Course Introduction
Engineering Management
Final Exam Questions
Engineering Management is a multidisciplinary field that combines the technical problem-solving abilities of engineering with the administrative, organizational, and planning skills of management. This course introduces students to fundamental concepts and practices in managing engineering teams, projects, and processes, including leadership, decision-making, project management, quality control, innovation, and strategic planning. Emphasis is placed on bridging the gap between engineering and business, preparing students to effectively lead projects, manage resources, communicate with stakeholders, and ensure the successful execution of technical solutions within budget and time constraints.
Recommended Textbook
Quality and Performance Excellence 7th Edition by
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11 Chapters
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Page 2
James R. Evans
Chapter 1: Introduction to Quality and Performance Excellence
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79 Verified Questions
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Sample Questions
Q1) In agency theory, _____ is a primary mechanism used by both parties to maintain and govern the relationship.
A) autonomy
B) motivation
C) self-regulation
D) monitoring
Answer: D
Q2) The view of quality as the satisfaction of customer needs is often called fitness for use.
A)True
B)False
Answer: True
Q3) Frederick W. Taylor's concept of _____ greatly influenced the nature of quality in manufacturing organizations.
A) scientific management
B) the Hawthorne effect
C) Theory X
D) the observer-expectancy effect
Answer: A
Page 3
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Chapter 2: Frameworks for Quality and Performance Excellence
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Sample Questions
Q1) The Baldrige award examination is based upon a rigorous set of criteria called the:
A) Criteria for Performance Excellence.
B) Seven points of Superior Quality.
C) Criteria for Organizational Micromanagement.
D) Criteria for Organizational Process Variance.
Answer: A
Q2) In the Baldrige Award evaluation process, _____ refers to the methods used to accomplish the process, the appropriateness of the methods to the item requirements and the organization's operating environment, the effectiveness of the use of the methods, and the degree to which the approach is repeatable and based on reliable data and information.
A) deployment
B) approach
C) process variance
D) execution gap
Answer: B
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Chapter 3: Tools and Techniques for Quality Design and Control
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Sample Questions
Q1) What are the three houses of quality used to deploy the voice of the customer to component parts characteristics, process planning, and production planning?
Answer: Three houses of quality are used to deploy the voice of the customer to component parts characteristics, process planning, and production planning. These are: 1) technical features deployment matrix, which translates technical features of the final product into design requirements for critical components; 2) process plan and quality control charts, which translate component features into critical process and product parameters and control points for each; and 3) operating instructions, which identify operations to be performed by plant personnel to assure that important process and product parameters are achieved.
Q2) Cycle time is an important metric for agility.
A)True
B)False
Answer: True
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Chapter 4: Tools and Techniques for Quality Improvement
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Sample Questions
Q1) The _____ phase of the Six Sigma DMAIC process focuses on how to maintain the improvements, which includes putting tools in place to ensure that the key variables remain within the maximum acceptable ranges under the modified process.
A) control
B) design
C) measure
D) analyze
Q2) The _____ is the extent to which the process maps onto the dimensions of the business, from a single activity in one function to spanning the entire business unit is critical to the long-term success of reengineering initiatives.
A) reach
B) breadth
C) scope
D) depth
Q3) In a scatter diagram, a general trend of the points going down and to the right indicates that an increase in one variable corresponds to an increase in the other.
A)True
B)False
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6
Chapter 5: Competitive Advantage and Strategic Management for Performance Excellence
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Sample Questions
Q1) The Taylor philosophy contributed to the development of a cooperative relationship between labor and management.
A)True
B)False
Q2) Two key components of service system quality are employees and information technology.
A)True
B)False
Q3) With respect to the key dimensions of service quality, the willingness to schedule deliveries at the customer's convenience is an example of _____.
A) empathy
B) reliability
C) tangibles
D) assurance
Q4) What is the significance of cycle time to quality?
Q5) Improved conformance in production leads to lower manufacturing and service costs.
A)True
B)False
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Chapter 6: Quality in Customer Supplier Relationships
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Sample Questions
Q1) Firms pursuing TQ aim to reduce the number of suppliers they work with to the point of having only one supplier for some components.
A)True
B)False
Q2) List the three guiding principles upon which a strong customer/supplier relationship is based.
