Quality Management

PM Milestone Project Management Templates

PM Milestone 7000 Project Management Templates

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1. The processes required to ensure that the project will satisfy the needs for which it was undertaken include all activities of the overall management function that determines the quality policy, objectives, and responsibilities and implements them by means such as quality planning, quality control, quality assurance, and quality improvement, within the quality system. This is called:

a. Quality assurance.

b. Quality control.

c. Quality planning.

d. Quality management.

2. Decisions as to the types of projects that should be accomplished and strategic plans as to the quality of the projects that are required should be the decision of which of the following?

a. Project manager b. Procurement manager c. Upper management d. Stakeholders

3. According to Deming and Juran most of the quality problems that exist are due to a defect or failure in processes that are controlled by:

a. The project manager.

b. The procurement manager.

c. Upper management.

d. Stakeholders.

4. A project manager is managing a large project and must consider the application of a quality management plan. One of the critical factors in such a plan is the cost of implementing the plan. The project manager should:

a. Invoice the client for all quality improvements.

b. Implement the highest quality possible regardless of cost.

c. Implement quality improvements as long as the benefits outweigh the costs.

d. Rely on upper management to determine the quality budget.

5. A project manager has discovered a problem and is trying to determine the cause. The process whereby he identifies the variables that have the most influence on the project by holding all the variables constant and changing one at a time is called:

a. Product correlation.

b. Design of an experiment.

c. System integration.

d. Output processing.

6. A control chart is being used to control a manufacturing process. As part of the control a sample of five parts is taken from the manufacturing process each hour of operation. Each of the five parts is measured and the dimension is recorded on the work sheet. The difference between the highest and lowest measured dimension of the five parts is plotted on the control chart. This is called which of the following values?

7. The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs is the definition for:

a. Modern quality management.

b. Quality assurance.

c. Quality.

d. Quality control.

8. A large project is being worked on by a large company. The client is interested in knowing how the company will be able to meet the quality needs of the project. In order to satisfy this request of the client the project manager arranges a meeting between the client and the:

a. General manager.

b. Quality control manager.

c. Quality assurance manager.

d. Chief designer.

9. One of the fundamental tenets of quality management is that quality:

a. Must exceed customer expectations.

b. Is planned in and not inspected in.

c. Will increase cost.

d. Costs must all be passed onto the customer.

10. A category or rank given to products that have the same functional use but different technical characteristics is called the product's:

a. Quality.

b. Functional characteristics.

d. Technical characteristics.

11. The quality manager of a company wishes to analyze the data that is coming to him in the form of a list of defects that have occurred in the shipping department. The report comes with defects listed chronologically as they occurred, the cost of the repair necessary to correct each defect, the person involved, and a description of the defect. The manager would like to determine which of the defects should be corrected first according to the frequency of the defect occurring. He should use which of the following quality tools?

a. Cause and effect diagram b. Sampling inspection c. Pareto diagram d. Quality critical path

12. A project manager from the quality control area is trying to categorize the number of mistakes that are made in the area that paints the right front fender of the Mercedes 560 SL. She lists all the possible defects on a sheet of paper and asks the inspector to make a mark each time one of the listed defects is found. This is an example of using which of the following quality tools?

a. Scatter diagram b. Statistical measurements c. Check sheet d. Random sampling

13. The project management team should be aware that modern quality management complements modern project management. For example, both disciplines recognize the importance of:

a. Completion in the shortest possible time frame.

b. Making a maximum profit.

c. Having lower cost than a competitor.

d. Customer satisfaction.

14. In a manufacturing process that is being controlled by control charts there are variables occurring that will affect the process output. Variations in the process that are considered to be normal process variables are called:

a. Common causes.

b. Uncommon causes.

c. Special causes.

d. Random causes.

15. Work results, quality checklists, operational definitions, and the management plan are:

a. Inputs to quality control.

b. Outputs from quality control.

c. Inputs to quality assurance.

d. Outputs from quality assurance.

16. A control chart is being used to control a manufacturing process. As part of the control a sample of five parts is taken from the manufacturing process each hour of operation. Each of the five parts is measured, and the dimension is recorded on the work sheet. The average of the five parts is plotted on the control chart. This is called which of the following values?

b. X bar c. Sample average d. Control average

17. A project manager for the quality department is trying to solve a problem with a machine that makes die cast aluminum parts that are used in automobiles. These parts are frequently made with defects. The project manager has decided to hold a meeting to discuss the process of making the parts. He creates a diagram that has branches that show the possible causes of the problems. Each of the branches breaks the cause down into more and more detail. This diagram is called a:

a. Pareto diagram.

b. Fishtank diagram.

c. Cause and effect diagram.

d. Scatter diagram.

18. As the manager of the production department where electrical circuits are being made you observe the inspection station where the completed printed circuit assemblies are being inspected. In this operation the inspector takes the printed circuit assembly and puts it into a fixture. The fixture is part of a testing machine that has three digital readouts. The inspector records the readings on the three digital readouts on his inspection report. This is an example of:

a. Attribute inspection.

b. Variable inspection.

c. Sampling inspection.

d. Process control.

19. One of the important advantages of using control charts in managing a production operation is that the control chart tells you when to take corrective action on the process being controlled. Another important result of using control charts is:

a. The control chart identifies the special causes.

b. The control chart tells you when you should not take corrective action.

c. The control chart shows how much the defects are costing.

d. The control chart shows who is responsible for the defects.

