Question 1

Capital intensity is the ease with which employees and equipment can handle a wide variety of products,output levels,duties,and functions.

Accepted Answer

A) True 
 B)False

Question 2

Assemble-to-order strategy produces a wide variety of products from relatively few assemblies and components after orders are received.

Accepted Answer

A) True 
 B)False

Question 3

Continuous flow processes have a high level of customization.

Accepted Answer

A) True 
 B)False

Question 4

The ________ method measures distance between two points with a series of 90-degree turns.

Accepted Answer

rectilinea

Question 5

Which statement on reengineering and process improvement is best?

Accepted Answer

A) Only process improvement programs make use of cross-functional teams. 
B) Process improvement focuses only on critical or core processes such as order fulfillment. 
C) Reengineering starts with a "clean slate" whereas process improvement looks for ways to incrementally improve. 
D) Only reengineering focuses on business processes. 
A) Only process improvement programs make use of cross-functional teams. 
B) Process improvement focuses only on critical or core processes such as order fulfillment. 
C) Reengineering starts with a "clean slate" whereas process improvement looks for ways to incrementally improve. 
D) Only reengineering focuses on business processes.

Question 6

Define economies of scope,and identify how they relate to flexible automation.

Accepted Answer

Economies of scope are the ability to pr

Question 7

A firm that chooses to compete based on delivery speed and variety would most likely have:

Accepted Answer

A) a make-to-order production and inventory strategy. 
B) an assemble-to-order production and inventory strategy. 
C) a make-to-stock production and inventory strategy. 
D) an engineer-to-order production and inventory strategy. 
A) a make-to-order production and inventory strategy. 
B) an assemble-to-order production and inventory strategy. 
C) a make-to-stock production and inventory strategy. 
D) an engineer-to-order production and inventory strategy.

Question 8

Describe and highlight differences among the three process structures in services.

Accepted Answer

The three process structures form a cont

Question 9

Physical presence does not occur in a manufacturing service process.

Accepted Answer

A) True 
 B)False

Question 10

Figure 3.1
The information systems and operations management department of a small college is now designing its layout for newly built office space.An overhead view of the available office space reveals the following (note: assume all locations are measured from center point to center point):  
-Use the information in Figure 3.1.What is the Euclidean distance between offices A and C?

Accepted Answer

A) less than or equal to 25 feet 
B) greater than 25 but less than or equal to 45 feet 
C) greater than 45 but less than or equal to 65 feet 
D) greater than 65 feet 
A) less than or equal to 25 feet 
B) greater than 25 but less than or equal to 45 feet 
C) greater than 45 but less than or equal to 65 feet 
D) greater than 65 feet

Question 11

Two manufacturing processes are being considered for making a new product.Process #1 is less capital intensive,with fixed costs of $50,000 per year and variable costs of $700 per unit.Process #2 has fixed costs of $400,000 annually,with variable costs of $200 per unit.
a.What is the break-even quantity for the two processes?
b.If annual sales are expected to be 600 units,which process should be selected?
c.If lowest overall costs per year is your overall objective,for what range of annual production quantities should you select the first process? the second process?
d.Operations and Engineering have found a way to reduce the cost of the second process,such that the fixed costs for this process decrease from $400,000 to $300,000 annually.All other costs remain the same (1st process fixed = $50,000 / year,1st process variable = $700 / unit,2nd process variable = $200 / unit).What is the new break even quantity between the two processes?
e.Does this change the process selection for the annual sales volume of 600 units? If so,for what range of annual production quantities should you select the first process and the second process?

Accepted Answer

a.$50,000 + $700(Q)= $400,000 +$ 200(Q)

Question 12

A firm of six departments has the following trip matrix and current block plan of all departments:   a.What is the weighted-distance score for the current layout? (Assume rectilinear distance and that the distance between departments A and B is one unit of distance. )b.What would be the weighted-distance score for the following layout?

Accepted Answer

The answer of A firm of six departments has the...

Question 13

An off-diagonal position in the product-process matrix is typically more profitable than a position on the diagonal.

Accepted Answer

A) True 
 B)False

Question 14

The ability to reprogram machines is useful for both low-customization and high-customization processes.

Accepted Answer

A) True 
 B)False

Question 15

Describe the differences among make-to-order,assemble-to-order,and make-to-stock strategies from the producer's and from the customer's perspective.

Accepted Answer

A make-to-order strategy produces to cus

Question 16

A yacht maker produces customized yachts for a clientele that wants a one-of-a-kind watercraft.This process can be described as:

Accepted Answer

A) divergent. 
B) complex. 
C) specialized. 
D) hybrid. 
A) divergent. 
B) complex. 
C) specialized. 
D) hybrid.

Question 17

Customer involvement reflects the ways in which customers become part of the process and the extent of their participation.

Accepted Answer

A) True 
 B)False

Question 18

A job process should be preferred when:

Accepted Answer

A) workforce and equipment are specialized. 
B) products are made to stock type. 
C) customization is high and volume is low. 
D) customization is low and volume is high. 
A) workforce and equipment are specialized. 
B) products are made to stock type. 
C) customization is high and volume is low. 
D) customization is low and volume is high.

Question 19

Process decisions are strategic in nature.

Accepted Answer

A) True 
 B)False

Question 20

________ are different operations within a facility with individualized competitive priorities,processes,and workforces under the same roof.

Accepted Answer

Plants wit

Exam 3: Process Strategy

Capital intensity is the ease with which employees and equipment can handle a wide variety of products,output levels,duties,and functions.

Assemble-to-order strategy produces a wide variety of products from relatively few assemblies and components after orders are received.

Continuous flow processes have a high level of customization.

The ________ method measures distance between two points with a series of 90-degree turns.

Which statement on reengineering and process improvement is best?

Define economies of scope,and identify how they relate to flexible automation.

A firm that chooses to compete based on delivery speed and variety would most likely have:

Describe and highlight differences among the three process structures in services.

Physical presence does not occur in a manufacturing service process.

An off-diagonal position in the product-process matrix is typically more profitable than a position on the diagonal.

The ability to reprogram machines is useful for both low-customization and high-customization processes.

Describe the differences among make-to-order,assemble-to-order,and make-to-stock strategies from the producer's and from the customer's perspective.

A yacht maker produces customized yachts for a clientele that wants a one-of-a-kind watercraft.This process can be described as:

Customer involvement reflects the ways in which customers become part of the process and the extent of their participation.

A job process should be preferred when:

Process decisions are strategic in nature.

________ are different operations within a facility with individualized competitive priorities,processes,and workforces under the same roof.

Using Operations to Compete

Project Management

Process Analysis

Quality and Performance

Capacity Planning

Constraint Management

Lean Systems

Supply Chain Inventory Management

Supply Chain Design

Supply Chain Location Decisions

Supply Chain Integration

Supply Chain Sustainability and Humanitarian Logistics

Forecasting

Operations Planning and Scheduling

Resource Planning

Decision Making

Waiting Line

Special Inventory Models

Linear Programming

Simulation

Financial Analysis

Acceptance Sampling Plans

Measuring Output Rates

Learning Curve Analysis

Operations Scheduling

Filters