Thinking

31. Say a manufacturer maintains a control chart of the overall product process and determines that the process is out of control too often across all shifts. Managers could most effectively start to determine potential causes by creating a ______________.

a) histogram with shifts along the x axis

b) cause-and-effect diagram for one shift

c) scatter plot with shifts on the x axis and causes on the y axis

d) Pareto chart with shifts along the x axis

e) check sheet with shifts as columns and causes as rows

Difficulty: Easy

Learning Objective: 18.2: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Application

AACSB: Reflective Thinking

32. Imagine a cause-and-effect diagram had five elements listed at the end of each line, either at the head of the diagram or at the end of each “bone” of the diagram. These elements were transportation, enforcement, late arrivals, policy, and attitude. Of these, which would be most likely to be at the head of the diagram?

a) transportation

b) enforcement

c) late arrivals

d) policy

e) attitude

Difficulty: Medium

Learning Objective: 18.2: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Synthesis

AACSB: Reflective Thinking

33. In many public restrooms, management will keep a sheet on the back of the door noting the times that the restroom is to be cleaned as the column headings and each row denoting a step of the cleaning to be completed. This would be an example of a __________.

a) Pareto chart

b) histogram

c) scatter plot

d) check sheet

e) control chart

Difficulty: Medium

Learning Objective: 18.2: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Application

AACSB: Reflective Thinking

34. A histogram is often used by researchers to gain a(n) _______________ of the data.

a) initial overview

b) in-depth analysis

c) statistically significant view

d) sense of the mean

e) view of the dispersion

Difficulty: Medium

Learning Objective: 18.2: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Knowledge

AACSB: Reflective Thinking

35. Which of the following is not usually an activity that would be included in a flowchart?

a) starting point

b) processing step

c) decision points

d) person responsible

e) input

Difficulty: Medium

Learning Objective: 18.2: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Application

AACSB: Reflective Thinking

36 A flowchart can help identify ___________ within the ____________.

a) problems; process

b) processes; activities

c) main causes; problems

d) most frequent problem; activities

e) dispersion; process

Difficulty: Medium

Learning Objective: 18.2: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Knowledge

AACSB: Reflective Thinking

37. In reviewing a flowchart, a company would not be able to determine ____________ in a process.

a) the various start points

b) how many steps are

c) the total time for all activities

d) the decision points

e) the various inputs needed

Difficulty: Medium

Learning Objective: 18.2: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Application

AACSB: Reflective Thinking

38. The main difference between a histogram and a Pareto chart is the ____________.

a) values on the y axis

b) order of categories on the x axis

c) colors used to distinguish differences

d) type of data that can be used to create each graph

e) direction of the bars, either vertical or horizontal

Difficulty: Medium

Learning Objective: 18.2: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Knowledge

AACSB: reflective Thinking

39. Working from a Pareto chart, a company wants to address the two most common causes of interruptions in the company’s production process. Managers should focus on the _____________ of the chart.

a) width of each bar

b) bars to the far right

c) shortest bars

d) bars to the far left

e) tallest bar

Difficulty: Medium

Learning Objective: 18.2: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Application

AACSB: Reflective Thinking

40. If a manufacturer is looking to determine the causes of declining productivity, the company might first complete a ___________ to identify potential causes, and then create a ______________ to find which causes are most common.

a) scatter plot; histogram

b) Pareto chart; histogram

c) cause-and-effect diagram; Pareto chart

d) Pareto chart; cause-and-effect diagram

e) histogram; Pareto chart

Difficulty: Medium

Learning Objective: 18.2: Compare various tools that identify, categorize, and solve problems in the quality improvement process, including flowcharts, Pareto analysis, cause-and-effect diagrams, control charts, check sheets, histograms, and scatter charts.

