Exam 3: Measuring Performance in Operations
Exam 1: Goods, Services, and Operations Management65 Questions
Exam 2: Value Chains68 Questions
Exam 3: Measuring Performance in Operations80 Questions
Exam 4: Operations Strategy65 Questions
Exam 5: Technology and Operations Management72 Questions
Exam 6: Goods and Service Design92 Questions
Exam 7: Process Selection, Design, and Analysis88 Questions
Exam 8: Facility and Work Design79 Questions
Exam 9: Supply Chain Design71 Questions
Exam 10: Capacity Management70 Questions
Exam 11: Forecasting and Demand Planning76 Questions
Exam 12: Managing Inventories89 Questions
Exam 13: Resource Management88 Questions
Exam 14: Operations Scheduling and Sequencing66 Questions
Exam 15: Quality Management73 Questions
Exam 16: Quality Control and Spc86 Questions
Exam 17: Lean Operating Systems63 Questions
Exam 18: Project Management65 Questions
Exam 19: Work Measurement, Learning Curves, and Standards56 Questions
Exam 20: Queuing Analysis39 Questions
Exam 21: Modeling Using Linear Programming43 Questions
Exam 22: Simulation39 Questions
Exam 23: Work Measurement, Learning Curves, and Standards44 Questions
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In the Baldrige Award criteria, the Business Results category focuses on how an organization selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets.
(True/False)
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Having a large number of performance measures is much better than having a selected few.
(True/False)
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The only important measurement category in business is financial.
(True/False)
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Provide some examples of criteria that can be used to help select and delete performance measures from an organization's information system.
(Essay)
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A coffee shop's average transaction price is $3, the contribution margin is 60 percent, the typical customer makes a purchase once a week or 52 weeks per year, and management estimates the value of a loyal customer over the buying life cycle as $520. What is the customer defection rate?
(Essay)
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Having intensive care nurses on call in case of a dramatic increase in patient demand is an example of design flexibility.
(True/False)
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The balanced scorecard model uses the same categories as the Baldrige Award.
(True/False)
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The triple bottom line TBL or 3BL) refers to the measurement of sustainability in all of the following areas except
(Multiple Choice)
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A manufacturer of business copier workstations has a 75 percent customer retention rate. Their accounting department estimates the incremental contribution to profit and overhead as 40 percent. Customers purchase the workstations every three years at an average cost of $1,500.00. Determine the average value of a loyal customer.
(Essay)
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Dell's ability to provide a wide range of customized computer hardware to accommodate customers' needs best describes
(Multiple Choice)
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The "value of a loyal customer" links customer satisfaction and loyalty to a firm's profitability measures.
(True/False)
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Design flexibility is the ability to respond quickly to changes in the volume and type of demand.
(True/False)
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When Bill Gates stated that "Microsoft is always two years away from failure," he was emphasizing the importance of
(Multiple Choice)
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Return on assets would normally be classified as a productivity measure.
(True/False)
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Regarding the service-profit chain model, which of the following is not viewed as internal performance?
(Multiple Choice)
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As output decreases for a constant level of input, productivity also decreases.
(True/False)
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Briefly discuss the seven categories of the Malcolm Baldrige National Quality Award.
(Essay)
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A family rents videos from a local video store. On average, they spend $80.00 a month. The store's contribution margin is 45 percent and the average customer defection is 40 percent. Determine the value of a loyal customer.
(Essay)
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