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Management
Q:
Value stream maps are similar to flowcharts and are used for identifying the waste and non-value-added steps in the current process.
Q:
Toyota Production System is another term for a lean system.
Q:
According to the lean philosophy, a stable master production schedule is desirable to reduce the work-in-process inventories.
Q:
Takt time is the available time for production divided by demand.
Q:
External setups refer to actions that require stoppage of the production process.
Q:
External setup time refers to:
A. The time it takes workers to set up a machine during scheduled maintenance
B. The time to complete setup activities that do not require that the machine be stopped
C. The time it takes equipment vendors to set up the machine
D. None of the above
Q:
Which of the following is NOT generally an element of a lean system?
A. Flexible workforce
B. Type II MRP system
C. Stable master schedule
D. Kanban pull system
Q:
Reduction of setup time is accomplished by separating internal and external setups and:
A. Reducing inventory
B. Implementing a kanban system
C. Converting internal setup time to external setup time
D. Reducing lot sizes
Q:
Why is a uniform load desirable in a lean system?
A. To balance the workload on all work centers
B. To allow for production of safety stock
C. To signal the need for more parts
D. To increase the time for scheduled maintenance
Q:
Given the following information pertaining to item AX143, determine the appropriate number of kanban cards that should be used to support production.Demand rate = 500 units/weekTime for container to complete circuit = 2 weeksSafety stock = 30 percentSize of container = 5 unitsA. <100 unitsB. Between 100 and 500 unitsC. >500 unitsD. There is not enough information to answer the question
Q:
Reducing setup time is important because it:
A. Increases available capacity
B. Increases flexibility to meet schedule changes
C. Reduces inventory
D. All of the above
Q:
One of the main objectives of a lean system is:A. Striving for good enoughB. Reduction of takt timeC. Reduction of wasteD. Define value from the manufacturers perspective
Q:
Supplier management in a lean system:A. May require co-location of supplier goods close to plants that receive deliveryB. Means and increase in the number of suppliers for each componentC. Generally involves short-term relationships with the buyerD. Usually requires additional paperwork, as compared with the non-lean system
Q:
With regards to suppliers, lean systems typically require:
A. Delivery of large lots at frequent intervals
B. Buyer inspection of goods and materials
C. Multiple sources from which to purchase
D. Long-term relationships and commitments
Q:
Managing quality in a lean system:A. Is easyB. Means that product and service defects are never defined as wasteC. Is done by suppliersD. Requires continuously exposing and correcting quality problems
Q:
For production control, lean pull systems are best suited for:
A. Repetitive manufacturing
B. Job shop production
C. Semi-repetitive batch manufacturing
D. Unpredictable demand
Q:
If it takes 100 minutes to complete a circuit, demand at the next work center is 5 parts per minute, and a kanban container holds 20 parts, how many containers are required?
A. 25
B. 5
C. 40
D. 20
Q:
Lean emphasizes all of the following except:
A. Setup time reductions
B. Cross training of workers
C. Lot size reduction
D. Increased utilization of machines
Q:
The time it takes a container to complete an entire circuit consists of:
A. Move time, time used, and wait time
B. Wait time, run time, setup time, and idle time
C. Fill time, wait time, move time, time used, and time to be returned to be filled again
D. None of the above
Q:
A kanban card is used to signal that:
A. The next work center is stopped
B. A materials handler has run out of parts
C. A machine has broken down
D. Parts are needed by the subsequent work center
E. A machine is ready for preventive maintenance
Q:
Which of the following is not an element of lean?
A. Small-lot sizes
B. Modularized master schedule
C. Multifunction workers
D. Kanban pull system
E. Perfect or nearly perfect quality
Q:
The ideal lot size for a lean system is:
A. Infinite
B. One
C. The capacity of the machine
D. Variable according to the production requirements
E. None of the above
Q:
The ideal setup time for a lean system is:
A. 5 minutes
B. The time it takes the line to get ready
C. 0 minutes
D. 1 hour
Q:
Lean thinking can be applied to:A. ManufacturingB. ServicesC. Functions other than operationsD. All of the above
Q:
It takes 1 minute to remove a burger from the cooler. The burger is cooked for 2 minutes and requires constant monitoring (the worker cannot do something else during cooking). Cooked burgers are assembled into sandwiches with buns, lettuce, and tomato. This step takes 45 seconds per sandwich. Finally, packaging the sandwich takes about 10 seconds. What is the bottleneck in the process? Why?
