Managing Operations Across the Supply Chain 3rd Edition By Morgan Swink – Test Bank
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Sample Test
1. Process
thinking causes managers to address critical process elements, including:
1. If
you don?t like the outcome, focus on the people.
1. Processes
are guidelines to thinking about to best staff activities.
1. Processes
drive measurement.
1. If
you don?t like the outcome, change the process.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-01 Understand the importance of processes
and process thinking to operations and supply chain management.
Level of Difficulty: 1 Easy
Topic: Processes and Process Thinking
2. Which
of the following is NOT a basic activity type in processes?
1. Delay
1. Operation
1. Reporting
1. Storage
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-02 Define the various components that
make up processes; including types of inputs and outputs.
Level of Difficulty: 1 Easy
Topic: Anatomy of a Process
3. You
walk into a hair stylist shop. All stylists are busy and you sit in the waiting
area. You are in which of the following process activities?
1. Operation
1. Delay
1. Storage
1. You
are not in a process activity.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Gradable: automatic
Learning Objective: 03-02 Define the various components that
make up processes; including types of inputs and outputs.
Level of Difficulty: 2 Medium
Topic: Anatomy of a Process
4. Most
processes involve two basic types of flows:
1. Information
flows and physical flows.
1. Product
flows and decision flows.
1. Information
flows and operator flows.
1. Physical
flows and security flows.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-02 Define the various components that
make up processes; including types of inputs and outputs.
Level of Difficulty: 1 Easy
Topic: Anatomy of a Process
5. A
manager is currently unhappy with the capabilities of a particular process and
wants to improve its capabilities. To accomplish this, the manager needs to
focus on the process:
1. Inputs,
outputs, and flows.
1. Activities.
1. Management
metrics.
1. Structure.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Gradable: automatic
Learning Objective: 03-02 Define the various components that
make up processes; including types of inputs and outputs.
Level of Difficulty: 2 Medium
Topic: Anatomy of a Process
6. Joe
Jones, plant manager at Waco Industries, told a friend that if it was
necessary, his plant could produce 1,000 items a day if all conditions were
just right. Joe is describing his plant’s:
1. Effective
capacity.
1. Yield
rate.
1. Utilization.
1. Maximum
capacity.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Gradable: automatic
Learning Objective: 03-03 Distinguish between operational;
tactical; and strategic capacity planning.
Level of Difficulty: 2 Medium
Topic: Process Capacity and Utilization
7. Adam
Smith described his company’s process as follows: “Under ideal conditions we
can produce 10,000 units a day. However, our normal production is 6,000 units a
day. Today, we actually produced 8,000 units.” Which of the following is true?
1. Utilization
is 60 percent of maximum capacity.
1. Yield
is 133 percent of effective capacity.
1. Utilization
was 133 percent of effective capacity.
1. All
of these are true.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Analyze
Gradable: automatic
Learning Objective: 03-03 Distinguish between operational;
tactical; and strategic capacity planning.
Level of Difficulty: 2 Medium
8. The
following sequence shows four operations for a computer chip assembly process
and the effective capacity of each. Which step is the bottleneck?
Step 1: 500 chips/hour Step 2: 250 chips/hour Step 3: 200
chips/hour Step 4: 550 chips/hour
1. Step
1
1. Step
2
1. Step
3
1. Step
4
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Gradable: automatic
Learning Objective: 03-04 Estimate the capacity and utilization
of a process.
Level of Difficulty: 1 Easy
Topic: Principles of Process Performance: The Theory of
Constraints
9. The
following sequence shows four operations for a computer chip assembly process
and the effective capacity of each.
Step 1: 500 chips/hour Step 2: 250 chips/hour Step 3: 200
chips/hour Step 4: 550 chips/hour
Suppose the utilization is 70 percent of effective capacity.
What is the actual output of the process?
1. 140
chips/hour
1. 350
chips/hour
1. 175
chips/hour
1. 200
chips/hour
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Analyze
Gradable: automatic
Learning Objective: 03-04 Estimate the capacity and utilization
of a process.
Level of Difficulty: 2 Medium
Topic: Principles of Process Performance: The Theory of
Constraints
10.
A bottleneck activity in a process is generally the activity
with:
1. The
smallest number of resources devoted to it.
1. The
least capacity.
1. No
delays in front of it.
