Managing Operations Across the Supply Chain 4Th Edition By Morgan Swink - Test Bank

Managing Operations Across the Supply Chain 4Th Edition By Morgan Swink – Test Bank

 

Instant Download – Complete Test Bank With Answers

 

 

Sample Questions Are Posted Below

 

Managing Ops Across the Supply Chain, 4e (Swink)

Chapter 5  Manufacturing and Service Process Structures

 

1) Which of the following process structures can produce the widest variety of products?

1. A) Job shop
2. B) Repetitive process
3. C) Continuous flow
4. D) Batch operation

 

Answer:  A

Explanation:  Job shop processes produce the widest variety of process types.

Difficulty: 1 Easy

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

2) Which process type is not correctly matched with its descriptive characteristic?

1. A) Project—high complexity
2. B) Repetitive process—customized products
3. C) Job shop—high flexibility
4. D) Continuous flow—low-skilled workers

 

Answer:  B

Explanation:  Repetitive processes typically produce standardized products. The other choices are correct (see Table 5-1).

Difficulty: 1 Easy

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

3) Which of the following types of businesses would most likely use a batch process structure?

1. A) Company that builds cruise ships.
2. B) An automotive assembler such as Ford Motor Co.
3. C) A glass beverage bottle manufacturer.
4. D) A company that produces automobile seats.

 

Answer:  D

Explanation:  Automobile seats have moderate volumes and varieties considering such factors as differences in upholstery and thus would use a batch process (see Table 5-1).

Difficulty: 2 Medium

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

4) Wanda Corp. currently uses a job shop process. It wants to maintain the advantages of this but increase efficiency. Wanda should investigate:

1. A) Cellular manufacturing.
2. B) Job shop processes.
3. C) Mass customization.
4. D) Project process.

 

Answer:  A

Explanation:  Cellular manufacturing attempts to maintain flexibility of job shops but at lower costs.

Difficulty: 1 Easy

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

5) Zanda Corp. wants to have a process structure that has cost advantages similar to continuous or repetitive processes, but wants to produce greater variety than those processes normally allow. Zanda should consider:

1. A) Cellular manufacturing.
2. B) Job shop processes.
3. C) Mass customization.
4. D) Project process.

 

Answer:  C

Explanation:  Mass customization attempts to maintain cost advantages similar to continuous or repetitive processes, but allows a firm to produce greater variety than those processes normally allow.

Difficulty: 2 Medium

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

6) Jones Company has a make to order orientation. It most likely does NOT use:

1. A) Continuous process structure.
2. B) Cellular manufacturing process structure.
3. C) Job shop process structure.
4. D) Batch process structure.

 

Answer:  A

Explanation:  Continuous process structures are used for make to stock orientations. The others are primarily make to order.

Difficulty: 2 Medium

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

7) Companies with a make to stock orientation are most likely to use which of the following process structures?

1. A) Mass customization
2. B) Job shop
3. C) Repetitive process
4. D) They are likely to use any one of these process structures.

 

Answer:  C

Explanation:  Of the alternatives, only repetitive process applies to make to stock. The others are make or assemble to order.

Difficulty: 1 Easy

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

8) For which market orientation is accurately forecasting the amount of finished goods needed likely to be the most important for a firm’s financial performance?

1. A) Engineer to order
2. B) Make to order
3. C) Assemble to order
4. D) Make to stock

 

Answer:  D

Explanation:  In a make to stock orientation, products are made in advance of actual customer orders and held in inventory. Thus, forecasting is critical to both costs and sales. Firms using the other orientations do not produce finished goods until after a customer order is received.

Difficulty: 2 Medium

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

9) Which of the following products is most likely to require an assemble to order market orientation?

1. A) An upholstered sofa
2. B) A mobile phone
3. C) Shampoo
4. D) A race car

 

Answer:  A

Explanation:  For an upholstered sofa requiring an assemble to order orientation, the premade frames are held in inventory but the fabric is not added until a customer order is placed. Sofas can also be make to stock.

