Page 456 - The Handbook for Quality Management a Complete Guide to Operational Excellence

442 A p p e n d i x D S i m u l a t e d C e r t i f i c a t i o n E x a m Q u e s t i o n s 443

146. Systems are improved:
a. by improving each of the processes within the system to its best
level of performance.
b. by improving the process that is most important to the customer.
c. by considering how the processes work within the system.
d. sometimes at the expense of processes that operate within the system.
In other words, the performance of some processes may improve,
and others degrade, to achieve maximum system performance.
e. choices c and d
f. choices a and b
147. Deming says that the responsibility for optimizing a system rests with:
a. the team leaders assigned to that project.
b. the process workers who know the system the best.
c. management.
d. none of the above
148. How are the number of constraints in a system determined?
a. Since they know the problems in the system, the personnel working
in the system are generally able to identify the constraints in a
brainstorming exercise.
b. Each task on the critical path is a constraint, so sum the number of
tasks on the critical path.
c. Sum the number of critical tasks on the critical path.
d. There is only one system constraint at a time (in each
independent chain).
149. Constraint management is:
a. a descriptive theory.
b. a prescriptive theory.
c. a hygiene theory.
d. none of the above
150. Constraint management theory:
a. explains how a constraint impacts a system.
b. provides a definition for a constraint.
c. provides management direction for dealing with a constraint.
d. all of the above
e. choices a and b

151. Constraints may be described as:
a. anything that limits a system in reaching its goal.
b. the weak link in a chain.
c. the poorest performing process in a system.
d. all of the above
e. choices a and b

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