Section Reference: 18.2 Process Analysis

Bloom’s: Application

AACSB: Reflective Thinking

41. Upper and lower control limits are usually based upon ___.

a) ± 3 standard deviations

b) ± 2 standard deviations

c) ± 1 standard deviation

d) ± 4 standard deviations

e) ± 6 standard deviations

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Reflective Thinking

42. A graph which displays computed means for a series of small random samples over a period of time is called a (n) ___.

a) chart

b) R chart

c) p chart

d) c chart

e) S chart

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Reflective Thinking

43. A plot of the sample ranges over regular time intervals is called a (n) ___.

a) chart

b) R chart

c) p chart

d) c chart

e) S chart

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Reflective Thinking

44. An chart is being developed using 25 samples of size 8 each. The average of 25 sample means is 6.20. The average of the 25 ranges is 0.30. The upper control limit is ___.

a) 6.573

b) 6.382

c) 6.500

d) 6.280

e) 6.312

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

45. An chart is being developed using 25 samples of size 8 each. The average of 25 sample means is 6.20. The average of the 25 ranges is 0.30. The lower control limit is ___.

a) 5.827

b) 5.900

c) 5.960

d) 6.088

e) 4.423

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

46. Sarah Soliz, Director of Quality Programs, is designing and R charts for the rod shearing process at Stockton Steel. She has 26 samples of rod length, and each sample included measurements of 5 rods. The mean of the 26 sample means is 112 centimetres, and mean of the 26 ranges is 0.15 centimetres. The centerline for her chart is ___.

a) 5

b) 26

c) 0.15

d) 11.2

e) 112

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

47. Sarah Soliz, Director of Quality Programs, is designing and R charts for the rod shearing process at Stockton Steel. She has 26 samples of rod length, and each sample included measurements of 5 rods. The mean of the 26 sample means is 112 centimetres, and mean of the 26 ranges is 0.15 centimetres. The upper control limit for her chart is ___.

a) 112.09

b) 5.087

c) 26.087

d) 115.90

e) 110.09

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

48. Sarah Soliz, Director of Quality Programs, is designing and R charts for the rod shearing process at Stockton Steel. She has 26 samples of rod length, and each sample included measurements of 5 rods. The mean of the 26 sample means is 112 centimetres, and mean of the 26 ranges is 0.15 centimetres. The lower control limit for her chart is ___.

a) 25.913

b) 4.913

c) 111.91

d) 108.10

e) 112.84

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

49. An R Chart is to be developed for use in quality control. The average of the ranges is calculated to be 0.30. The sample sizes were 6 each. What would the upper control limit be?

a) 2.0040

b) 2.3040

c) 0.6012

d) 0.0500

e) 1.0982

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

50. An R Chart is to be developed for use in quality control. The average of the ranges is calculated to be 0.30. The samples sizes were 6 each. What would the lower control limit be?

a) 1.000

b) 0.300

c) 2.004

d) –0.300

e) 0.000

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

51. An R Chart is to be developed for use in quality control. The average of the ranges is calculated to be 0.60. This was based on several samples of size 7 each. What would the lower control limit be?

a) 0.046

b) 0.000

c) 1.154

d) 4.200

e) 0.004

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

52. An R Chart is to be developed for use in quality control. The average of the ranges is calculated to be 0.60. This was based on several samples of size 7 each. What would the upper control limit be?

a) 1.514

b) 1.924

c) 4.200

d) 0.600

e) 1.154

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

53. Sarah Soliz, Director of Quality Programs, is designing and R charts for the rod shearing process at Stockton Steel. She has 26 samples of rod length, and each sample included measurements of 5 rods. The mean of the 26 sample means is 112 centimetres, and mean of the 26 ranges is 0.15 centimetres. The centerline for her R chart is ___.

a) 0.15

b) 26

c) 5

d) 112

e) 15

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

54. Sarah Soliz, Director of Quality Programs, is designing and R charts for the rod shearing process at Stockton Steel. She has 26 samples of rod length, and each sample included measurements of 5 rods. The mean of the 26 sample means is 112 centimetres, and mean of the 26 ranges is 0.15 centimetres. The upper control limit for her R chart is ___.

