Question 1

Which of the following is not a key step toward improving productivity?

Accepted Answer

A)  developing productivity measures for all operations 
B)  improving the bottleneck operations 
C)  establishing reasonable goals for improvement 
D)  considering incentives to reward workers 
E)  converting bond debt to stock ownership 
A)  developing productivity measures for all operations 
B)  improving the bottleneck operations 
C)  establishing reasonable goals for improvement 
D)  considering incentives to reward workers 
E)  converting bond debt to stock ownership

Question 2

Improving efficiency will guarantee a similar improvement in productivity.

Accepted Answer

A) True 
 B)False

Question 3

An example of a tactical operations management decision is determining employment levels.

Accepted Answer

A) True 
 B)False

Question 4

Product design and choice of location are examples of _______ decisions.

Accepted Answer

A)  strategic 
B)  tactical 
C)  operational 
D)  customer-focused 
E)  design 
A)  strategic 
B)  tactical 
C)  operational 
D)  customer-focused 
E)  design

Question 5

Traditional strategies of business organizations have tended to emphasize cost minimization or product differentiation.

Accepted Answer

A) True 
 B)False

Question 6

Productivity is defined as the ratio of input to output.

Accepted Answer

A) True 
 B)False

Question 7

Time-based approaches of business organizations focus on reducing the time to accomplish certain necessary activities. Time reductions seldom apply to:

Accepted Answer

A)  product/service design time. 
B)  processing time. 
C)  delivery time. 
D)  response time for complaints. 
E)  internal audits. 
A)  product/service design time. 
B)  processing time. 
C)  delivery time. 
D)  response time for complaints. 
E)  internal audits.

Question 8

The manager of a carpet store is trying to determine the best installation crew size. He has tried various crew sizes with the results shown below. Based on productivity, what crew size do you recommend? $$\begin{array} { l c } 
\text { Crew Size } & \text { Yards Installed } \
\hline 2 & 716 \
4 & 1298 \
3 & 1017 \
3 & 1002 \
4 & 1278 \
2 & 702
\end{array}$$

Accepted Answer

A)  2 
B)  3 
C)  4 
A)  2 
B)  3 
C)  4

Question 9

The hierarchy and sequence of planning and decision making is: mission, organizational strategy, tactics, and operational decisions.

Accepted Answer

A) True 
 B)False

Question 10

A characteristic that was once an order winner may become an order qualifier, and vice versa.

Accepted Answer

A) True 
 B)False

Question 11

Productivity tends to be only a very minor factor in an organization's ability to compete.

Accepted Answer

A) True 
 B)False

Question 12

Mission statements should be as specific as possible regarding exactly how they will be accomplished.

Accepted Answer

A) True 
 B)False

Question 13

Increasing the service offered to the customer makes it more difficult to compete on the basis of:

Accepted Answer

A)  order qualifiers. 
B)  customization. 
C)  quality. 
D)  price. 
E)  flexibility. 
A)  order qualifiers. 
B)  customization. 
C)  quality. 
D)  price. 
E)  flexibility.

Question 14

Global competition really only applies to multinational organizations.

Accepted Answer

A) True 
 B)False

Question 15

An example of an operational operations management decision is inventory level management.

Accepted Answer

A) True 
 B)False

Question 16

A productivity increase in one operation that does not improve overall productivity of the business is not

Accepted Answer

A)  worthwhile. 
B)  trivial. 
C)  competence-destroying. 
D)  an order winner. 
E)  an order qualifier. 
A)  worthwhile. 
B)  trivial. 
C)  competence-destroying. 
D)  an order winner. 
E)  an order qualifier.

Question 17

The weekly output of a production process is shown below, together with data for labor and material inputs. The standard inventory value of the output 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 running foot. What is the average multifactor productivity for this process? $$\begin{array} { l c c c } 
\text { Week } & \text { Output } & \text { \# Workers } & \text { Material (ft) } \
\hline 1 & 412 & 6 & 2840 \
2 & 364 & 5 & 2550 \
3 & 392 & 5 & 2720 \
4 & 408 & 6 & 2790
\end{array}$$

Accepted Answer

The answer of The weekly output of a production process...

Question 18

A company has introduced a process improvement that reduces processing time for each unit; output is increased by 25 percent with less material, but one additional worker is required. Under the old process, five workers could produce 60 units per hour. Labor costs are $12/hour, and material input was previously $16/unit. For the new process, material is now $10/unit. Overhead is charged at 1.6 times direct labor cost. Finished units sell for $31 each. What increase in productivity is associated with the process improvement?

Accepted Answer

Before: @#LAT-DLM&

Question 19

If people would only work harder, productivity would increase.

Accepted Answer

A) True 
 B)False

Question 20

In the 1970s and early 1980s in the United States, organizations concentrated on:

Accepted Answer

A)  operations strategies. 
B)  improving quality. 
C)  marketing and financial strategies. 
D)  revising mission statements. 
E)  environmental issues. 
A)  operations strategies. 
B)  improving quality. 
C)  marketing and financial strategies. 
D)  revising mission statements. 
E)  environmental issues.

Exam 2: Competitiveness, Strategy, and Productivity

Which of the following is not a key step toward improving productivity?

Improving efficiency will guarantee a similar improvement in productivity.

An example of a tactical operations management decision is determining employment levels.

Product design and choice of location are examples of _______ decisions.

Traditional strategies of business organizations have tended to emphasize cost minimization or product differentiation.

Productivity is defined as the ratio of input to output.

Time-based approaches of business organizations focus on reducing the time to accomplish certain necessary activities. Time reductions seldom apply to:

The manager of a carpet store is trying to determine the best installation crew size. He has tried various crew sizes with the results shown below. Based on productivity, what crew size do you recommend? Crew Size Yards Installed 2 716 4 1298 3 1017 3 1002 4 1278 2 702

The hierarchy and sequence of planning and decision making is: mission, organizational strategy, tactics, and operational decisions.

A characteristic that was once an order winner may become an order qualifier, and vice versa.

Productivity tends to be only a very minor factor in an organization's ability to compete.

Mission statements should be as specific as possible regarding exactly how they will be accomplished.

Increasing the service offered to the customer makes it more difficult to compete on the basis of:

Global competition really only applies to multinational organizations.

An example of an operational operations management decision is inventory level management.

A productivity increase in one operation that does not improve overall productivity of the business is not

If people would only work harder, productivity would increase.

In the 1970s and early 1980s in the United States, organizations concentrated on:

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