Business Control Chart Using Statistical Method Exam Practice – Description
The Lead and Copper Rule states that 90% of samples analyzed from selected home faucets must have less than the action level of 15 ppb (parts per billion). This is an example of:
A Quality Assurance Activity
A Quality Audit procedure
Government Overregulation
A Quality Standard
2.Organizations are always concerned with costs. Projects are expected to produce good results for the customer. Conforming to a quality system is a necessary cost of doing business. How might an organization divide up and account for these costs of conformance in a quality system?
Certifications and non-certifications costs
Internal and external failure costs
Costs of scrap, rework and troubleshooting
Costs of prevention and appraisal
3.This important part of the Quality journey is completed during Project Quality Planning, and may require research, interviews and analysis. It is best to involve the customer in this process, as well as other affected groups, such as suppliers and sub-contractors.
Prioritizing requirements
Defining requirements
Conducting Quality Assurance audits
Employing the use of the checksheet as a data gathering technique
4.The electrical field will emit no more than 50 diodes per million in any 24 hour period is an example of:
A Quality Assurance activity
A Quality Standard
A Functional Requirement
An action item
5.The process of auditing the quality requirements and the results from the quality measurements to ensure appropriate quality standards and operational definitions are used
Plan quality
Plan quality assurance
Perform quality assurance
Perform quality control
6.A focus on it being management’s responsibility to determine the best method of getting things done, and the worker’s responsibility to follow that established procedure are some of the hallmarks of this philosophy:
Kaizen
Customers and Systems
Scientific Management
Japanese Quality
7.Kendall wanted a coffeemaker that brewed hot coffee and could be set for a 24 hour time period. She did not want a built in coffee grinder to grind the beans. The standard model did not include the time/brew feature so she bought one that included both the time/brew feature and the bean grinder. The grinding feature did not add value in her estimation and made the product more expensive. This is an example of:
Gold plating
Customer focus
Variation
Staying competitive
8.This method considers a quality view which integrates internal and external customers, suppliers, materials, processes, policies, tools, skills, capabilities, and even society as a whole.
Customers and Systems
Japanese Quality
Scientific Management
Kaizen
9.Kurt Lewin was a social psychologist who developed T groups, the foundation for contemporary team building. He also developed another chart where you must identify and understand the forces at play that help or hurt your effort and then use them in some advantageous way. This chart is called:
A T chart
A mind map
A fishbone diagram
A force field analysis
10.Kaoru Ishikawa proposed a three step approach to quality that includes Quality Planning, Quality Control, and Quality Improvement. He maintained that quality improvement depends on two different activities; control and breakthrough.
True
False
11.Walter Shewhart, while working at Bell Laboratories expanded the quality focus to include the study of variation and normal distribution. His studies revealed that almost all types of repeatable processes exhibit variation. The key phenomenon of this approach and its application to quality is:
If you do something over and over, the results will be exactly the same
If you do something over and over, the results will not be exactly the same
Manufacturing and administration have similar quality issues
Over time, you can understand and do something about the variation, rather than just observe it.
12.If a software product is of high quality but low grade this means:
All of the customer’s requirements may not have been planned into the product.
There may be a limited number of features, but they work well.
The product will not last long before it breaks.
Accuracy and precision were not defined before producing this product.
13.Name the two types of variation that affect process performance:
Random cause and special cause
Common cause and local cause
Systemic and root cause
Process and product
14.Organizations wanting to define the benefits of quality should include the following:
Knowing the history of why some organizations are choosing quality practices.
How leadership will be involved in decision making.
Entropy, the Second Law of Thermodynamics.
Customer satisfaction, reduced costs, increased profits and increased competitivenes.
15.Jim’s team want to study two variables, time in job and compensation. He will plot these on a scatter diagram. The dependent variable will be____________________________________________________________________.
16.Quality is linked to the “triple constraint” and is closely associated with scope. This is important because:
Quality projects, ensuring a link to cost and schedule will maintain a quality product.
Trade-offs are possible when it comes to quality in meeting project objectives.
Scope is based on customer requirements and quality is closely associated with customer requirements.
The product is more important than the project.
17.Marty has a summer job, managing the Dandy Frozen Custard store on Central Ave. When the temperature is cool, ice cream sales are low. When the temperature goes up, ice cream sales go up. Which tool should Marty use to study the relationship between temperature and ice cream sales?
Scatter diagram
Control chart
Pareto chart
Run chart
18.This quality guru believed that poor quality results from inadequate planning and proposed a three step approach to quality: quality planning, quality control and quality improvement.
Ishikawa
Shewhart
Deming
Juran
Required Textbook(s)/Materials
1. Project Quality Management, Why, What and How, Second Edition by Kenneth H. Rose, PMP ©2014 by J. Ross Publishing, Inc.
ISBN-13:978-1-60427-102-7
2. Project Management Body of Knowledge (PMBOK) Guide, 7th Edition, ©2021 by Project Management Institute
ISBN: 978-1-62825-664-2
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