a) 0.150

b) 10.57

c) 0.317

d) 2.114

e) 0.713

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

55. Sarah Soliz, Director of Quality Programs, is designing and R charts for the rod shearing process at Stockton Steel. She has 26 samples of rod length, and each sample included measurements of 5 rods. The mean of the 26 sample means is 112 centimetres, and mean of the 26 ranges is 0.15 centimetres. The lower control limit for her R chart is ___.

a) 0.150

b) 0.000

c) 0.317

d) 2.114

e) 1.000

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

56. A graph which plots the proportions of items in noncompliance for multiple samples is called a (n) ___.

a) chart

b) R chart

c) p chart

d) c chart

e) Pareto chart

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Analytic

57. A p chart is to be developed for use in quality control. The value of p is calculated to be 0.05. The sample size is 50. What would the upper control limit be?

a) 0.142

b) –0.042

c) 0.408

d) 0.092

e) 0.642

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

58. A p chart is to be developed for use in quality control. The value of p is calculated to be 0.04. The sample size is 100. What would the upper control limit be?

a) 0.059

b) 0.099

c) 0.109

d) 0.040

e) 1.090

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

59. A p chart is to be developed for use in quality control. The value of p is calculated to be 0.04. The sample size is 100. What would the lower control limit be?

a) 0.000

b) 0.059

c) 0.019

d) 0.031

e) –0.019

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

60. Ophelia O'Brien, VP of Consumer Credit of Credit First Banks (CFB), is designing a p chart to monitor the default rate on personal loans at the CFB member banks. Her data includes the proportion in default for 30 samples of personal loans. Each sample contained 50 loans, and the average of the 30 proportions is 0.05. The centerline for Ophelia's p chart is ___.

a) 30

b) 0.50

c) 50

d) 1.5

e) 0.05

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

61. Ophelia O'Brien, VP of Consumer Credit of Credit First Banks (CFB), is designing a p chart to monitor the default rate on personal loans at the CFB member banks. Her data includes the proportion in default for 30 samples of personal loans. Each sample contained 50 loans, and the average of the 30 proportions is 0.05. The upper control limit for Ophelia's p chart is ___.

a) 0.0925

b) 0.0500

c) 0.0308

d) 0.1825

e) 0.1425

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

62. Ophelia O'Brien, VP of Consumer Credit of Credit First Banks (CFB), is designing a p chart to monitor the default rate on personal loans at the CFB member banks. Her data includes the proportion in default for 30 samples of personal loans. Each sample contained 50 loans, and the average of the 30 proportions is 0.05. The lower control limit for Ophelia's p chart is ___.

a) 0.0000

b) 0.0204

c) 0.0308

d) 0.0149

e) –1.0000

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

63. Nels Neugent, Purchasing Manager at Pacific Medical Center, is designing a p chart to monitor the proportion of defective purchase orders issued at Pacific. He has the proportions defective for 22 samples of purchase orders. Each sample contained 150 purchase orders, and the average proportion defective is 0.08. The centerline for Nels's p chart is ___.

a) 0.08

b) 75

c) 22

d) 1.76

e) 0.008

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

64. Nels Neugent, Purchasing Manager at Pacific Medical Center, is designing a p chart to monitor the proportion of defective purchase orders issued at Pacific. He has the proportions defective for 22 samples of purchase orders. Each sample contained 150 purchase orders, and the average proportion defective is 0.08. The upper control limit for Nels's p chart is ___.

a) 0.1736

b) 0.1465

c) 0.1312

d) 0.0940

e) 0.1845

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

65. Nels Neugent, Purchasing Manager at Pacific Medical Center, is designing a p chart to monitor the proportion of defective purchase orders issued at Pacific. He has the proportions defective for 22 samples of purchase orders. Each sample contained 150 purchase orders, and the average proportion defective is 0.08. The lower control limit for Nels's p chart is ___.

a) 0.0447

b) 0.0283

c) 0.0135

d) 0.0000

e) 0.5090

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

66. A graph which plots the number of nonconformances per item for multiple samples is called a (n) ___.

a) chart

b) R chart

c) p chart

d) c chart

e) Pareto chart

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Reflective Thinking

67. Nels Neugent, Purchasing Manager at Pacific Medical Center, is designing a c chart to monitor the number of nonconformances per purchase order issued at Pacific. The total number of nonconformances for 30 purchase orders is 45. The centerline for Nels' c chart is ___.