1. The
highest cost.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Gradable: automatic
Learning Objective: 03-04 Estimate the capacity and utilization
of a process.
Level of Difficulty: 1 Easy
Topic: Principles of Process Performance: The Theory of
Constraints
11.
Little’s Law suggests that the key to increased throughput is:
1. Shorter
flow times.
1. Fewer
defects.
1. Eliminating
waste.
1. Increased
inspection.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Gradable: automatic
Learning Objective: 03-04 Estimate the capacity and utilization
of a process.
Level of Difficulty: 2 Medium
Topic: Principles of Process Performance: The Theory of Constraints
12.
A short-term, highly focused effort for improving a process is
known as a:
1. Jidoka
Event.
1. Kaizen
Event.
1. Chaebol
Event.
1. Poka-yoke
Event.
1. Enchilada
Event.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-06 Describe process improvement
methodologies such as business process reengineering and Kaizen Events.
Level of Difficulty: 1 Easy
Topic: Principles of Process Performance: The Theory of
Constraints
13.
Suppose you learn that a process has a very long waiting time.
Which of the following would decrease the waiting time?
1. Decrease
utilization.
1. Increase
the coefficient of variation of job arrival times.
1. Increase
the coefficient of variation of job processing times.
1. None
of these would decrease waiting time.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Evaluate
Gradable: automatic
Learning Objective: 03-05 Explain the impacts of bottlenecks;
variance; and other factors on process performance.
Level of Difficulty: 3 Hard
Topic: Principles of Process Performance: The Theory of
Constraints
14.
One implication of increased utilization in a process is that:
1. Process
cost typically will go up.
1. Waiting
time typically will go up.
1. Variance
typically will be reduced.
1. All
of these.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Gradable: automatic
Learning Objective: 03-05 Explain the impacts of bottlenecks;
variance; and other factors on process performance.
Level of Difficulty: 3 Hard
Topic: Principles of Process Performance: The Theory of
Constraints
15.
If a company can eliminate all sources of variance in a process:
1. It
will be able to operate at maximum capacity at all times.
1. There
will be no constraints in the process.
1. Continuous
improvement will not be necessary.
1. None
of these are true.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Gradable: automatic
Learning Objective: 03-05 Explain the impacts of bottlenecks;
variance; and other factors on process performance.
Level of Difficulty: 1 Easy
Topic: Principles of Process Performance: The Theory of
Constraints
16.
An example of a short-term capacity decision is:
1. Adding
specialized labor.
1. Installing
new equipment.
1. Adding
new facilities.
1. Adding
low-skilled labor.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-03 Distinguish between operational;
tactical; and strategic capacity planning.
Level of Difficulty: 1 Easy
Topic: Process Capacity and Utilization
17.
Which of the following statements about economies of scale
is NOT true?
1. One
reason economies of scale occur is because fixed costs can be spread over more
units of production as output increases.
1. One
reason economies of scale occur is because employees become more efficient as
volume increases.
1. Economies
of scale refers to the fact that as volume increases, total cost of production
decreases.
1. Economies
of scale may not exist at all levels of production.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-03 Distinguish between operational;
tactical; and strategic capacity planning.
Level of Difficulty: 1 Easy
Topic: Process Capacity and Utilization
18.
Which of the following forms of capacity can only be determined
AFTER the completion of activities?
1. Demonstrated
capacity
1. Maximum
capacity
1. Design
capacity
1. Effective
capacity
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-03 Distinguish between operational;
tactical; and strategic capacity planning.
Level of Difficulty: 1 Easy
Topic: Process Capacity and Utilization
19.
Government regulations belong to which of the following elements
of a process?
1. Activities
1. Inputs/outputs/feedback
1. Process
structure
1. Management
policies
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-02 Define the various components that make
up processes; including types of inputs and outputs.
Level of Difficulty: 1 Easy
Topic: Anatomy of a Process
20.
Under Juran’s Law, whenever a problem occurs, what percentage of
the time is the problem the result of a system/process error?
1. 15 percent
1. 50
percent
1. 85
percent
1. 100
percent
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-01 Understand the importance of processes
and process thinking to operations and supply chain management.
Level of Difficulty: 1 Easy
Topic: Processes and Process Thinking
21.
Make/buy/subcontract is typically considered at what time
horizon when doing capacity planning?
