Question 1

An example of a strategic operations management decision is the choice of where to locate.

Accepted Answer

A) True 
 B)False

Question 2

Which of the following is not a key factor of competitiveness?

Accepted Answer

A)  price 
B)  product differentiation 
C)  flexibility 
D)  after-sale service 
E)  size of organization 
A)  price 
B)  product differentiation 
C)  flexibility 
D)  after-sale service 
E)  size of organization

Question 3

The weekly output of a fabrication process is shown below, together with data for labor and material inputs. Standard selling price is $125 per unit. Overhead is charged weekly at the rate of $1,500 plus .5 times direct labor cost. Assume a 40-hour week and an hourly wage of $16. Material cost is $10 per foot. What is the average multifactor productivity? $$\begin{array} { l c c c } 
\text { Week } & \text { Output } & \text { \# Workers } & \text { Material (ft) } \
\hline 1 & 392 & 5 & 2720 \
2 & 408 & 6 & 2790
\end{array}$$

Accepted Answer

A)  1.463 
B)  1.457 
C)  1.431 
A)  1.463 
B)  1.457 
C)  1.431

Question 4

Organizational strategy should be determined without considering the realities of functional area strengths and weaknesses since they can be changed to meet our strategy.

Accepted Answer

A) True 
 B)False

Question 5

Which of these factors would be least likely to affect productivity?

Accepted Answer

A)  methods and technology 
B)  workers 
C)  management 
D)  product mix 
E)  advertising 
A)  methods and technology 
B)  workers 
C)  management 
D)  product mix 
E)  advertising

Question 6

The majority of our textbook deals with tactical operations that support established functional strategies.

Accepted Answer

A) True 
 B)False

Question 7

Productivity is expressed as:

Accepted Answer

A)  output plus input. 
B)  output minus input. 
C)  output times input. 
D)  output divided by input. 
E)  input divided by output. 
A)  output plus input. 
B)  output minus input. 
C)  output times input. 
D)  output divided by input. 
E)  input divided by output.

Question 8

Which of the following would be least important in the pursuit of a time-based strategy?

Accepted Answer

A)  cost minimization 
B)  quick changeover times 
C)  operational agility 
D)  reduced complaint resolution times 
E)  flexible technology 
A)  cost minimization 
B)  quick changeover times 
C)  operational agility 
D)  reduced complaint resolution times 
E)  flexible technology

Question 9

Tracking productivity measures over time enables managers to judge organizational performance and decide where improvements are needed.

Accepted Answer

A) True 
 B)False

Question 10

Core competencies in organizations generally do not relate to:

Accepted Answer

A)  cost. 
B)  quality. 
C)  time. 
D)  flexibility. 
E)  sales price. 
A)  cost. 
B)  quality. 
C)  time. 
D)  flexibility. 
E)  sales price.

Question 11

Government statistics are a good source of data about productivity trends in the service sector.

Accepted Answer

A) True 
 B)False

Question 12

Gourmet Pretzels bakes soft pretzels on an assembly line. It currently bakes 800 pretzels each eight-hour shift. If the production is increased to 1,200 pretzels each shift, then productivity will have increased by:

Accepted Answer

A)  50 percent. 
B)  33 percent. 
C)  25 percent. 
D)  67 percent. 
A)  50 percent. 
B)  33 percent. 
C)  25 percent. 
D)  67 percent.

Question 13

A mission statement should provide a guide for the formulation of strategies for the organization.

Accepted Answer

A) True 
 B)False

Question 14

The ratio of good output to quantity of raw material input is called

Accepted Answer

A)  nondefective productivity. 
B)  process yield. 
C)  worker quality measurement. 
D)  total quality productivity. 
E)  quantity/quality ratio. 
A)  nondefective productivity. 
B)  process yield. 
C)  worker quality measurement. 
D)  total quality productivity. 
E)  quantity/quality ratio.