20. According to the ideas behind modern quality management, quality improvements should be made:

a. In large steps through detailed study of problems and then implemented as comprehensive solutions when they are funded.

b. In small incremental steps.

c. By assignment of permanent quality improvement teams.

d. By hiring ISO certification consultants to point out quality deficient areas.

21. The Japanese developed a method of modern quality management that relies on continuing small improvements involving everyone from the top management to the lowest level worker in the organization. This is called:

a. Kamban.

b. Kaizen.

d. Deming cycle.

22. The primary benefits of meeting quality requirements are:

a. Cost and delays are reduced, production improves, cost to customer goes up, and profits go up.

b. Cost and delays are reduced, production improves, market share increases, and profits go up.

c. Cost and delays are reduced, capital expenditures go down, market share increases, and profits go up.

d. Cost and delays are reduced, production improves, market share increases, and profits are maintained.

23. When the quality management discipline is implemented, the benefits to costs ratio should at least be:

a. Unable to be evaluated.

b. Less than one.

c. Of little importance.

d. Greater than one.

24. The quality management plan provides input to _ and addresses quality control, quality assurance, and quality improvement.

a. The overall project plan b. The WBS

c. The project scope d. External stakeholders

25. Project quality assurance:

a. Includes policing the conformance of the project team to specs.

b. Provides the project team and stakeholders with standards, by which the project performance is measured.

c. Is a managerial process that defines the organization, design, resources, and objectives of quality management.

d. Provides confidence that the project will satisfy relevant quality standards.

26. The ISO 9001: 2000 standard is used to:

a. Formalize the tools of quality management.

b. Set international standards for quality conformance in organizations.

c. Set USA national standards for quality conformance in organizations.

d. Develop standards of excellence for manufacturing facilities.

27. What does ''cost of acceptance'' mean?

a. The cost of establishing and maintaining the quality function b. The life cycle cost of the project c. The cost of inspection and reinspection, quality assurance, quality management, and quality planning d. The cost of meeting project objectives

28. A control chart controls a manufacturing process. Measurements are taken while the process is operating one time each hour. At each hour five sample parts are measured, and the results are recorded and plotted on a control chart. During the last five hours the following data was observed for X bar and R. The upper control limit for X bar values is 142 and the lower control limit is 102. The value on the control chart for X bar is 122 and the value for R bar is 3. What can be said about this process?

9 A.M.

1G A M.

11 A.M.

12 P.M.

1 P.M.

X bar R

125 2

126 1

127 4

128 2


a. The process is not in control and should be adjusted.

b. The process is in control and should not be adjusted.

d. The value for X bar is outside the control limits.

29. The diagram that ranks defects in the order of frequency of occurrence and shows the number of defects and the cumulative percentage from the greatest number of defects to the least number of defects is called a:

b. Critical path.

d. Pareto diagram.

30. Employees of a company were measured on the amount of scrap that they produced over a period of time. The number of hours of training that they had was also measured. When these results were plotted on a scatter diagram, they were found to be negatively correlated. This means that:

a. Scrap increased as training hours increased.

b. Scrap decreased as training hours increased.

c. Scrap increased as training hours decreased.

d. Scrap decreased as training hours decreased.

It was decided to set up a process to control the output of a machine that was manufacturing buttons. The following measurements of the diameter of the button were made. Each hour a sample of four buttons was taken. The measurement shown in the table is the measured ten-thousandths of an inch in excess of 1.000 inches. The engineering tolerance on this part is 1.000 ± .005. The following table of data values was collected:


Item 1

Item 2

Item 3

Item 4























- 44






- 44

- 23













- 33








Based on the information in the table above answer questions 31, 32, and 33.

31. What is the value of X bar for hour number 7?

a. .00900 inches b. 22.5 inches c. 90 inches d. .00225 inches

32. What is the value for R on hour 10?

a. .0037 inches b. .0053 inches c. 37 inches d. 53 inches

33. What is the value for R bar?

a. .00551 inches b. 55.1 inches c. .010 inches d. 10 inches

34. In acceptance sampling the ideal operating characteristic curve would:

a. Reject all lots that were above the AQL.

b. Accept all lots that were above the AQL.

c. Have buyer's risk below the AQL.

d. Have seller's risk below the AQL.

35. A company uses sampling inspection to inspect parts that are sent to its customers. If a lot of parts is rejected from sampling inspection, it is inspected 100% and the rejected parts are sent back to the manufacturing department for rework or scrap. What happens to the overall outgoing quality level as the number of defective parts increases?

a. The overall outgoing quality level decreases at first and then increases.

b. The overall outgoing quality level increases at first and then decreases.

c. The overall outgoing quality level decreases.

d. The overall outgoing quality level increases.

36. ISO standards are reviewed and reissued every:

d. Five years.

37. In the Shewhart and Deming cycle, the letters P D C A stand for:

a. Purchase, deliver, cost, and acquisition.

b. Prevent defects caused by anyone.

d. Please don't cause accidents.

38. The Deming cycle is usually represented by:

39. Attribute inspection is performed on a lot of motor shafts. The lot of parts is rejected. The parts are supposed to have a diameter of 2 inches and have an engineering tolerance of ± .015. What is the average dimension of the parts?

a. Greater than 2.015 or less than 1.985

b. Greater than 0.000

c. Parts should not be rejected.

d. The inspector should be fired for not writing a better report.

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Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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