Practice IB Design Technology (DT) Topic 10.4 Quality Management with authentic exam-style questions for both SL and HL students. This question bank focuses on the exact syllabus content for 10.4 Quality Management and mirrors Paper 1, 2, 3 style where relevant.
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During the manufacture of fiber-optic cables, sensors collect data on the core diameter in real-time. This data is analyzed using upper and lower boundary limits to distinguish between 'common cause' variation and 'assignable cause' variation, allowing for immediate intervention if the process trends toward a defect.
Which quality management technique is being described in this scenario?
Which of the following is a key component of quality management in commercial production?
A company manufactures Bluetooth-enabled smart water bottles on a high-speed filling line. Each bottle must meet a net fill volume of , have a leak-free seal, and pass a short connectivity check.
After a rise in complaints, an internal review found three recurring issues:
The quality manager wants to strengthen the quality system without slowing production. The team is considering: (1) updating documented procedures and training, (2) adding in-process checks on the line, (3) using statistical monitoring of the filler over time, and (4) sending periodic samples to an independent lab for verification against the specification.
Outline two core quality management concepts that could guide the company’s response to these failures.
List two quality tools the team could use to identify the most likely causes of the underfill and leaking issues.
Outline how statistical process control could be implemented on the filling line to reduce the risk of underfilled bottles.
Explain the differences between quality control, statistical process control, and quality assurance in this scenario, including one concrete example of each.
Klean manufactures refillable trigger-spray bottles for hospitals. The bottle is made from recycled PET and must reliably deliver a dose per trigger pull (target) to meet cleaning protocol requirements. In the last month, several hospitals reported inconsistent spray output: some bottles dribbled, some produced a weak mist, and a small number leaked during transport.
An internal investigation found multiple potential sources of variation: two suppliers provide the small check-valve, operators adjust the crimping force on the pump head by feel, and the resin moisture level varies by shift. A senior manager proposes “checking every finished bottle before shipping.” The production engineer argues for monitoring the process instead and preventing defects rather than detecting them late.
Klean is deciding how to redesign its quality approach before launching a new higher-volume contract. The team has access to basic metrology tools (calipers, digital scales), a pressure/flow test rig, and production data from the last 10 days. They must choose an approach that satisfies customers, reduces cost of poor quality, and ensures consistent performance at scale.
Figure 1: Klean spray bottle and pump head assembly
Outline two reasons why Klean should define measurable quality criteria before changing its production approach.
Outline how “cost of poor quality” could be used to justify investment in prevention activities for the spray bottle.
List two quality management tools, aside from final inspection, Klean could use to reduce causes of inconsistent spray output.
Explain how statistical process control (SPC) could help Klean determine whether the variation in mL per trigger pull is due to common-cause or special-cause variation.
Explain three differences between Quality Control (QC), Quality Assurance (QA), and Statistical Process Control (SPC) in the context of Klean’s spray bottle production.
Soar Electric Scooter Rental
“Scooter sharing” has become popular in cities all over the world. E-scooters are being promoted as a sustainable mode of transport by providing an alternative to cars. One e-scooter company, Soar, offers e-scooters in several cities that can be easily rented via a smartphone app. A rider uses the Soar app to locate the nearest e-scooter, see Figure 1.
Figure 1: A representation of the Soar smartphone app
Soar purchased their first-generation e-scooters from manufacturer Xiomani for US$550 each. To break even an e-scooter needs to be used five times a day for five months. As the Soar smartphone app tracks battery charge, location and usage, it was found that many of these Xiomani scooters were lasting less than two months. Many were simply discarded, see Figure 2.
Figure 2: Discarded e-scooters
Outline one way how partnerships between city authorities and e-scooter companies could encourage sustainable innovation.
Outline one reason why Soar uses just-in-case (JIC) production for their Soar e-scooter.
Outline one way how the use of statistical process control can lead to improvements in the design of the Soar e-scooter.
Explain why the first-generation Soar e-scooters cannot be considered to be a sustainable design.