Question 15

Unique attributes of firms that give them a competitive edge are called:

Accepted Answer

A)  functional strategies. 
B)  Balanced Scorecards. 
C)  supply chains. 
D)  core competencies. 
E)  sustainable initiatives. 
A)  functional strategies. 
B)  Balanced Scorecards. 
C)  supply chains. 
D)  core competencies. 
E)  sustainable initiatives.

Question 16

With regard to operations strategy, organization strategy should, ideally, take into account:

Accepted Answer

A)  operations' strengths and weaknesses. 
B)  inventory levels. 
C)  labor productivity. 
D)  product mix. 
E)  production processes. 
A)  operations' strengths and weaknesses. 
B)  inventory levels. 
C)  labor productivity. 
D)  product mix. 
E)  production processes.

Question 17

As long as we match a competitor on quality and price we will gain market share.

Accepted Answer

A) True 
 B)False

Question 18

___________ is generally used to facilitate an organization strategy that emphasizes low cost.

Accepted Answer

A)  Speed to market 
B)  Flexibility 
C)  Customization 
D)  Sustainability 
E)  Standardization 
A)  Speed to market 
B)  Flexibility 
C)  Customization 
D)  Sustainability 
E)  Standardization

Question 19

For firms competing in worldwide markets, conducting __________________ is more complex, since what works in one country or region might not work in another.

Accepted Answer

A)  productivity analysis 
B)  environmental analysis 
C)  strategy implementation 
D)  sustainability analysis 
E)  growth forecasting 
A)  productivity analysis 
B)  environmental analysis 
C)  strategy implementation 
D)  sustainability analysis 
E)  growth forecasting

Question 20

The key to successfully competing is understanding what customers want and then __________ satisfy those wants.

Accepted Answer

A)  training production workers to 
B)  finding suppliers who can 
C)  finding the best way to 
D)  designing products and services that 
E)  hiring enough workers to 
A)  training production workers to 
B)  finding suppliers who can 
C)  finding the best way to 
D)  designing products and services that 
E)  hiring enough workers to

Exam 2: Competitiveness, Strategy, and Productivity

An example of a strategic operations management decision is the choice of where to locate.

Which of the following is not a key factor of competitiveness?

Organizational strategy should be determined without considering the realities of functional area strengths and weaknesses since they can be changed to meet our strategy.

Which of these factors would be least likely to affect productivity?

The majority of our textbook deals with tactical operations that support established functional strategies.

Productivity is expressed as:

Which of the following would be least important in the pursuit of a time-based strategy?

Tracking productivity measures over time enables managers to judge organizational performance and decide where improvements are needed.

Core competencies in organizations generally do not relate to:

Government statistics are a good source of data about productivity trends in the service sector.

Gourmet Pretzels bakes soft pretzels on an assembly line. It currently bakes 800 pretzels each eight-hour shift. If the production is increased to 1,200 pretzels each shift, then productivity will have increased by:

A mission statement should provide a guide for the formulation of strategies for the organization.

The ratio of good output to quantity of raw material input is called

Unique attributes of firms that give them a competitive edge are called:

With regard to operations strategy, organization strategy should, ideally, take into account:

As long as we match a competitor on quality and price we will gain market share.

___________ is generally used to facilitate an organization strategy that emphasizes low cost.

For firms competing in worldwide markets, conducting __________________ is more complex, since what works in one country or region might not work in another.

The key to successfully competing is understanding what customers want and then __________ satisfy those wants.

Introduction to Operations Management

Forecasting

Product and Service Design

Extension: Reliability

Strategic Capacity Planning for Products and Services

Extension: Decision Theory

Process Selection and Facility Layout

Work Design and Measurement

Extension: Learning Curves

Location Planning and Analysis

Extension: The Transportation Model

Management of Quality

Quality Control

Extension: Acceptance Sampling

Aggregate Planning and Master Scheduling

MRP and ERP

Inventory Management

Jit and Lean Operations

Extension: Maintenance

Supply Chain Management

Scheduling

Project Management

Management of Waiting Lines

Linear Programming

Filters