1. TQM was defined in the textbook as managing the entire organization so that it excels on all dimensions of products and services that are important to the customer.
2. TQM is an acronym meaning "total quality measurement".
3. An operational goal of total quality management is the careful design of the product or service.
4. An operational goal of total quality management is ensuring that the organization's systems will never produce a defective product or service.
5. One of the tools of a quality control department that is used in a TQM program is leadership.
6. Fundamental to any quality program is the determination of quality specifications and the costs of achieving (or not achieving) those specifications.
7. Strategy describes how a firm intends to create and sustain shareholder value.
8. An effective operations and supply strategy must be integrated with the organization's corporate strategy.
9. One of the competitive dimensions that form the competitive position of a company when planning their strategies is cost.
10. A major competitive dimension that forms a company's strategic operational competitive position in their strategic planning is which of the following?
A. Cost or price
E. Activity-system maps
11. The operations and supply strategy framework presented in the textbook includes which of the following enterprise capabilities?
12. The operations and supply strategy framework presented in the textbook includes which of the following enterprise capabilities?
A. Customer Satisfaction
B. Product Leadership
13. Which of the following is not an enterprise capability presented in the textbook as part of the operations and supply strategy framework?
14. Which of the following is a partial measure of productivity?
B. Output/(Labor + Capital + Energy)
C. Output/All resources used
E. All of the above
15. Core capabilities are the skills that differentiate the service or manufacturing firm from its competitors.
16. Once an operations and supply strategy is adopted and articulated, the primary emphasis becomes perfecting the system of activities that make up the strategy through detailed refinements over a long period of time.
17. Central to the concept of operations and supply strategy are the notions of focus and trade-offs.
18. Process-based capabilities in service operations involve the ability to master new technologies, design and introduce new products and bring new plants on line significantly faster than one's competitors.
19. In operations and supply strategy, a strategic priority does not have to make compromises with other priorities.
20. Highly efficient firms usually fare poorly when demand drops during a recession since their low-cost structure requires a very large demand to maintain efficiency.
21. Efficiency means doing the right things to create the most value for the company.
22. Effectiveness means doing the right things to create the most value for the company.
23. A doctor completes a surgical procedure on a patient without error. The patient dies anyway. In operations management terms, we could refer to this doctor as being efficient but not effective.
24. A worker can be efficient without being effective.
25. A transformation process uses resources to convert inputs into some desired output.
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