Difficulty: 2 Medium

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

10) Choose the service type that is correctly matched with one of its key characteristics.

1. A) Service factory—facilities and equipment represent a large proportion of total costs.
2. B) Service shop—there is a low degree of customer interaction.
3. C) Mass service—transactions are very varied from customer to customer.
4. D) Professional service—transactions tend to be fairly standardized.

 

Answer:  A

Explanation:  A service factory requires high capital investment. The other descriptions are opposite of the reality. See Figure 5-3.

Difficulty: 1 Easy

Topic:  Unique Aspects of Service Processes

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

11) Which of the following is NOT considered to be part of the service process matrix?

1. A) Customization
2. B) Volume
3. C) Customer interaction
4. D) Labor intensity

 

Answer:  B

Explanation:  The degree of customization/customer interaction and labor/capital intensity form the axes of the service process matrix as shown in Figure 5-3.

Difficulty: 1 Easy

Topic:  Unique Aspects of Service Processes

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

12) Using technology such as self-checkouts in grocery stores to enable customers to complete the service delivery and transaction themselves is most commonly used for:

1. A) Service factories.
2. B) Service shops.
3. C) Mass services.
4. D) Professional services.

 

Answer:  C

Explanation:  Because there is moderate to low customization/customer interaction, meaning that large groups of customers have similar requirements, mass services technology can be used to create “self-services.” This helps to reduce labor costs and can increase service availability for customers.

Difficulty: 2 Medium

Topic:  Unique Aspects of Service Processes

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

13) All of the following are potential benefits of decoupling front and back offices in service processes EXCEPT:

1. A) Standardization across multiple locations.
2. B) Economies of scale.
3. C) Use of remotely located back-office employees.
4. D) Easier customization of services.

 

Answer:  D

Explanation:  Decoupling allows for back-office work to be done at a remote centralized location, allowing for standardization and economies of scale. Decoupling may actually reduce the ability to customize services.

Difficulty: 2 Medium

Topic:  Unique Aspects of Service Processes

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

14) Ensuring that all the right people, equipment, and materials arrive on time is especially challenging when using which layout?

1. A) Fixed-position layout
2. B) Functional layout
3. C) Service factory layout
4. D) Product layout

 

Answer:  A

Explanation:  In a fixed-position layout, all of the necessary resources must come to the work site.

Difficulty: 1 Easy

Topic:  Operations Layout

Learning Objective:  05-03 Describe how each of the operations layouts-fixed-position, functional, product, and cellular-is designed to meet the demands placed on it.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

15) A common goal when designing a functional layout is to:

1. A) Ensure materials arrive on schedule.
2. B) Reduce the time and cost of moving people and materials between departments.
3. C) Avoid downtime at any workstation.
4. D) Balance the flow of materials through the process.

 

Answer:  B

Explanation:  Because each product or customer takes a unique route through the process, the time and cost for movement can be very high.

Difficulty: 2 Medium

Topic:  Operations Layout

Learning Objective:  05-03 Describe how each of the operations layouts-fixed-position, functional, product, and cellular-is designed to meet the demands placed on it.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

16) Zanadu Corp. has dedicated equipment and workers in a regularly occurring sequence of activities. Zanadu has which type of operations layout?

1. A) Fixed-position layout
2. B) Functional layout
3. C) Service factory layout
4. D) Product layout

 

Answer:  D

Explanation:  When resources are arranged in a regular sequence of activities, a product layout is being employed.

Difficulty: 1 Easy

Topic:  Operations Layout

Learning Objective:  05-03 Describe how each of the operations layouts-fixed-position, functional, product, and cellular-is designed to meet the demands placed on it.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

17) John Jones, CEO of Jones Corp., is unhappy because each product his company makes takes a unique route through the facility, so processing times tend to be high. His company most likely has a:

1. A) Fixed-position layout.
2. B) Sequential action layout.
3. C) Functional layout.
4. D) Product layout.

 

Answer:  C

Explanation:  Unique routes and high processing times are characteristics of functional layouts.