1. Short-term
1. Medium-term
1. Long-term
1. It is
not part of the capacity planning process.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-05 Explain the impacts of bottlenecks;
variance; and other factors on process performance.
Level of Difficulty: 1 Easy
Topic: Process Capacity and Utilization
22.
Kaizen Events are most appropriate for which type of operations
problem?
1. Customer-based
1. Metrics-based
1. Process-based
1. Product-based
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-06 Describe process improvement
methodologies such as business process reengineering and Kaizen Events.
Level of Difficulty: 1 Easy
Topic: Principles of Process Performance: The Theory of
Constraints
23.
Which of the following actions will NOT increase output?
1. Increasing
capacity through physical additions.
1. Outsourcing.
1. Managing
the flow of work into the system.
1. Changing
the processes to eliminate unnecessary steps.
24.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-05 Explain the impacts of bottlenecks;
variance; and other factors on process performance.
Level of Difficulty: 2 Medium
Topic: Process Capacity and Utilization
You are given the following information. Which of these
statements can you support with this information?
1. More capacity
needs to be added in the short term to improve performance in the system.
1. We
have to look at the rate at which jobs are being input into the shop.
1. Our
workforce is not working hard enough.
1. We
need to further investigate whether the problem is in input or capacity.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-05 Explain the impacts of bottlenecks;
variance; and other factors on process performance.
Level of Difficulty: 2 Medium
Topic: Process Capacity and Utilization
25.
Which process activity is due to other factors (e.g.,
insufficient operating capacity, lack of material, equipment breakdowns)?
1. Delay
1. Operation
1. Storage
1. Transportation
1. Inspection
26.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-02 Define the various components that
make up processes; including types of inputs and outputs.
Topic: Process Capacity and Utilization
Which of the following Operations Management “gurus” was
responsible for the notion of process thinking?
1. Deming
2. Crosby
3. Juran
4. Drucker
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-01 Understand the importance of processes
and process thinking to operations and supply chain management.
Level of Difficulty: 1 Easy
Topic: Processes and Process Thinking
27.
Which of the following statements best differentiates a delay
from storage?
1. There
is no difference – they both refer to the same concept.
2. Delays
are planned activities; storages are not.
1. Delays
are due to other factors; storages are not.
1. Delays
require control; storages doe not.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-02 Define the various components that
make up processes, including types of inputs and outputs.
Level of Difficulty: 1 Easy
Topic: Processes and Process Thinking
28.
Which of the following elements of a process most directly
impacts or affects process capabilities?
1. Activities
1. Inputs/Outputs/Feedback
1. Process
Structure
1. Management
Policies.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-02 Define the various components that
make up processes, including types of inputs and outputs.
Level of Difficulty: 1 Easy
Topic: Processes and Process Thinking
29.
Space on the shop floor, bins, carts, racks are most frequently
associated with which of the following process activities?
1. Delays
1. Transportation
1. Inspections
1. Operations.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Gradable: automatic
Learning Objective: 03-02 Define the various components that
make up processes, including types of inputs and outputs.
Level of Difficulty: 1 Easy
Topic: Processes and Process Thinking
30.
Which of the following two effects is directly a result of
bottlenecks?
1. Increase
in costs and increase in defects.
2. Increase
in output and increase in lead-times.
3. Decrease
in inspections and increase in costs.
4. Decrease
in output and increase in lead-times.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Understand
Gradable: automatic
Learning Objective: 03-05 Explain the impacts of bottlenecks;
variance; and other factors on process performance.
Level of Difficulty: 3 Easy
Topic: Principles of Process Performance: The Theory of
Constraints
Category #
AACSB: Reflective Thinking
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Analyze
Blooms: Apply
Blooms: Evaluate
Blooms: Remember
Blooms: Understand
Gradable: automatic
Learning Objective: 03-01 Understand the importance of processes
and process thinking to operations and supply chain management.
Learning Objective: 03-02 Define the various components that
make up processes, including types of inputs and outputs.
Learning Objective: 03-02 Define the various components that
make up processes; including types of inputs and outputs.
Learning Objective: 03-03 Distinguish between operational; tactical;
and strategic capacity planning.
Learning Objective: 03-04 Estimate the capacity and utilization
of a process.