Q:
If a work center has no empty kanban containers, the workers at the work center should do which of the following?
A. Continue to produce as much inventory as they can
B. Produce enough inventory to meet the following day's demand
C. Produce enough inventory to satisfy the master production schedule
D. Stop production
Q:
Provide two examples for each of the following categories of good questions to ask when conducting process flow analysis.a. Flowb. Timec. Quantityd. Qualitye. Cost
Q:
Process elements that might be changed when improving a process include:
A. Job design
B. Product or service design
C. Equipment or tools
D. All of the above
Q:
Provide two examples for each of the following categories of good questions to ask when conducting process flow analysis:
a. What
b. Who
c. Where
d. When
e. How
a. What: What does the customer need? What operations are really necessary? Can some operations be eliminated, combined, or simplified? Should the product be redesigned to facilitate production?
b. Who: Who is performing each operation? Can the operation be redesigned to use less skill or fewer labor hours? Can operations be combined to enrich jobs and thus improve productivity or working conditions? Who are the suppliers? Should different suppliers be used, or can the current suppliers be used more effectively? Should some or all of the operations be outsourced to suppliers?
c. Where: Where is each operation conducted? Can the layout be improved to reduce the distance traveled or make the operations more accessible?
d. When: When is each operation performed? Is there excessive delay or storage? Are some operations creating bottlenecks? How can the waiting time be reduced?
e. How: How is the operation done? Can better methods, procedures, or equipment be used? Should the operation be revised to make it easier or less time consuming?
Q:
Which of the following is NOT a prerequisite to process flowcharting?
Q:
A store open 24 hours per day is interested in determining store traffic. They found that customers arrive uniformly at the rate of 10 customers per hour. The store has a single worker to process customers. The worker takes an average of 5 minutes to process a customer. If we assume that every customer must be processed, what is the average number of customers in the store?
Q:
Process redesign tends to be cross-functional in nature and requires a complete overhaul of work methods, flows, and information systems.
Q:
The capacity of a process is determined by:
A. The bottleneck
Q:
A line of visibility separates the parts of a service that come in direct contact with customers from those that do not.
Q:
Which of the following is NOT one of the four principles of process redesign?
A. Organize around outcomes, not tasks
B. Have the people who do the work process their own information
C. Eliminate unnecessary steps in the process
D. Automate the remaining steps in the process
Q:
A process will generally have at least one bottleneck.
Q:
Analysis of the flow of information:
A. Is only necessary if management wants tight control of the system
B. Is more important than materials flow
C. Should always accompany an analysis of materials flow
D. Is only of concern to service industries
Q:
If there are multiple resources that process each transaction, then the process capacity is the sum of all the individual capacities of the resources.
Q:
What does a square or rectangle symbol indicate in a flowchart?
Q:
A diamond symbol in a flowchart indicates:
A. Evaluation with more than one possible outcome
Q:
A process view emphasizes that it is important for a business to function as independent silos.
Q:
Which of the following statements about Little's Law is NOT include?
A. Little's Law cannot be applied to service operations
B. Little's Law relates the average number of units in the system to average throughput time and average flow rate
C. Little's Law includes processing and waiting time
D. Little's Law assumes that the system is in steady state
Q:
A service blueprint is used to analyze and manage the service process because it involves:
A. The identification of flows, bottlenecks, and customer interaction points
B. The design of the services advertising campaign
C. The identification of the consumer benefit concept
D. All of the above
Q:
One step in process flow analysis is to describe the existing process. If a new system is being developed, (there is no existing system):
A. This step is simply omitted
B. Process flow analysis cannot be performed
C. A socio-technical design must be used
D. The analysis must include a hypothetical process for comparison
Q:
A service blueprint:
A. Shows all points of interaction between the customer and the service providers
B. Contains a "line of visibility"
C. Includes front office and back office process flows
D. All of the above
Q:
The first step in process flow analysis is:
A. To develop a flowchart
B. To break the process down into blocks
C. To decide what technique will be used to analyze the process flow
D. To select an appropriate transformation process for analysis
Q:
Which of the following statements regarding business process reengineering (BPR) is NOT true?
A. BPR is a term coined by Hammer and Champy in the book called "Reengineering the Corporation."
B. BPR refers to extensive process redesign.
C. BPR simplifies processes and eliminates the non-value added elements from the process.
D. BPR is synonymous to the Total Quality Management approach of process improvement.
Q:
Which of the following would NOT be changed due to process flow analysis?
