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Q:
Which of the following is NOT an element of the service-product bundle?
A. Facilitating goods
B. Explicit service
C. Implicit service
D. Value of goods/service
Q:
What are the three areas of process selection decisions that affect environmental impact?
Q:
Which of the following is NOT a characteristic of service operations?
A. Intangible output
B. The buyer can perform part of the production
C. Product cannot be stored
D. Ownership is transferred at time of purchase
Q:
Which of the following is NOT a significant difference between manufacturing and service operations?
A. Transportation
B. Customer contact
C. Resale
D. Cost per unit
Q:
What are the six types of focus?
Q:
Apply the concepts of plant-within-a-plant (PWP) and mass customization to service organizations. Discuss.
Q:
Which of the following is NOT a correct statement?
A. A service is produced and consumed simultaneously
B. Services are provided in a bundle of services and goods
C. The service delivery system should be designed primarily around the employees in the system
D. Low-contact services can usually be made more efficient than high-contact services
Q:
A good service guarantee:
A. Is often an advertising gimmick
B. Is an honest assurance that the customer will be satisfied
C. Has many stipulations and conditions
D. Costs a lot
Q:
Hayes and Wheelwright argued that it is profitable for firms to operate along the diagonal of the product-process matrix. Justify the reason surrounding their argument. Can you think of situations in which firms could move away from the diagonal and yet remain profitable?
Q:
Classify the following examples as continuous, line, batch, or project flow processes. Identify the type of Labor (skills, task type, & pay), Capital (investment, inventory, & equipment), Control and Planning (production and inventory control) requirements for these processes. Explain your choices.a. Building an aircraft at Boeingb. Building sports utility vehicles (SUV) at Toyota Motor Corporationc. Refining gasoline in the oil and gas industryd. Processing checks at Chase Banke. Consulting services offered by a major consulting fir
Q:
Continuous processes and assembly lines are very efficient but have little flexibility.
Q:
Mass customization uses a make-to-stock process.
Q:
Mass customization makes use of the concept of:
A. Economies of scale
B. Economies of scope
C. Economies of variety
D. Economies of customization
Q:
Most batch and job shop operations have throughput ratios of 90 to 100%.
Q:
Mass customization is defined as:
A. Producing whatever the customer wants
B. Making a small variety of products by use of mass production
C. Producing a large variety of products at approximately the same cost as mass production
D. Customizing products using economies of scale
Q:
Job shop operations typically use special-purpose equipment.
Q:
Which of the following are the three forms of mass customization:
A. Modular production, postponement, and efficient customer response
B. Fast changeover, modular production, and make-to-stock
C. Modular production, postponement, and fast changeover
D. Assemble-to-order, modular production, and value analysis
Q:
In a make-to-stock operation, the order penetration point is after fabrication and before final assembly.
Q:
An example of an industry that produces a few major discrete products and uses a product layout is:
A. Commercial printer
B. Heavy equipment
C. Automotive assembly
D. Sugar refinery
Q:
In an assemble-to-order operation, the order penetration point is after fabrication and before final assembly.
Q:
Which of the following is/are among the factors that appear to influence process selection?
A. Capital requirements
B. Labor
C. Technology
D. a, b, and c
Q:
Mixing a variety of products with different volumes and different levels of standardization leads to a lack of focus.
Q:
An example of a business/industry that uses batch flow and makes to stock is:A. Oil refiningB. Machine shopC. Customized paintingsD. Hospital
Q:
An assembly line process requires high labor skills and high pay.
Q:
Service level and capacity utilization are performance measures of a _____ process.
A. Make-to-stock
B. Make-to-order
C. Assemble-to-order
D. All of the above
Q:
In an assemble-to-order process, the sub-assemblies are made-to-order, while final assembly is made-to-stock.
Q:
The type of processing system that has high product variety and moderate capital investment is:
A. Line
B. Continuous production
C. Project
D. Batch
E. Mass production
Q:
In a batch operation, each product must have the same flow path and must pass through all of the same work centers.
Q:
The type of processing system that is used for complex jobs with a unique or creative set of activities and where automation is virtually impossible is:
A. Mass production
B. Continuous production
C. Project
D. Batch
Q:
The key performance measure of a make-to-order process is the lead-time.
