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| Section | Objectives |
|---|---|
| Topic 1: Leadership | - Change management and influence - Organizational leadership principles |
| Topic 2: Supply Chain Management | - Supplier performance management - Supplier selection and evaluation |
| Topic 3: Strategic Plan Development and Deployment | - Policy deployment (Hoshin Kanri concepts) - Strategic planning processes |
| Topic 4: Management Elements and Methods | - Performance management systems - Financial and risk management basics |
| Topic 5: Training and Development | - Training system design and evaluation - Workforce competency development |
| Topic 6: Customer-Focused Organizations | - Customer satisfaction and loyalty systems - Voice of the customer (VOC) |
| Topic 7: Quality and Process Management | - Process improvement methodologies - Continuous improvement systems |
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NEW QUESTION # 182
A manufacturer purchases a square part for use in an assembly. The part contains four pins equally spaced from the center, and one of the four pins is shorter than the other three. The quality manager received data indicating that the parts are being oriented incorrectly by the automated assembly machine. A multifunctional team investigates the problem and recommends making a 45ยฐ cut on the corner of the part near the shortest pin, as shown in the drawing below.
This modification reduces the number of assembly errors significantly. The process used to correct the assembly problem is known as:
Answer: C
Explanation:
Detailed Explanation:
The correct answer is D. Mistake-proofing.
The team changed the physical design of the part so that it can be oriented correctly and assembly errors are prevented or greatly reduced. This is the classic concept of mistake-proofing (also known as poka-yoke)- designing a product or process so that an error either cannot occur or is immediately prevented from causing a defect.
Here, the 45ยฐ corner cut creates a clear physical feature that helps the automated assembly machine distinguish the correct orientation of the part. Instead of relying only on detection after an error occurs, the change makes incorrect assembly less likely in the first place. That is why this is mistake-proofing.
Why the other options are incorrect:
A). Quality function deployment (QFD)
QFD is a method used to translate customer needs into product or process design requirements. It is not primarily a method for preventing assembly orientation errors through physical design features.
B). Kaizen
Kaizen means continuous improvement through small, ongoing improvements. Although this situation does involve improvement, the specific method used here is more precisely identified as mistake-proofing, because the solution prevents the error by design.
C). Single-minute exchange of die (SMED)
SMED is a method used to reduce setup and changeover time. It is not related to preventing incorrect part orientation in assembly.
Why D is the best answer from a Quality Management Excellence perspective:
This question requires selecting the method that is most directly supported by the facts given. The observable evidence is:
* the part was being assembled in the wrong orientation,
* the team modified the part design,
* the modification significantly reduced assembly errors.
The most accurate interpretation is that the team introduced an error-prevention feature into the design. Under Quality Management Excellence logic, that makes mistake-proofing the best answer because it directly addresses the cause of the defect at the source.
This also aligns with organizational excellence principles that favor:
* prevention over correction,
* built-in quality over inspection alone,
* and process or design controls that reduce the chance of human or machine error.
So, while the activity may also reflect continuous improvement in a broad sense, the specific technique used is mistake-proofing.
NEW QUESTION # 183
Which of the following is the most appropriate sequence of events for administering a customer satisfaction survey, from beginning to end?
I. Prepare the survey instrument.
II. Administer the survey.
III. Report the results.
IV.
Identify survey objectives.
V.Analyze the data.
VI.
Organize the data.
Answer: C
NEW QUESTION # 184
One of Deming's 14 points is the suggestion that companies should use:
Answer: C
NEW QUESTION # 185
The most important criteria in the selection of an internal quality auditor is whether that person is
Answer: C
Explanation:
When selecting an internal quality auditor, it is crucial that the individual is independent from the functional area being audited. Independence ensures that the auditor can objectively assess processes, procedures, and compliance without any bias or conflict of interest. An auditor who is part of the same functional area may be influenced by personal relationships, organizational politics, or familiarity with the processes, which could compromise the integrity of the audit. Therefore, independence is a fundamental criterion for effective internal auditing. It allows the auditor to provide unbiased assessments and recommendations for improvement12.
References:
* ASQ Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge (BoK) 3.
* ASQ CMQ/OE Certification Insert 2.
NEW QUESTION # 186
The quality manager of a 250 employee bottling plant has been successful in using job enrich h to imp quality improvement on the production line. The company president is impressed with the gains made through this process and wants to expand the concept throughout the company to inspire all employees to focus on quality.
The president asks the quality manager to make a presentation to management on this topic. What is the critical point the quality manager should emphasize?
Answer: B
Explanation:
The critical point that the quality manager should emphasize is that empowerment, which is a key aspect of job enrichment, requires a high level of sustained commitment over a period of years. This is because job enrichment is not a one-time event but a continuous process that involves giving employees more responsibility, autonomy, and control over their work. It leads to improved quality and productivity when employees are motivated and have the skills to make decisions that affect their work. The ASQ Certified Manager of Quality/Organizational Excellence recognizes that such initiatives need time to be properly implemented and for the culture of quality to be ingrained in the organization. This approach aligns with the principles of leading and championing process-improvement initiatives, which include establishing and monitoring customer/supplier relations, supporting strategic planning and deployment initiatives, and developing measurement systems to determine organizational improvement1.
:
Manager of Quality/Organizational Excellence Certification - ASQ1.
NEW QUESTION # 187
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