Difficulty: 2 Medium

Topic:  Operations Layout

Learning Objective:  05-03 Describe how each of the operations layouts-fixed-position, functional, product, and cellular-is designed to meet the demands placed on it.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

18) What is the primary objective of line balancing?

1. A) To minimize the travel time between workstations
2. B) To match output rates with actual demand
3. C) To minimize materials handling costs
4. D) To group similar activities together

 

Answer:  B

Explanation:  Lines are balanced so that each workstation does not exceed the takt time, which is the time required at each station to produce exactly what the customer demands.

Difficulty: 2 Medium

Topic:  Operations Layout

Learning Objective:  05-04 Analyze a product layout using line balancing.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

19) A company needs to produce 400 units per day (the day is defined as 12 hours of production). There are three tasks to be completed, with a total task time for all three tasks of six minutes. The company should have:

1. A) Three workstations.
2. B) Four workstations.
3. C) Five workstations.
4. D) Two workstations.

 

Answer:  B

Explanation:  Theoretical number of stations (N) = (Total of all task times)/(Takt time). The takt time is the [time available]/customer demand, which is [1 shift per day × 12 hours per shift × 60 minutes per hour]/400 units = 1.8 minutes. Number of stations = (6 minutes/1.8 minutes) = 3.33, so round up to four workstations.

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-04 Analyze a product layout using line balancing.

Bloom’s:  Analyze

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

20) A company needs to produce 1,000 units per day (the day is defined as eight hours of production). There are six tasks to be completed, with a total task time of 12 minutes. The company should have:

1. A) 25 workstations.
2. B) 2 workstations.
3. C) 84 workstations.
4. D) 14 workstations.

 

Answer:  A

Explanation:  Theoretical number of stations (N) = (Total of all task times)/(Takt time). The takt time is the [time available]/customer demand, which is [1 shift per day × 8 hours per shift × 60 minutes per hour]/1,000 units = 0.48 minutes. Number of stations = (12 minutes/0.48 minutes) = 25 workstations.

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-04 Analyze a product layout using line balancing.

Bloom’s:  Analyze

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

21) A contemporary process layout in which product “families” with similar processing characteristics are identified and produced on a number of small assembly lines is referred to as:

1. A) Cellular layout.
2. B) Fixed-position layout.
3. C) Flexible manufacturing systems.
4. D) Mass customization.

 

Answer:  A

Explanation:  A cellular layout arranges workstations to form work cells to produce parts that have similar processing characteristics.

Difficulty: 1 Easy

Topic:  Operations Layout

Learning Objective:  05-04 Analyze a product layout using line balancing.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

22) Compared to a functional layout, cellular layouts have:

1. A) Less work-in-process inventory.
2. B) More complexity in scheduling.
3. C) More frequent setups.
4. D) Lower efficiency.

 

Answer:  A

Explanation:  Compared to a functional layout, a cellular layout is less complex and has fewer setups, higher efficiency, and less work-in-process inventory.

Difficulty: 1 Easy

Topic:  Operations Layout

Learning Objective:  05-04 Analyze a product layout using line balancing.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

23) An example of an integrative technology is a/an:

1. A) Transportation management system.
2. B) Industrial robot.
3. C) Radio frequency identification (RFID) system.
4. D) Enterprise resource planning (ERP) system.

 

Answer:  D

Explanation:  See Table 5-5. An ERP system combines data management, communications, decision support, and processing capabilities.

Difficulty: 1 Easy

Topic:  Capacity Enabling Technologies

Learning Objective:  05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

24) The use of a tablet computer, such as an iPad, for a restaurant’s menu is an example of:

1. A) Mobility.
2. B) Point of sale system.
3. C) Warehouse management system.
4. D) Enterprise resource management system.

 

Answer:  A

Explanation:  The use of tablet computers to provide information at the source where it is needed is mobility.

Difficulty: 1 Easy

Topic:  Capacity Enabling Technologies

Learning Objective:  05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

25) When a process is automated:

1. A) Low-wage jobs increase
2. B) Fixed costs increase
3. C) Quality always improves
4. D) Less maintenance is needed.

 

Answer:  B

Explanation:  Generally more investment is needed increasing an organization’s fixed costs.