Q:
A _____ operation uses a process layout, while a ______ operation uses a product layout.
A. Batch, line
B. Line, batch
C. Job shop, batch
D. Continuous, line
Q:
Describe modular design. What are the desirable outcomes of modular design to the firm? To customers?
Q:
The type of processing system that is used for highly standardized products such as oil and gasoline is:
A. Mass production
B. Continuous process
C. Project
D. Batch
Q:
Describe value analysis. What are the desirable outcomes of value analysis to the firm? To customers?
Q:
An important lesson from the product-process matrix is:
A. Give importance to product choice decisions over process choice decisions
B. Give importance to process choice decisions over product choice decisions
C. Give importance to aligning product choice decisions and process choice decisions
D. Most firms should operate off the diagonal to achieve competitive status
Q:
What criteria are important when a company is considering a supplier as a potential collaborator in new-product development?
Q:
Referring to the product-process matrix, if a company has a few major products with high demand and a jumbled flow (job shop) process, we know the company:
A. Has a company strategy
B. Is on the diagonal of the matrix
C. Is further in its product life cycle than its process life cycle
D. Is further in its process life cycle than its product life cycle
Q:
What are ways in which a company could collaborate with customers for new-product design?
Asking customers the right questions: What can we do to make your life easier or more productive?
Q:
Identify the correct statement from the following.A. A batch process is characterized by jumbled flow while an assembly line process is characterized by a sequential flow.B. A project process is characterized by difficult planning and scheduling.C. A job shop process is used to produce to customer order.D. All of the above
Q:
An entrepreneur is planning to start a factory to produce high-tech plastic containers in high volumes. She will use either an assembly line or batch process and has selected two possible sites, one in a small town and one in a big city. She has discovered the following: Based on the information just presented, which of the following should be chosen?
A. Assembly line in city
B. Assembly line in small town
C. Batch process in city
D. Batch process in small town
Q:
Explain the information conveyed by various elements in the house of quality.
Q:
Medtronic Inc. designs and manufacturers pacemakers, small metal cases that contain electronic circuitry and a battery to regulate a persons heartbeat. Describe the typical process that should be followed by Medtronic Inc. while developing a new generation of this technology.
Concept Development Phase: This phase is concerned with generating ideas regarding the product (pacemaker) and evaluating various alternatives for making this product. For example, decisions regarding the type of material used, the types of battery used, etc. are discussed during this stage. The concept development phase does not involve physical design of the product, but it consists of a selection process wherein the best alternative is selected by the company.
Q:
A make-to-order operation would be primarily concerned with:
A. Forecasting demand
B. Production planning
C. Balancing inventory and service
D. Lead-time
Q:
With the technology push view of new-product introduction, technology and the market equally determine which products a firm should make.
Q:
A company makes necklaces with attached letters. Department A manufactures the necklace chains and letters ahead of demand. Department B assembles the necklaces for specific names when orders are received. Departments A and B are, respectively:
A. Make-to-stock, make-to-stock
B. Make-to-stock, assemble-to-order
C. Make-to-order, make-to-stock
D. Make-to-order, assemble-to-order
Q:
Process efficiency is usually highest in which type of process?
A. Assembly line
B. Batch
C. Project
D. Job shop
Q:
ISO 9000 requires that a new-product development process be defined and followed by a company.
Q:
The throughput ratio (TR) is the ratio of the total processing time for the job divided by:
A. Total waiting time
B. Utilization
C. Total waiting time plus total processing time
D. 100
Q:
Modular design offers new opportunities for product and process design.
Q:
A large office with a copy department, a drafting department with all of the engineers located together, and all of the managers located together in a large suite of offices is an example of:
A. An assembly line process
B. A batch process
C. A project process
D. A continuous process
Q:
Market pull is the best way to introduce new products.
Q:
One of the major benefits of concurrent engineering is the reduction in time to complete the new-product development process.
Q:
The first step in Quality Function Development is to determine the customer attributes. The second step in QFD is to translate the customer attributes into target values.
Q:
Quality Function Deployment:
A. Links customer requirements to technical specifications
B. Eliminates customer attributes
C. Depends only on engineering characteristics
D. Assumes that interactions between engineering characteristics are unimportant
Q:
Misalignments between operations and product design can occur in technology, infrastructure, and rewards systems.
