This Operations Management Test assesses knowledge in key operational decision areas such as process, quality, capacity, and inventory. It highlights crucial aspects of management in the service industry, evaluating both theoretical understanding and practical implications.
a. honoring financial commitments
b. maintaining a clean environment
c. developing low-cost products
d. providing an efficient workplace
e. all of the above
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A) Include forecasting and scheduling
B) Include inventory control
C) Require management of personnel
D) None of these
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a. A firm produces its product with less raw material waste than its competitors.
b. A firm offers more reliable products than its competitors.
c. A firm's products are introduced into the market faster than its competitors’ � products.
d. A firm's research and development department generates many ideas for new products.
e. A firm advertises more than its competitors.
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A) Determining what to order, how much to order and when to order
B) Tracking the flow of materials
C) Managing the finished goods inventories
D) All of these
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A) Cost
B) Quality
C) Delivery
D) Flexibility
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a. Boeing's worldwide sales and production
b. Benneton's flexibility in design, production, and distribution
c. A Chinese manufacturer, Haier, opening plants in the United States
d. Ford's partnerships with Volvo and Mazda
e. All of the above are examples.
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A. p-charts
B. c-charts
C. x - and R-charts
D. x -, but not R-charts
E. both p- and c-charts
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a. understanding the customer
b. demographic change, such as decreasing family size
c. changes in professional standards
d. economic change, such as rising household incomes
e. All of the above are such opportunities.
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a. 180 valves/hr
b. 200 valves/hr
c. 220 valves/hr
d. 880 valves/hr
e. 1760 valves/hr
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A) Planning, technology, inventory, control
B) Process, quality, capacity, inventory
C) Process, quality, technology, capacity
D) None of these
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a. advertising and promotion
b. designing the layout of the facility
c. maintaining equipment
d. making hamburgers and fries
e. purchasing ingredients
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a. standardization of parts
b. statistical quality control
c. assembly line operations
d. scientific management
e. time and motion studies
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a. 32.5 boxes/hr
b. 40.6 boxes/hr
c. 62.5 boxes/hr
d. 81.25 boxes/hr
e. 300 boxes/hr
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A. W. Edwards Deming
B. Joseph M. Juran
C. Philip B. Crosby
D. Crosby, Stills, and Nash
E. Armand Feigenbaum
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A. 3.4
B. 6.0
C. 34
D. 2700
E. 6 times the monthly standard deviation of passengers
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a. Henry Ford
b. Frederick W. Taylor
c. W. Edwards Deming
d. Frank Gilbreth
e. just a figure of speech, not a reference to a person
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A) Mutually exclusive
B) Independent of each other
C) Connected
D) Unique
E) Non-value-added
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a. using cheaper materials
b. using less energy
c. according to OSHA standards
d. where environmental regulations are lax
e. more difficult to disassemble
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A. building communication networks that include employees
B. developing open, supportive supervisors
C. moving responsibility from both managers and staff to production employees
D. building high-morale organizations
E. All of the above are techniques for employee empowerment.
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A. display the measurements on every item being produced
B. display upper and lower limits for process variables or attributes, and signal when a process is no longer in control
C. indicate to the process operator the average outgoing quality of each lot
D. indicate to the operator the true quality of material leaving the process
E. none of the above
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A) 12%
B) 40%
C) 66%
D) 79%
E) 90%
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a. It has increased by 50 sets/shift.
b. It has increased by 37.5 sets/hr.
c. It has increased by 20%.
d. It has decreased by 8.3%.
e. It has decreased by 9.1%.