Difficulty: 1 Easy

Topic:  Capacity Enabling Technologies

Learning Objective:  05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

26) The ________ shows process structures based on output volume and product variety.

1. A) Back office
2. B) Service process matrix
3. C) Product-process matrix
4. D) Fixed-position layout

 

Answer:  C

Explanation:  Process structures are categorized based on volume and variety on the product-process matrix.

Difficulty: 1 Easy

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

27) A hospital emergency room would most likely be classified as a:

1. A) Job shop
2. B) Batch process
3. C) Repetitive process
4. D) Continuous process

 

Answer:  A

Explanation:  Treatments at a hospital emergency room are highly customized to each patient’s needs, and at most hospitals, during a specific time period, any single type of treatment is low volume.  Equipment is general purpose and staff are highly skilled.

Difficulty: 3 Hard

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

28) One of the major challenges with a job shop process is that:

1. A) Employees become bored from doing the same task over and over again
2. B) Planning and scheduling are difficult
3. C) Many activities must be outsourced to a variety of different suppliers
4. D) It is very costly to stop production

 

Answer:  B

Explanation:  Because of the high variety of products and jumbled flows through the process, job shop planning and scheduling can be difficult.

Difficulty: 2 Medium

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

29) Which is false with respect to a process structure?

1. A) It is the same across an entire supply chain
2. B) Determines how inputs, activities, flows, and outputs are organized
3. C) Different structures have different capabilities
4. D) The selection of a process structure should consider competitive priorities

 

Answer:  A

Explanation:  In a supply chain, when going from raw materials all the way to the end consumer, the process structures change. For example, raw materials are often produced using continuous process, parts in batch process, and final assembly in repetitive processes.

Difficulty: 2 Medium

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

30) Which process structure is most likely used by a company that makes plastic water bottles?

1. A) Project
2. B) Batch
3. C) Job shop
4. D) Continuous process

 

Answer:  D

Explanation:  Water bottles are made in high volume, low variety continuous processes.

Difficulty: 3 Hard

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

31) 3D printing is most likely to be used when the process structure is:

1. A) Cellular manufacturing
2. B) Repetitive process
3. C) Mass customization
4. D) Continuous process

 

Answer:  C

Explanation:  3D printing provides the flexibility to make a wide range of products quickly and at a low cost.  This process flexibility is necessary for mass customization.

Difficulty: 1 Easy

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

32) Stitch Fix, an online company that provides personal shopping services for clothing based on each customer’s style and budget, is an example of:

1. A) Cellular manufacturing
2. B) Mass customization
3. C) A service factory
4. D) A continuous process

 

Answer:  B

Explanation:  Stitch Fix is an example of mass customization. Fashion items are assembled from standard choices but put together to match each individual’s style, budget, and size.

Difficulty: 3 Hard

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

33) Which of the following products would be most likely “make to stock”?

1. A) A commercial passenger airplane
2. B) A communications satellite
3. C) A train locomotive
4. D) An automobile

 

Answer:  D

Explanation:  Most cars are produced based on a forecast and sent to auto dealers as inventory to be available for sale.

Difficulty: 3 Hard

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

34) All of the following typically require a “make to stock” market orientation except:

1. A) Men’s jeans
2. B) Televisions
3. C) Coffee makers
4. D) Wedding cake

 

Answer:  D

Explanation:  A wedding cake is customized for each wedding and requires a “make to order” market orientation.

Difficulty: 3 Hard

Topic:  Process Structures

Learning Objective:  05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

35) Which of the following is the best example of a service shop?

1. A) A fast-food restaurant such as McDonald’s
2. B) An electrical utility company
3. C) A computer repair shop
4. D) A dentist

 

Answer:  C

Explanation:  A computer repair shop tends to have a high degree of customization and customer interaction and relatively low labor intensity since much of the diagnosis is automated, making it the best example of a service shop.

