Question 1
The stages of development in supplier partnerships include:
A. determine the level of commitment.
B. awareness of potential.
C. develop a partnering briefing.
D. celebrate partnership success.
Question 2
The last process step in the product innovation model for customer retention is:
A. separate the people from the problem.
B. optimize the solution.
C. invent options for mutual gain.
D. commercialize the innovation.
Question 3
There are several primary reasons why cultural change must either precede or at least parallel the implementation of total quality. Which of the following is NOT a primary reason?
A. Moving to Total Quality takes time.
B. Employees may not adapt to too many changes.
C. It can be difficult to overcome the past.
D. Change cannot occur in a hostile environment.
Question 4
The theory of value perception is that a(n) __________ customer is a customer forever.
A. repeat
B. satisfied
C. loyal
D. involved
Question 5
The customer type known as__________ refers to customers that provide only low profitability and are short-term customers.
A. butterflies
B. strangers
C. barnacles
D. disloyal
Question 6
In a total quality setting, quality is defined by:
A. employees.
B. customers.
C. management.
D. the organization.
Question 7
In order to retain customers over the long term in today's hyper-competitive global environment, organizations must:
A. form strategic alliances.
B. continuously refine processes.
C. benchmark.
D. innovate.
Question 8
Educational institutions provide which of the following services to help organizations continually improve their people and their processes?
A. On-site customized training
B. Technical assistance
C. Consulting services
D. All of the above
Question 9
__________ is an emerging issue in supply-chain management.
A. Adoption of new paradigms
B. Security
C. Network activities
D. Mature partnering
Question 10
Successful supplier partnerships evolve in seven stages. They begin in the following order: uncertainty and tentativeness; short-term pressures; need for new opportunity; and:
A. adoption of new values.
B. mature partnering.
C. adoption of new paradigms.
D. awareness of potential.
Question 11
Internal partnering occurs at three levels. Which of the following is NOT one of these levels?
A. Team-to-team partnerships
B. Management-to-management partnerships
C. Management-to-employee partnerships
D. Employee-to-employee partnerships
Question 12
In an organization with a quality culture, the core of the operating philosophy is:
A. complaint-resolution.
B. zero defects.
C. customer satisfaction.
D. value-creation
Question 13
Which of the following is a mandatory requirement of supplier relationships?
A. Establishing relationships based on knowledge and experience
B. Observing standard operating procedures and maintaining rigid job-boundaries
C. Recognition of the strategic importance of customers
D. Capability of sharing information electronically
Question 14
The mission statement is written in general terms. It is translated into more specific terms by:
A. quality assessments.
B. the action plan.
C. the business plan.
D. objectives.
Question 15
Which of the following is NOT a law of organizational change?
A. Involve everyone affected by change in making it.
B. Be prepared to listen and observe.
C. Trust people and treat them with dignity and respect.
D. Understand the history behind the current culture.
Question 16
Organizations with traditional cultures typically adopt __________ objectives.
A. performance-based
B. customer-focused
C. short-term
D. problem-solving
Question 17
The overall purpose of __________ partnering is to harness the full potential of the workforce and focus it on continual improvement of quality.
A. end user
B. customer
C. internal
D. supplier
Question 18
Partnering can lead to continual improvements in such key areas as relationships between customers and suppliers, customer satisfaction, and:
A. increased competitiveness.
B. increased resources.
C. processes and products.
D. quality control.
Question 19
An organization with a customer focus is:
A. outward-looking.
B. inward-looking.
C. established.
D. continually improving
Question 20
The key people identified as necessary to putting a partnership into operation should:
A. be highly committed to value-creation.
B. join the purchasing consortium.
C. be formed into a team.
D. be involved with information processing.