Deming believed in management as a system, which is about:

a. Designing processes to achieve desired outcomes.

b. Ensuring that everyone knows his or her job and its importance to the process.

c. Monitoring processes to assure the objective is met.

d. All of the above

Reducing variation in processes requires:

a. Ongoing monitoring of process performance.

b. Finding the root cause of variations in process performance.

c. Identifying who is to blame when performance is not ideal.

d. A and B.

e. None of the above.

The cost of quality framework holds that:

a. Prevention costs and internal costs can be balanced against appraisal and external failure costs.

b. Perfect quality can never be achieved.

c. Prevention costs and appraisal costs can be balanced against failure costs.

d. Quality processes should be improved at all costs.

To minimize the overall cost of poor quality to the firm, organizations should:

a. Commit a budget to reducing quality.

b. Invest in prevention and appraisal.

c. Spend whatever it takes to reduce failure costs because in the long run it will pay off

Product quality:

a. Is primarily about conformance to specifications.

b. Is consistent across dimensions.

c. Can vary from customer to customer.

d. All of the above.

If you ask a customer to rate the quality of this product on a scale of 1 (low) to 5 (high)":

a. Answers may not be helpful because different customers may be focusing on different dimension of quality.

b. Answers will help you to fix product problems.

c. All of the above.

d. None of the above.

Managing service quality can be particularly challenging because:

a. Services are intangible.

b. Customers are often present in the service process.

c. Services need to regularly match capacity with demand.

d. All of the above.

Compared to functional service quality, technical service quality:

a. Can be difficult for customers to evaluate.

b. Requires service providers to be empathetic.

c. Is all that really matters in professional services.