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) Include forecasting and scheduling
B) Include inventory control
C) Require management of personnel
D) None of these
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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) Process, quality, capacity, and human resources
B) Process, quality, human resources, and inventory
C) Quality, inventory, human resources, and capacity
D) Quality, capacity, inventory, and human resources
E) Process, capacity, quality, and inventory
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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) 12%
B) 40%
C) 66%
D) 79%
E) 90%
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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. 180 valves/hr
b. 200 valves/hr
c. 220 valves/hr
d. 880 valves/hr
e. 1760 valves/hr
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a. 10%
b. 20%
c. 25%
d. 40%
e. 50%
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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. 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. 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. 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. 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. 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. assembly line production
b. measuring the productivity in the service sector
c. just-in-time inventory methods
d. statistical quality control
e. all of the above
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a. 1920s; statistical sampling
b. United Kingdom; mass production
c. U.S. Army; logistics
d. nineteenth century; interchangeable parts
e. none of the above
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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. standardization of parts
b. statistical quality control
c. assembly line operations
d. scientific management
e. time and motion studies
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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) 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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A) Mutually exclusive
B) Independent of each other
C) Connected
D) Unique
E) Non-value-added
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A) Flexibility, price
B) Flexibility, quality
C) Quality, price
D) Price, quality
E) Price, flexibility
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A) Internal/External Analysis, Mission, Distinctive Competence, Objectives
B) Mission, Distinctive Competence, Objectives, Policies
C) Mission, Objectives, Policies, Tactics
D) Internal/External Analysis, Mission, Objectives, Tactics
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A) Objective
B) Mission
C) Distinctive Competence
D) Policy
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A) Objective
B) Mission
C) Distinctive Competence
D) Policy
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A) Cost
B) Quality
C) Delivery
D) Flexibility
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A) Valuable resource
B) Rare resource
C) Inimitable resource
D) Attainable
E) None of the Above
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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. 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. reduce costs
b. improve the supply chain
c. stockholder approval ratings
d. attract new markets
e. All of the above were suggested.
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a. productivity, efficiency, and quality leadership
b. differentiation, cost leadership, and quick response
c. differentiation, quality leadership, and quick response
d. distinctive competency, cost leadership, and experience
e. differentiation, distinctive competency, quality leadership, and capacity
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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. 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. introduction
b. growth
c. maturity
d. decline
e. incubation
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a. layout design
b. process and capacity design
c. supply chain management
d. goods and service design
e. All of the above are correct.
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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) 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) 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) 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) 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) A and B only
E) A, B, and C
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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 B
E) Both A and C
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a. no longer builds boats with any wooden parts
b. designs and builds boat hulls by hand
c. treats the product design decision as critical to its success
d. gets its competitive advantage by being the low-cost producer of boats designed by others
e. designs several new boats each year, but contracts other firms for their manufacture
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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. 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. 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. product template
B. product pulpit
C. product platform
D. product dais
D. product dais
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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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