Q3) _____ developed a useful framework to distinguish between adversarial and teamwork relationships with suppliers.
A) Joseph Juran
B) W. Edwards Deming
C) Philip B. Crosby
D) Jeffrey Pfeffer
Q4) Translating customer needs into product features can be done in a structured manner using:
A) the Delphi method.
B) competitive intelligence.
C) quality function deployment.
D) flowcharting.
Q5) What is the TQ view on customer-supplier relationships?
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Chapter 7: Designing Organizations for Performance Excellence
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Sample Questions
Q1) _____ is a new approach to process mapping and is based on the premise that each process activity includes two players, a customer and a provider.
A) Thematic mapping
B) Coordination mapping
C) Competency mapping
D) Perpetual mapping
Q2) In coordination mapping, each coordinating conversation between the agents moves through eight phases.
A)True
B)False
Q3) Which of the following is a result of the creation of process teams and the focus on internal customers?
A) A substantial increase in the number of hierarchical layers in the organization
B) Creation of non-value-added activities
C) Empowerment of frontline workers to improve processes
D) More supervision and coordination for managers to do
Q4) What are the benefits of a flat organization?
Q5) Describe the process of "coordinating mapping."
Page 9
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Chapter 8: Quality Teamwork
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Sample Questions
Q1) _____ are fully-trained Six Sigma experts with up to 160 hours of training who perform much of the technical analyses required of Six Sigma projects, usually on a full-time basis.
A) Champions
B) Black belts
C) Green belts
D) Yellow belts
Q2) What is a "type 3 error?"
A) Solving the wrong problem
B) Diagnosing incorrectly
C) Delay in delivering the resuts
D) Handling more than what can be done
Q3) Juran advocated the use of steering committees, called quality councils, while Crosby suggested the use of quality improvement teams.
A)True
B)False
Q4) What is the significance of a cross-functional team?
Q5) Leadership teams are also known as quality councils.
A)True
B)False
Page 10
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Chapter 9: Engagement, Empowerment, and Motivation
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Sample Questions
Q1) Explain why businesses must first satisfy their workforce in order to satisfy their customers.
Q2) Although engagement is relevant for all aspects of organizational performance, it is not relevant to quality improvement.
A)True
B)False
Q3) One of the easiest ways to involve employees on an individual basis is:
A) career guidance system.
B) quality circle.
C) the suggestion system.
D) management by objective.
Q4) What role does the middle management have in organizations with empowered workforces?
Q5) Which of the following is a shortcoming of suggestion program?
A) It undermines and compromises the quality.
B) It increases the cost.
C) It is neither systematic nor continuous.
D) It makes employees disinterested and uninvolved.
Q6) List some practices that lead to effective employee recognition and rewards.
Q7) Discuss the role of compensation in motivation and employee satisfaction.
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Chapter 10: Leadership for Performance Excellence
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Sample Questions
Q1) Which of the following is an example of interpersonal roles according to Henry Mintzberg's model?
A) Entrepreneur
B) Disturbance handler
C) Leader
D) Resource allocator
Q2) What are the two important steps in establishing a vision?
Q3) What are the four levels of readiness defined by the situational leadership theory?
Q4) According to the Transformational Leadership Theory, intellectual stimulation involves encouraging followers to question assumptions.
A)True
B)False
Q5) Describe the behaviors associated with effective leadership identified at the Ohio State University studies.
Q6) The figurehead role involves the ceremonial or symbolic tasks of managers.
A)True
B)False
Q7) What are leadership systems?
Page 12
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Chapter 11: Performance Excellence and Organizational Change
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Sample Questions
Q1) _____ is defined as a sustained collective inquiry into the processes, assumptions, and certainties that compose everyday experience.
A) Cluster analysis
B) Dialog
C) Focus group analysis
D) Deployment
Q2) Stage 0 of the Baldrige roadmap to performance excellence is called the _____ stage.
A) traction
B) status quo
C) false starts
D) sustaining
Q3) An overreliance on transmitting "explicit" rather than "tacit" information is one of the leading hurdles to overcome toward becoming a true learning organization.
A)True
B)False
Q4) How can a company change its culture to be more consistent with quality?
Q5) Describe the Baldrige journey.
Q6) How is knowledge management different from information management?
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