Learning Objective: 03-05 Explain the impacts of bottlenecks;
variance; and other factors on process performance.
Learning Objective: 03-06 Describe process improvement
methodologies such as business process reengineering and Kaizen Events.
Level of Difficulty: 1 Easy
Level of Difficulty: 2 Medium
Level of Difficulty: 3 Easy
Level of Difficulty: 3 Hard
Topic: Anatomy of a Process
Topic: Principles of Process Performance: The Theory of
Constraints
Topic: Process Capacity and Utilization
Topic: Processes and Process Thinking
1. Which
of the following process structures can produce the widest variety of products?
1. Job shop
1. Repetitive
process
1. Continuous
flow
1. Batch
operation
Job shop processes produce the widest variety of the listed
process types.
AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy
Learning Objective: 05-01 Compare and contrast the seven process
structures: project; job shop; batch; repetitive process; continuous process;
mass customization; and cellular manufacturing.
Topic: Process Structures
2. Which
process type is not correctly matched with its descriptive characteristic?
1. Project-high
complexity
1. Repetitive
process-customized products
1. Job
shop-high flexibility
1. Continuous
flow-low-skilled workers
Repetitive processes typically produce standardized products.
The other choices are correct (see Table 5-1).
AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy
Learning Objective: 05-01 Compare and contrast the seven process
structures: project; job shop; batch; repetitive process; continuous process;
mass customization; and cellular manufacturing.
Topic: Process Structures
3. Which
of the following types of businesses would most likely use a batch process
structure?
1. Company
that builds cruise ships.
1. An
automotive assembler such as Ford Motor Co.
1. A
glass beverage bottle manufacturer.
1. A
company that produces automobile seats.
Automobile seats have moderate volumes and varieties considering
such factors as differences in upholstery and thus would use a batch process
(see Table 5-1).
AACSB: Reflective Thinking
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 05-01 Compare and contrast the seven process
structures: project; job shop; batch; repetitive process; continuous process;
mass customization; and cellular manufacturing.
Topic: Process Structures
4. Wanda
Corp. currently uses a job shop process. It wants to maintain the advantages of
this but increase efficiency. Wanda should investigate:
1. Cellular
manufacturing.
1. Job
shop processes.
1. Mass
customization.
1. Project
process.
Cellular manufacturing attempts to maintain flexibility of job
shops but at lower costs.
AACSB: Reflective Thinking Blooms: Apply Difficulty: 1 Easy
Learning Objective: 05-01 Compare and contrast the seven process
structures: project; job shop; batch; repetitive process; continuous process;
mass customization; and cellular manufacturing. Topic: Process Structures
5. Zanda
Corp. wants to have a process structure that has cost advantages similar to
continuous or repetitive processes, but wants to produce greater variety than
those processes normally allow. Zanda should consider:
1. Cellular
manufacturing.
1. Job
shop processes.
1. Mass
customization.
1. Project
process.
Mass customization attempts to maintain cost advantages similar
to continuous or repetitive processes, but allows a firm to produce greater
variety than those processes normally allow.
AACSB: Reflective Thinking
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 05-01 Compare and contrast the seven process
structures: project; job shop; batch; repetitive process; continuous process;
mass customization; and cellular manufacturing.
Topic: Process Structures
6. Jones
Company has a make-to-order orientation. It most likely does NOT use:
1. Continuous
process structure.
1. Cellular
manufacturing process structure.
1. Job
shop process structure.
1. Batch
process structure.
AACSB: Reflective Thinking Blooms: Understand Difficulty: 1 Easy
Learning Objective: 05-01 Compare and contrast the seven process
structures: project; job shop; batch; repetitive process; continuous process;
mass customization; and cellular manufacturing.
Topic: Process Structures
7. Companies
with a make-to-stock orientation are most likely to use which of the following
process structures?
1. Mass customization
1. Job
shop
1. Repetitive
process
1. They
are likely to use any one of these process structures.
Of the alternatives, only repetitive process applies to
make-to-stock. The others are make or assemble to order.
AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy
Learning Objective: 05-01 Compare and contrast the seven process
structures: project; job shop; batch; repetitive process; continuous process;
mass customization; and cellular manufacturing.
Topic: Process Structures
8. For
which market orientation is accurately forecasting the amount of finished goods
needed likely to be the most important for a firm’s financial performance?