Difficulty: 3 Hard

Topic:  Unique Aspects of Service Processes

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

36) A law firm is an example of a:

1. A) Professional service
2. B) Service factory
3. C) Service shop
4. D) Mass service

 

Answer:  A

Explanation:  A law firm has high customer interaction and customization and is very labor-intensive, making it the best example of a professional service.

Difficulty: 3 Hard

Topic:  Unique Aspects of Service Processes

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

37) A restaurant chain that assembles meals at a centralized facility is using:

1. A) Group technology
2. B) Back-office processes
3. C) A service factory
4. D) A fixed-position layout

 

Answer:  B

Explanation:  A centralized facility that prepares meals for a restaurant is not visible to the customer and is an example of a back-office process that is used to increase efficiency.

Difficulty: 3 Hard

Topic:  Unique Aspects of Service Processes

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

38) Which of the following is NOT a drawback to a product layout?

1. A) Lack of flexibility to change product features
2. B) A problem at any workstation can stop the entire production line
3. C) Work-in-process inventory is typically very high
4. D) The potential for employee boredom

 

Answer:  C

Explanation:  Because of the process flows, work-in-process inventory tends to be low.

Difficulty: 2 Medium

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

39) Which product is likely to use a fixed-position layout in its production process?

1. A) A refrigerator
2. B) Customized equipment
3. C) A commercial airplane
4. D) A mobile phone

 

Answer:  C

Explanation:  Because of its large size and complexity, a commercial airplane is likely to require a fixed-position layout, in which the employees, equipment, and materials are brought to the plane.

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

40) A college of business building that has classrooms on the first floor, faculty offices on the second floor, and graduate assistance offices on the third floor has which type of layout?

1. A) Fixed-position
2. B) Functional
3. C) Product
4. D) Cellular

 

Answer:  B

Explanation:  The college of business building is arranged by functions and departments, and thus uses a functional layout.

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

41) New home construction uses which type of layout?

1. A) Fixed-position
2. B) Functional
3. C) Product
4. D) Cellular

 

Answer:  A

Explanation:  In traditional home construction, the employees, materials, and equipment are brought to the work site; thus, a fixed-position layout is used.

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Apply

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

42) In line balancing, takt time is the time:

1. A) Needed to change over a process between different types of products
2. B) It takes a product to go through the entire process
3. C) That is the maximum allowable time at each workstation based on customer demand
4. D) Required for the entire product fulfillment process

 

Answer:  C

Explanation:  The takt time is the maximum time allowed at each workstation, as determined by customer demand.

Difficulty: 1 Easy

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

43) In line balancing, the relationships between among tasks in a process is are shown in a:

1. A) Followers diagram
2. B) Precedence diagram
3. C) Service blueprint
4. D) Product families diagram

 

Answer:  B

Explanation:  A precedence diagram shows the relationships among tasks in a process.

Difficulty: 1 Easy

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

44) In line balancing:

1. A) Once determined, the balanced line should not be changed
2. B) The time at each workstation is driven by actual customer demand
3. C) The number of actual workstations should always equal the theoretical number of workstations
4. D) Efficiency is not affected by the takt time

 

Answer:  B

Explanation:  When designing a process, the time at each workstation is what is needed to meet customer demand.

Difficulty: 2 Medium

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Understand

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

45) What is the takt time in minutes if 500 units are needed per day? The company has two eight-hour shifts per day.

1. A) 0.5 minutes
2. B) 62.5 minutes
3. C) 31.3 minutes
4. D) 1.9 minutes

 

Answer:  D

Explanation:  The takt time is the [time available]/customer demand. In this case [2 shifts per day × 8 hours per shift × 60 minutes per hour]/500 units = 1.9 minutes.

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Analyze

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

46) What is the takt time in minutes if 200 units are needed per day? The company has one 12-hour shift per day.

3. A) 3.6 minutes
4. B) 17 minutes
5. C) 0.3 minutes
6. D) 1 minute

 

Answer:  A

Explanation:  The takt time is the [time available]/customer demand. In this case [1 shift per day × 12 hours per shift × 60 minutes per hour]/200 units = 3.6 minutes.