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A) Is easily explained by means of a house of quality
B) Does not consider customer attributes important
C) Depends only on engineering characteristics
D) Assumes interactions are unimportant
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A. p-charts
B. c-charts
C. x - and R-charts
D. x -, but not R-charts
E. both p- and c-charts
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a. Charles Babbage
b. Henry Ford
c. Frank Gilbreth
d. W. Edwards Deming
e. Henri Fayol
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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
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A) 3, 5, 6, 7, 8
B) 1, 3, 4, 5, 6
C) 1, 2, 4, 6, 7
D) 2, 5, 6, 7, 8
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A. out of control and the cause should be established
B. in control, but not capable of producing within the established control limits
C. within the established control limits with only natural causes of variation
D. monitored closely to see if the next sample mean will also fall outside the control limits
e. producing high quality products
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a. cost per unit
b. ability to inventory items
c. timing of production and consumption
d. customer interaction
e. knowledge content
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a. 10%
b. 20%
c. 25%
d. 40%
e. 50%
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A. product template
B. product pulpit
C. product platform
D. product dais
D. product dais
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A. The hospital uses a wide range of quality management techniques.
B. The culture of quality at the hospital includes employees at all levels.
C. The hospital scores very highly in national studies of patient satisfaction.
D. The hospital's high quality is measured by low readmission rates, not patient satisfaction.
E. The design of patient rooms, even wall colors, reflects the hospital's culture of quality.
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A. are not as important as natural causes
B. are within the limits of a control chart
C. depend on the inspector assigned to the job
D. are also referred to as "chance" causes
E. are causes of variation that can be identified and removed
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a. quality, external elements, and precise units of measure
b. labor, capital, and management
c. technology, raw materials, and labor
d. education, diet, and social overhead
e. quality, efficiency, and low cost
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A) Flexibility, price
B) Flexibility, quality
C) Quality, price
D) Price, quality
E) Price, flexibility
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a. is assembled in Washington, D.C.
b. uses engines from Japan
c. has its fuselage sections built in Australia
d. has increased efficiency from new engine technology
e. results from a partnership of about a dozen companies
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a. introduction
b. growth
c. maturity
d. decline
e. retirement
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a. introduction
b. growth
c. maturity
d. decline
e. retirement
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A. Pareto charts
B. flow charts
C. benchmarking
D. Just-in-Time
E. The hospital uses all of the above techniques.
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A. an unrealistic definition of quality
B. a user-based definition of quality
C. a manufacturing-based definition of quality
D. a product-based definition of quality
E. the definition proposed by the American Society for Quality
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a. the competition's output
b. the fact that precise units of measure are often unavailable
c. stable quality
d. the workforce size
e. the type of equipment used
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a. immerses consumers in the delivery of a service
b. uses people's five senses to enhance the service
c. complements physical elements with visual and sound elements
d. consumers may become active participants in the product or service
e. All are elements of experience differentiation.
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a. Value engineering occurs only after the product is selected and designed.
b. Value engineering is the same as value analysis.
C. Value engineering is oriented toward improvement of design.
d. Value engineering occurs during production when it is clear the product is a success.
e. Value engineering can save substantial amounts of product cost, but quality suffers.
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A. 21.8 to 24.2 ounces
B. 23 ounces
C. 22.70 to 23.30 ounces
D. 22.25 to 23.75 ounces
E. none of the above
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A. Virtually all of Honda’s sales (autos, motorcycles, generators, lawn mowers) are based on its outstanding engine technology.
B. Intel focuses on microprocessors and chips.
C. Microsoft focuses on PC software.
D. Firms such as 3M establish goals for profitability from new products.
E. Dell Computers provides fast delivery to customers, but, in return, customers may only select from a limited choice of hardware configurations.
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A. Self-promotion is not a substitute for quality products.
B. Inferior products harm a firm’s profitability and a nation’s balance of payments.
C. Product liability transfers from the manufacturer to the retailer once the retailer accepts delivery of the product.
D. Quality—be it good or bad—l l l l l l will show up in perceptions about a firm’s new products, employment practices, and supplier relations.
E. Legislation such as the Consumer Product Safety Act sets and enforces product standards by banning products that do not reach those standards.
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A) Layout of the facility
B) Job design
C) The type of equipment and technology
D) Product or service inspection
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A) Make or Buy
B) Investment is permanent or temporary
C) Handmade or machine-made
D) High levels or low-levels of inventory
E) Flexible or hard automation
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