1. Engineer
to order
1. Make
to order
1. Assemble
to order
1. Make
to stock
In a make -to-stock orientation, products are made in advance of
actual customer orders and held in inventory. Thus, forecasting is critical to
both costs and sales. Firms using the other orientations do not produce
finished goods until after a customer order is received.
AACSB: Reflective Thinking Blooms: Understand Difficulty: 3 Hard
Learning Objective: 05-01 Compare and contrast the seven process
structures: project; job shop; batch; repetitive process; continuous process;
mass customization; and cellular manufacturing.
Topic: Process Structures
9. Which
of the following products is most likely to use an assemble-to-order market
orientation?
1. An
upholstered sofa
1. A
mobile phone
1. Shampoo
1. A
race car
For an upholstered sofa using an assemble-to-order orientation,
the premade frames are held in inventory but the fabric is not added until a
customer order is placed. Sofas can also be make to stock.
AACSB: Reflective Thinking
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 05-01 Compare and contrast the seven process
structures: project; job shop; batch; repetitive process; continuous process;
mass customization; and cellular manufacturing.
Topic: Process Structures
10.
Choose the service type that is correctly matched with one of
its key characteristics.
1. Service
factory-facilities and equipment represent a large proportion of total costs.
1. Service
shop-there is a low degree of customer interaction.
1. Mass
service-transactions are very varied from customer to customer.
1. Professional
service-transactions tend to be fairly standardized.
A service factory requires high capital investment. The other
descriptions are opposite of the reality. See Figure 5-2.
AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy
Learning Objective: 05-02 Compare and contrast the goals and
challenges associated with a service factory; a mass service; a service shop;
and professional services.
Topic: Unique Aspects of Service Processes
11.
Which of the following is NOT considered in the service process
matrix?
1. Customization
1. Volume
1. Customer
interaction
1. Labor
intensity
The degree of customization/customer interaction and
labor/capital intensity form the axes of the service process matrix as shown in
Figure 5-2.
AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy
Learning Objective: 05-02 Compare and contrast the goals and
challenges associated with a service factory; a mass service; a service shop;
and professional services.
Topic: Unique Aspects of Service Processes
12.
Using technology, such as self-checkouts in grocery stores, to
enable customers to complete the service delivery and transaction themselves is
most commonly used for:
1. Service
factories.
1. Service
shops.
1. Mass
services.
1. Professional
services.
Because there is moderate to low customization/customer
interaction, meaning that large groups of customers have similar requirements,
mass services technology can be used to create “self-services.” This helps to
reduce labor costs and can increase service availability for customers.
AACSB: Reflective Thinking
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 05-02 Compare and contrast the goals and
challenges associated with a service factory; a mass service; a service shop;
and professional services.
Topic: Unique Aspects of Service Processes
13.
All of the following are potential benefits of decoupling front
and back offices in service processes EXCEPT:
1. Standardization
across multiple locations.
1. Economies
of scale.
1. Use
of remotely located back office employees.
1. Easier
customization of services.
Decoupling allows for back-office work to be done at a remote
centralized location, allowing for standardization and economies of scale.
Decoupling may actually reduce the ability to customize services.
AACSB: Reflective Thinking Blooms: Understand Difficulty: 2
Medium
Learning Objective: 05-02 Compare and contrast the goals and
challenges associated with a service factory; a mass service; a service shop;
and professional services.
Topic: Unique Aspects of Service Processes
14.
An approach that analyzes the interface between customers and
service processes is called:
1. Service
process matrix.
1. Service
blueprinting.
1. Process
mapping.
1. Product/process
matrix.
Service blueprinting is defined as an approach that analyzes the
interface between customers and service processes. It is similar to but
different from process mapping.
AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy
Learning Objective: 05-02 Compare and contrast the goals and
challenges associated with a service factory; a mass service; a service shop;
and professional services.
Topic: Unique Aspects of Service Processes
15.
If you were developing a service blueprint, how would you
classify “delivery of gasoline to a service station”?
1. Support
processes
1. Physical
evidence
1. Back-office/invisible
contact employee actions
1. Front-office/visible
contact employee actions
Delivery of gasoline is essential for the service, but it is
carried out by employees who do not have direct contact with customers, and it
is generally not seen (or intended to be seen) by customers.
