Question 1

Which of the following developments related to the historical evolution of operations management is the oldest?

Accepted Answer

A) The human relations movement advocated by Mayo,Maslow,and Hertzberg. 
B) The introduction of the moving assembly line by Henry Ford. 
C) Scientific management principles espoused by Frederick Taylor. 
D) The principle of division of labour documented in Adam Smith's book The Wealth of Nations. 
E) The influence of Japanese management practices. 
A) The human relations movement advocated by Mayo,Maslow,and Hertzberg. 
B) The introduction of the moving assembly line by Henry Ford. 
C) Scientific management principles espoused by Frederick Taylor. 
D) The principle of division of labour documented in Adam Smith's book The Wealth of Nations. 
E) The influence of Japanese management practices.

Question 2

The moving assembly line introduced by Henry Ford is an example of the development of mass production based on large volumes of standardized goods produced using low or semi-skilled workers and highly specialized equipment.

Accepted Answer

A) True 
 B)False

Question 3

Measurements taken at various points in the transformation process for control purposes are called:

Accepted Answer

A) plans. 
B) directions. 
C) controls. 
D) feedback. 
E) proposals. 
A) plans. 
B) directions. 
C) controls. 
D) feedback. 
E) proposals.

Question 4

Storing an item earlier than the scheduled delivery date is an example of a value adding activity.

Accepted Answer

A) True 
 B)False

Question 5

Operations management pertains almost exclusively to the management of manufacturing operations.

Accepted Answer

A) True 
 B)False

Question 6

A balance achieved between two incompatible features is referred to as (a)___________.

Accepted Answer

A) Break even 
B) Quantitative technique 
C) Heuristic 
D) Trade-off 
E) Systems approach 
A) Break even 
B) Quantitative technique 
C) Heuristic 
D) Trade-off 
E) Systems approach

Question 7

The operations manager has the ultimate responsibility for the creation of goods or performance of services.

Accepted Answer

A) True 
 B)False

Question 8

Many operations management decisions can be described as trade-offs.

Accepted Answer

A) True 
 B)False

Question 9

Prior to the Industrial Revolution,goods were produced primarily by craftsmen or their apprentices using custom made parts.

Accepted Answer

A) True 
 B)False

Question 10

The responsibilities of operations managers classified as controlling activities are:

Accepted Answer

A) inventory,production pace,quality,and costs. 
B) organizing departments,subcontracting,supplier contracts,and staffing. 
C) forecasting,planning,organizing,and directing. 
D) scheduling,job assignments,purchasing,and logistics. 
E) capacity,location,layout,and mix of products. 
A) inventory,production pace,quality,and costs. 
B) organizing departments,subcontracting,supplier contracts,and staffing. 
C) forecasting,planning,organizing,and directing. 
D) scheduling,job assignments,purchasing,and logistics. 
E) capacity,location,layout,and mix of products.

Question 11

Tactical planning and control activities involve making decisions about all of the following EXCEPT:

Accepted Answer

A) location of facilities. 
B) scheduling. 
C) material requirements planning. 
D) project management. 
E) inventory management. 
A) location of facilities. 
B) scheduling. 
C) material requirements planning. 
D) project management. 
E) inventory management.

Question 12

Operations,marketing,and finance function independently of each other in most organizations.

Accepted Answer

A) True 
 B)False

Question 13

The three primary functions that exist in most business organizations are:

Accepted Answer

A) manufacturing,production,and operations. 
B) operations,marketing,and finance. 
C) operations,accounting,and marketing. 
D) operations,production,and finance. 
E) operations,sales and accounting 
A) manufacturing,production,and operations. 
B) operations,marketing,and finance. 
C) operations,accounting,and marketing. 
D) operations,production,and finance. 
E) operations,sales and accounting

Question 14

Dealing with the fact that certain aspects of any management situation are more important than others is called:

Accepted Answer

A) analysis of trade-offs. 
B) sensitivity analysis. 
C) establishing priorities. 
D) analysis of variance. 
E) decision analysis. 
A) analysis of trade-offs. 
B) sensitivity analysis. 
C) establishing priorities. 
D) analysis of variance. 
E) decision analysis.

Question 15

Which of the following is not a general approach to decision-making?

Accepted Answer

A) Establishing priorities 
B) Subjective approach 
C) Analysis of trade-offs 
D) Systems approach 
E) Quantitative approaches 
A) Establishing priorities 
B) Subjective approach 
C) Analysis of trade-offs 
D) Systems approach 
E) Quantitative approaches

Question 16

Design decisions are usually strategic and long term,while planning decisions are tactical and medium term.

Accepted Answer

A) True 
 B)False

Question 17

Frederick Taylor spearheaded the scientific management movement in America.

Accepted Answer

A) True 
 B)False

Question 18

Lean production systems operate with lower amounts of inventory,so emphasis is placed on anticipating when problems might occur before they arise.

Accepted Answer

A) True 
 B)False

Question 19

The Pareto phenomenon is one of the most important and pervasive concepts that can be applied at all levels of management.

Accepted Answer

A) True 
 B)False

Question 20

Business analytics uses software to build models which in turn support decision making.

Accepted Answer

A) True 
 B)False

Exam 1: Introduction to Operations Management

Which of the following developments related to the historical evolution of operations management is the oldest?

The moving assembly line introduced by Henry Ford is an example of the development of mass production based on large volumes of standardized goods produced using low or semi-skilled workers and highly specialized equipment.

Measurements taken at various points in the transformation process for control purposes are called:

Storing an item earlier than the scheduled delivery date is an example of a value adding activity.

Operations management pertains almost exclusively to the management of manufacturing operations.

A balance achieved between two incompatible features is referred to as (a)___________.

The operations manager has the ultimate responsibility for the creation of goods or performance of services.

Many operations management decisions can be described as trade-offs.

Prior to the Industrial Revolution,goods were produced primarily by craftsmen or their apprentices using custom made parts.

The responsibilities of operations managers classified as controlling activities are:

Tactical planning and control activities involve making decisions about all of the following EXCEPT:

Operations,marketing,and finance function independently of each other in most organizations.

The three primary functions that exist in most business organizations are:

Dealing with the fact that certain aspects of any management situation are more important than others is called:

Which of the following is not a general approach to decision-making?

Design decisions are usually strategic and long term,while planning decisions are tactical and medium term.

Frederick Taylor spearheaded the scientific management movement in America.

Lean production systems operate with lower amounts of inventory,so emphasis is placed on anticipating when problems might occur before they arise.

The Pareto phenomenon is one of the most important and pervasive concepts that can be applied at all levels of management.

Business analytics uses software to build models which in turn support decision making.

Competitiveness, strategic Planning, and Productivity

Demand Forecasting

Product Design

Reliability

Strategic Capacity Planning

Decision Analysis

Process Design and Facility Layout

Linear Programming

Workjob Design

Learning Curves

Location Planning and Analysis

the Transportation Model

Management of Quality

Statistical Quality Control

Acceptance Sampling

Supply Chain Management

Inventory Management

Aggregate Operations Planning and Master Scheduling

Material Requirements Planning and Enterprise Resource Planning

Just-In-Time and Lean Production

Maintenance

Job and Staff Scheduling

Project Management

Waiting-Line Analysis

Simulation

Filters