Q:
Three typical misalignments between product design and operations are:
A. Technology, reward systems, and infrastructure
B. Technology, process, and design
C. Technology, culture, and hierarchy
D. None of the above
Q:
Product design supports the business strategy.
Q:
Modular design involves:
A. Dividing the production process into separate work units
B. Dividing the products into product lines
C. Dividing the products into their similar components
D. Dividing the products into different cost categories
Q:
Value analysis:
A. Improves the usefulness of the product without increasing the cost
B. Reduces the cost of a product without reducing its usefulness
C. Both a and b
D. None of the above
Q:
A restaurant offers a "customer's choice" sandwich for which the customer specifies the bread, meat, cheese and topping he or she wants. There are three types of bread, three types of meat, three types of cheese and four types of topping. How many different sandwiches can the restaurant make?
A. 4
B. 27
C. 108
D. 162
Q:
Design for manufacturing involves:
A. Simplification of products
B. Development of successive generations of products
C. Manufacture of multiple products using common parts, processes, and modules
D. Both a and c
Q:
Process design:
A. Is the way new product ideas are developed
B. Is the next stage after product design
C. Is considered less important to a company than product design
D. Should occur at the same time as product design
Q:
Quality Function Deployment:
A. Is a tool for linking customer requirements to technical specifications
B. Facilitates inter-functional cooperation between marketing, engineering, and manufacturing
C. Relates engineering characteristics to each other
D. All of the above
Q:
An example of a prototype is:
A. A military aircraft
B. The personal computer
C. A Broadway play
D. The original McDonald's restaurant
Q:
When marketing, engineering, and operations simultaneously develop a product, this approach is known as _________.
A. Sequential process
B. Traditional approach
C. Concurrent engineering
D. None of the above
Q:
Which of the following is NOT part of the new-product development process?
A. Concept development
B. Product design
C. Development of the marketing strategy
D. Pilot production/testing
Q:
In which phase of the new-product design process should considerations about tradeoffs among product cost, quality, and schedule be made?
A. Concept development
B. Product design
C. Preliminary process design
D. Pilot production/testing
Q:
The concept that a product should not only fit the market needs but have a technical advantage as well is known as the:
A. Market pull approach to new-product introduction
B. Technology push approach to new-product introduction
C. Interfunctional view to new-product introduction
D. Dual approach to new-product introduction
Q:
The market-pull view of new product innovation is to:
A. "Pull" the products into the market as fast as possible
B. Develop products that the company can sell, based on customer needs
C. Market whatever the company makes best
D. Make new products appealing through innovative packaging
Q:
How do the operations strategic decisions differ for a product imitator strategy versus a product innovator strategy?
Q:
Quality Function Deployment includes which of the following: (1) relative importance of customer attributes, (2) tolerance stack-up, (3) a comparison to the competitor's product, (4) engineering characteristics, (5) customer perceptions, (6) customer attributes, (7) variation around a target, (8) value analysis.
A. 3, 5, 6, 7, 8
B. 1, 3, 4, 5, 6
C. 1, 2, 4, 6, 7
D. 2, 5, 6, 7, 8
Q:
Describe five focused initiatives with which a company should start its sustainability journey?
Q:
Think of an example of a manufacturing (e.g., 3M) or service (e.g., Southwest Airlines) firm. Briefly discuss in your own words the operations mission, order winner, order qualifiers and distinctive competence of the chosen firm(s).
Southwest Airlines
Q:
A decision is made that suppliers will be chosen based on quality rather than cost. This is an example of which of the following?
A. Objective
B. Mission
C. Distinctive Competence
D. Strategic decision
Q:
Imitative products have low profit margins and fairly predictable demand.
Q:
Supply Chain Strategy focuses, in part, on:A. Purchasing and logisticsB. CustomersC. Information flowD. All of the above
Q:
The business strategy can be derived from a firm's distinctive competence that is difficult for competitors to copy or imitate.
Q:
A corporate strategy drives the business strategy, which in turn drives the operations strategy in an organization.
Q:
Which of the following illustrates a distinctive competence?A. Patented technologyB. A successful business strategyC. Ten applications for each open positionD. Low cost production
Q:
McDonald's distinctive competence has changed over time from continuous improvement of the transformation system and brand to the unique service and supply chain transformation system.