AACSB: Reflective Thinking
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 05-02 Compare and contrast the goals and challenges
associated with a service factory; a mass service; a service shop; and
professional services.
Topic: Unique Aspects of Service Processes
16.
Ensuring that all the right people, equipment, and materials
arrive on time is especially challenging when using which layout?
1. Fixed-position
layout
1. Functional
layout
1. Service
factory layout
1. Product
layout
In a fixed-position layout, all of the necessary resources must
come to the work site.
AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy
Learning Objective: 05-03 Describe how each of the operations
layouts; fixed-position; functional; product; and cellular; is designed to meet
the demands placed on it.
Topic: Operations Layout
17.
A common goal when designing a functional layout is to:
1. Ensure
materials arrive on schedule.
1. Reduce
the time and cost of moving people and materials between departments.
1. Avoid
downtime at any workstation.
1. Balance
the flow of materials through the process.
Because each product or customer takes a unique route through
the process, the time and cost for movement can be very high.
AACSB: Reflective Thinking Blooms: Remember Difficulty: 2 Medium
Learning Objective: 05-03 Describe how each of the operations
layouts; fixed-position; functional; product; and cellular; is designed to meet
the demands placed on it.
Topic: Operations Layout
18.
Zanadu Corp. has dedicated equipment and workers in a regularly
occurring sequence of activities. Zanadu has which type of operations layout?
1. Fixed-position
layout
1. Functional
layout
1. Service
factory layout
1. Product
layout
When resources are arranged in a regular sequence of activities,
a product layout is being employed.
AACSB: Reflective Thinking
Blooms: Apply
Difficulty: 1 Easy
Learning Objective: 05-03 Describe how each of the operations
layouts; fixed-position; functional; product; and cellular; is designed to meet
the demands placed on it.
Topic: Operations Layout
19.
John Jones, CEO of Joes Corp., is unhappy because each product
his company makes takes a unique route through the facility, so processing
times tend to be high. His company most likely has a:
1. Fixed-position
layout.
1. Sequential
action layout.
1. Functional
layout.
1. Product
layout.
Unique routes and high processing times are characteristics of
functional layouts.
AACSB: Reflective Thinking
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 05-03 Describe how each of the operations
layouts; fixed-position; functional; product; and cellular; is designed to meet
the demands placed on it.
Topic: Operations Layout
20.
What is the primary objective of line balancing?
1. To
minimize the travel time between workstations
1. To
match output rates with actual demand
1. To
minimize materials handling costs
1. To group
similar activities together
Lines are balanced so that each workstation does not exceed the
takt time, which is the time required at each station to produce exactly what
the customer demands.
AACSB: Reflective Thinking
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 05-04 Analyze a product layout using line
balancing.
Topic: Operations Layout
21.
A company needs to produce 400 units per day (the day is defined
as 12 hours
of production). There are three tasks to be completed, with a total task time
for all three tasks of 6 minutes. The company should have:
1. 3
workstations.
1. 4
workstations.
1. 5
workstations.
1. 2
workstations.
(400 items × 6 minutes)/(12 hours × 60 minutes) = 3.33 (round up
to 4)
AACSB: Analytic
Blooms: Analyze
Difficulty: 2 Medium
Learning Objective: 05-04 Analyze a product layout using line
balancing.
Topic: Operations Layout
22.
A company needs to produce 1,000 units per day (the day is
defined as 8 hours
of production). There are six tasks to be completed, with a total task time of
12 minutes. The company should have:
1. 25
workstations.
1. 2
workstations.
1. 84
workstations.
1. 14
workstations.
(1,000 units × 12 minutes)/(8 hours × 60 minutes) = 25
AACSB: Analytic
Blooms: Analyze
Difficulty: 2 Medium
Learning Objective: 05-04 Analyze a product layout using line
balancing.
Topic: Operations Layout
23.
A contemporary process layout in which product “families” with
similar processing characteristics are identified and produced on
“mini-assembly lines” is referred to as:
1. Cellular
layout.
1. Fixed
position layout.
1. Flexible
manufacturing systems.
1. Mass
customization.
A cellular layout arranges workstations to form work cells to
produce parts that have similar processing characteristics.
AACSB: Reflective Thinking
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 05-04 Analyze a product layout using line
balancing.
Topic: Operations Layout
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