a) 75

b) 0.67

c) 15

d) 1.5

e) 30

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

68. Nels Neugent, Purchasing Manager at Pacific Medical Center, is designing a c chart to monitor the number of nonconformances per purchase order issued at Pacific. The total number of nonconformances for 30 purchase orders is 45. The upper control limit for Nels's c chart is ___.

a) 3.00

b) 5.17

c) 5.50

d) 7.21

e) 30.00

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

69. Nels Neugent, Purchasing Manager at Pacific Medical Center, is designing a c chart to monitor the number of nonconformances per purchase order issued at Pacific. The total number of nonconformances for 30 purchase orders is 45. The lower control limit for Nels's c chart is ___.

a) 0.00

b) –2.17

c) 1.03

d) 0.94

e) 1.00

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

70. Jack Joyner, Director of Quality Control at Covington Castings (CC), is designing a c chart to monitor the number of nonconformances per aluminum casting produced at CC. The total number of nonconformances for 26 castings is 91. The centerline for Jack's c chart is ___.

a) 117.00

b) 0.2857

c) 3.50

d) 65.00

e) 26.00

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

71. Jack Joyner, Director of Quality Control at Covington Castings (CC), is designing a c chart to monitor the number of nonconformances per aluminum casting produced at CC. The total number of nonconformances for 26 castings is 91. The upper control limit for Jack's c chart is ___.

a) 9.11

b) 13.40

c) 3.50

d) 7.61

e) 1.00

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

72. Jack Joyner, Director of Quality Control at Covington Castings (CC), is designing a c chart to monitor the number of nonconformances per aluminum casting produced at CC. The total number of nonconformances for 26 castings is 91. The lower control limit for Jack's c chart is ___.

a) 1.37

b) –2.11

c) 3.50

d) –1.00

e) 0.00

Difficulty: Medium

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

73. Which of the following quality control chart conditions is an indicator that the process is, potentially, out-of-control?

a) several consecutive data points between the UCL and the LCL

b) a data point above the LCL

c) a data point below the UCL

d) an upward trend of nine data points

e) a data point in the outer 1/3 region

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Analytic

74. Which of the following quality control chart conditions is an indicator that the process is potentially out-of-control?

a) several consecutive data points between the UCL and the LCL

b) a data point below the LCL

c) a data point below the UCL

d) a data point in the outer 1/3 region

e) a data point on the center line

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Analytic

75. Which of the following quality control chart conditions is an indicator that the process is potentially out-of-control?

a) several consecutive data points between the UCL and the LCL

b) a data point above the LCL

c) a data point above the UCL

d) a data point in the outer 1/3 region

e) a data point on the center line

Difficulty: Easy

Learning Objective: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Knowledge

AACSB: Analytic

76. You are conducting a study on the blood glucose levels of 9 patients who are on strict diets and exercise routines. To monitor the mean and range of the blood glucose levels of your patients, you take a blood glucose reading every day for each patient for 20 days. The mean of the 9 sample means is 101.03, and the mean of the 9 standard deviations is 29.243. The lower control limit for your chart is ________.

a) 70.85

b) 92.11

c) 73

d) 71.75

e) 60.5

Difficulty: Hard

Learning Objective: 18.3: Measure variation among manufactured items using various control charts, including charts, R charts, p charts, and c charts.

Section Reference: 18.3 Control Charts

Bloom’s: Application

AACSB: Analytic

LEGAL NOTICE

Copyright © 2020 by John Wiley & Sons Canada, Ltd. or related companies. All rights reserved.

The data contained in these files are protected by copyright. This manual is furnished under licence and may be used only in accordance with the terms of such licence.

The material provided herein may not be downloaded, reproduced, stored in a retrieval system, modified, made available on a network, used to create derivative works, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise without the prior written permission of John Wiley & Sons Canada, Ltd.