Question

9.         The following are benefits of “flipping” the organization chart and putting the external customer first:

1. separates employees from customers
2. middle management and top leadership support employees closest to the customers
3. establishes middle management as internal customers
4. inhibits process development

10.       Providing production employees with statistical process control data for the production equipment they use and allowing them to schedule maintenance based on this information is an example of:

1. job rotation
2. creating a team-based organization
3. making quality everyone’s job
4. using leadership teams

11.       The painting department that received the stamped steel parts from the stamping department in the same manufacturing process is the stamping department’s:

1. functional partner
2. internal customer
3. operational process
4. support process

12.       A worker on the assembly line in a typical large functional organization perceives the “customer” to be:

1. the person or business that purchases the finished product
2. the supervisor or manager
3. the quality control department
4. the person that receives his or her work output

Answer 1

9. C. Establishes middle management as internal customers is the benefit of “flipping” the organization chart and putting the external customer first. Whereas the remaining ones are not benefits in this context.

10. C. Making quality everyone’s job is something that is being exemplified in providing production employees with statistical process control data for the production equipment they use and allowing them to schedule maintenance based on this information. Whereas the remaining ones are not appropriate in this context.

11. C. Operational process of the stamping department happens when the painting department received the stamped steel parts from the stamping department in the same manufacturing process. Whereas the remaining ones are not relevant in this context.

12. b. The supervisor or manager is something that a worker on the assembly line in a typical large functional organization perceives the “customer” to be. Whereas the remaining ones are not relevant in this context.