A. Raw materials
B. Product or service design
C. Job design
D. Customers
Q:
Outsourcing is the export of service activities to other countries.
Q:
A numerically controlled machining center has an average processing capacity of 5000 units per day. It receives an average of 3000 units of inventory from another machining center and it has to supply an average of 1000 units of finished goods to the packaging section. Assuming that the company incurs a significant cost for carrying finished goods supplied to the packaging section, the flow rate of the machining process is:
A. 3000 units per day
B. 5000 units per day
C. 1000 units per day
D. None of the above
Q:
The major difference between the service delivery system matrix and the product-process matrix is that service process design generally does not vary with customer volume.
Q:
If a factory has 100,000 units of materials in the system and if the average flow rate of the system is 5000 units per day, then according to Little's Law, the average throughput time is:
A. 0.5 days
B. 20 days
C. 0.05 days
D. 100 days
Q:
According to the service profit chain, employees are more likely to be satisfied when management works to improve internal service quality.
Q:
If I denotes the average inventory in the system, T denotes the average throughput time, and R denotes the average flow rate of the system, then by Little's Law:
A. I = T/R
B. T = I + R
C. I = R/T
D. R = I/T
Q:
In the process view of business, which of the following should be identified when defining the system?
Q:
Co-routed services offer a larger amount of choices to customers than do customer-routed services.
Q:
McDonald's uses what Levitt refers to as "the job shop type approach to service."
Q:
Describe differences in sales opportunities and production efficiency for varying levels of customer contact.
Q:
A small improvement in customer loyalty can substantially improve the profitability of a service firm.
Q:
Describe the difference in service delivery system design for customer-routed services versus provider-routed services.
Q:
High-contact services are more likely to be front office operations and low-contact services are more likely to be back office operations.
Q:
What are the five key findings of the report by Duke University and Booz & Hamilton on global offshoring of services?
Q:
Service guarantees are only for consumers outside the firm, and do not apply to internal customer relationships within a firm.
Q:
What are the five types of customer-induced variability that impact service operations, according to Frei?
Q:
Implicit service is also known as tangible service.
Q:
Design a service produce bundle for a new airline company operating between Minneapolis-St. Paul International Airport (MSP) and Los Angeles International Airport (LAX). The route between MSP and LAX is extremely competitive with several major airlines providing daily service. How can your design help the new airline company dominate the existing competition?
Q:
The customer is a part of the service delivery process and may introduce inefficiencies into the service delivery system.
Q:
Identify some of the prominent differences between service operations and manufacturing operations. Describe the challenges that are unique to service operations and describe some methods to overcome them.
Q:
Which of the following is NOT an example of a high contact service?
A. Retail trade
B. Personal services
C. Business services
D. Auto repair
Q:
Which of the following is NOT included in internal service quality in the service profit chain?
A. Workplace design
B. Job design
C. Employee selection
D. Product design
Q:
A service guarantee:
A. Is like a product guarantee except that it is for a service
B. Specifies exactly what the service delivery system must provide
C. Builds loyalty
D. All of the above
Q:
The service-profit chain shows that _____ is the key to profitability.
A. customer loyalty
B. customer satisfaction
C. customer contact
D. employee productivity
Q:
A service recovery process:
A. Follows every service transaction
B. Is an implicit service
C. Is rapid compensation for a service failure
D. None of the above
Q:
Estate planning would be an example of a:
A. Co-routed service
B. Customer-routed service
C. Provider-routed service
D. None of the above
Q:
The degree of customer contact measures:
A. The amount of time the customer is separated from the service delivery system
B. The amount of time the customer is in the service delivery system while the service is being produced
C. The customization abilities of the service system
D. None of the above
Q:
Which of the following are characteristics of a low-contact service delivery system?
A. Lower costs and more standardization
B. Greater flexibility, need for people who are highly skilled in interpersonal relations, and a customer orientation
C. Need for people with a high level of technical skills oriented toward efficient processing, well-defined procedures, and smooth flow
D. Both a and c
E. All of the above
Q:
An example of a service business/organization that has a high degree of customer contact, high customization, and a high degree of labor intensity is:
A. Retailing
B. Hotels
C. Law practice
D. Schools
Q:
____ contact services require employees with technical skills and efficient processing routines.
A. High
B. Low
C. Moderate
D. More than one of the above
Q:
Which of the following is NOT a general characteristic of a service?
A. Production and consumption are simultaneous
B. The service can be transported
C. No resale is possible
D. The service cannot be stored
Q:
What are the major cross-functional issues related to process selection decisions?