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Free IIA IIA-CIA-Part3 Exam Questions (page: 36)

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PDF with 1555 Questions

Which of the following statements regarding benchmarking is false?

  1. Benchmarking involves continuously evaluating the practices of best-in-class organization and adapting company processes to incorporate the best of these practices.
  2. Benchmarking, in practice, usually involves a company's formation of benchmarking teams.
  3. Benchmarking is an ongoing process that entails quantitative and qualitative measurement of the difference between the company's performance of an activity and the performance by the best in the world or the best in the industry.
  4. The benchmarking organization against which a firm is comparing itself must be a direct competitor.

Answer(s): D

Explanation:

Benchmarking is an ongoing process that entails quantitative and qualitative measurement of the difference between the company's performance of an activity and the performance by a best-in- class organization. The benchmarking organization against which a firm is comparing itself need not be a direct competitor. The important consideration is that the benchmarking organization be an outstanding performer in its industry.



An example of an internal nonfinancial benchmark is:

  1. The labor rate of comparably skilled employees at a major competitor's plant.
  2. The average actual cost per pound of a specific product at the company's most efficient plant.
  3. A US $50,000 limit on the cost of employee training programs at each of the company's plants.
  4. The percentage of customer orders delivered on time at the company's most efficient plant.

Answer(s): D

Explanation:

Benchmarking is a continuous evaluation of the practices of the best organizations in their class and the adaptation of processes to reflect the best of these practices. It requires analysis and measurement of key outputs against those of the best organizations. This procedure also involves identifying the underlying key actions and causes that contribute to the performance difference. The percentage of orders delivered on time at the company's most efficient plant is an example of an internal nonfinancial benchmark.



Managerial performance may be measured in many ways. For example, an internal nonfinancial measure is:

  1. Market share.
  2. Delivery performance.
  3. Customer satisfaction.
  4. Manufacturing lead time.

Answer(s): D

Explanation:

Feedback regarding managerial performance may take the form of financial and nonfinancial measures that may be internally or externally generated. Moreover, different measures have a long-term or short-term emphasis. Examples of internal nonfinancial measures are product quality, new product development time, and manufacturing lead time cycle time).



Which of the following criteria would be most useful to a sales department manager in evaluating the performance of the manager's customer-service group?

  1. The customer is always right.
  2. Customer complaints should be processed promptly.
  3. Employees should maintain a positive attitude when dealing with customers.
  4. All customer inquiries should be answered within 7 days of receipt.

Answer(s): D

Explanation:

A criterion that requires all customer inquiries to be answered within 7 days of receipt permits accurate measurement of performance. The quantitative and specific nature of the appraisal using this standard avoids the vagueness, subjectivity, and personal bias that may afflict other forms of personnel evaluations.



Focusing on customers, promoting innovation, learning new philosophies, driving out fear, and providing extensive training are all elements of a major change in organizations. These elements are aimed primarily at:

  1. Copying leading organizations to better compete with them.
  2. Focusing on the total quality of products and services.
  3. Being efficient and effective at the same time, in order to indirectly affect profits.
  4. Managing costs of products and services better, in order to become the low-cost provider.

Answer(s): B

Explanation:

TOM is a comprehensive approach to quality. It treats the pursuit of quality as a basic organizational function that is as important as production or marketing. TOM is the continuous pursuit of quality in every aspect of organizational activities through a philosophy of doing it right the first time, employee training and empowerment, promotion of teamwork, improvement of processes, and attention to satisfaction of customers, both internal and external. TOM emphasizes the supplier's relationship with the customer, identifies customer needs, and recognizes that everyone in a process is at some time a customer or supplier of someone else, either inside or outside of the organization.



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