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Analyze

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

47) What is the takt time in seconds if 1,000 units are needed per day? The company has one eight-hour shift per day.

1. A) 60 seconds
2. B) 125 seconds
3. C) 29 seconds
4. D) 48 seconds

 

Answer:  C

Explanation:  The takt time is the [time available]/customer demand. In this case [1 shift per day × 8 hours per shift × 60 minutes per hour × 60 seconds per minute]/1,000 units =29 seconds.

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Analyze

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

48) A company must make 30 units per hour.  What is the efficiency if the total time to complete all tasks is eight minutes and the company is using five workstations?

1. A) 80 percent
2. B) 75 percent
3. C) 63 percent
4. D) 20 percent

 

Answer:  A

Explanation:  The takt time is the [time available]/customer demand, which is [60 minutes/hour]/30 units per hour = 2 minutes. The efficiency is [Sum of all task times/(Actual workstations × takt time)] × 100, which is ((8 minutes)/(5 workstations × 2 minutes)) × 100 = 80%.

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Analyze

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

49) A company must make 800 units per day. The company has two eight-hour shifts. What is the efficiency if the total time to complete all tasks is 11 minutes and the company is using 15 workstations?

1. A) 94 percent
2. B) 33 percent
3. C) 83 percent
4. D) 61 percent

 

Answer:  D

Explanation:  The takt time is the [time available]/customer demand, which is [2 shifts per day × 8 hours per shift × 60 minutes per hour]/800 units = 1.2 minutes. The efficiency is [Sum of all task times/(Actual workstations × takt time)] × 100, which is [(11 minutes)/(15 workstations x 1.2 minutes)] × 100 = 61%.

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Analyze

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

50) A company must make 400 units per day. The company has one 12-hour shift. What is the efficiency if the total time to complete all tasks is 23 minutes and the company is using 18 workstations?

1. A) 22 percent
2. B) 71 percent
3. C) 50 percent
4. D) 88 percent

 

Answer:  B

Explanation:  The takt time is the [time available]/customer demand, which is [1 shift per day × 12 hours per shift × 60 minutes per hour]/400 units = 1.8 minutes. The efficiency is [Sum of all task times/(Actual work stations × takt time)] × 100, which is ((23 minutes)/(18 workstations × 1.8 minutes)) × 100 = 71%

Difficulty: 3 Hard

Topic:  Operations Layout

Learning Objective:  05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.

Bloom’s:  Analyze

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

51) Which of the following would not be considered an automating technology?

1. A) Internet of Things (IoT)
2. B) Drones
3. C) Mobile apps
4. D) CPFR

 

Answer:  D

Explanation:  Collaborative planning, forecasting, and replenishment (CPFR) is a process used between customers and suppliers for communication, information sharing, and decision making.

Difficulty: 1 Easy

Topic:  Capacity Enabling Technologies

Learning Objective:  05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

52) The connection of products and machines for sharing data with other devices is:

1. A) Enterprise resource planning (ERP)
2. B) Internet of Things (IoT)
3. C) Unmanned autonomous vehicles (UAV)
4. D) Radio frequency identification (RFID)

 

Answer:  B

Explanation:  The Internet of Things (IoT) allows products and machines to connect to the Internet and share data with other devices.

Difficulty: 1 Easy

Topic:  Capacity Enabling Technologies

Learning Objective:  05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible

 

 

 

53) Cybersecurity risks are:

1. A) Only a concern for mobile apps
2. B) Higher for smaller suppliers that have fewer resources
3. C) Decreasing as more companies adopt Internet of Things (IoT)
4. D) Leading to more offshoring

 

Answer:  B

Explanation:  Small suppliers often do not have the resources to invest in cybersecurity expertise and thus can become targets for cybercriminals.

Difficulty: 1 Easy

Topic:  Capacity Enabling Technologies

Learning Objective:  05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.

Bloom’s:  Remember

AACSB:  Reflective Thinking

Accessibility:  Keyboard Navigation; Screen Reader Compatible