Managing Operations Across the Supply Chain 3rd Edition By Morgan Swink - Test Bank

Managing Operations Across the Supply Chain 3rd Edition By Morgan Swink – Test Bank

 

Instant Download – Complete Test Bank With Answers

 

 

Sample Questions Are Posted Below

 

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

 

1. Job shop

 

1. Repetitive process

 

1. Continuous flow

 

1. Batch operation

 

Job shop processes produce the widest variety of the listed process types.

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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

Topic: Process Structures

 

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

 

1. Project-high complexity

 

1. Repetitive process-customized products

 

1. Job shop-high flexibility

 

1. Continuous flow-low-skilled workers

 

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

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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

Topic: Process Structures

 

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

 

1. Company that builds cruise ships.

 

1. An automotive assembler such as Ford Motor Co.

 

1. A glass beverage bottle manufacturer.

 

1. A company that produces automobile seats.

 

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).

 

AACSB: Reflective Thinking

Blooms: Apply

Difficulty: 2 Medium

 

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

Topic: Process Structures

 

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

 

1. Cellular manufacturing.

 

1. Job shop processes.

 

1. Mass customization.

 

1. Project process.

 

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

 

AACSB: Reflective Thinking Blooms: Apply Difficulty: 1 Easy

 

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

 

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. Cellular manufacturing.

 

1. Job shop processes.

 

1. Mass customization.

 

1. Project process.

 

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.

 

AACSB: Reflective Thinking

Blooms: Apply

Difficulty: 2 Medium

 

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

Topic: Process Structures

 

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

 

1. Continuous process structure.

 

1. Cellular manufacturing process structure.

 

1. Job shop process structure.

 

1. Batch process structure.

 

 

AACSB: Reflective Thinking Blooms: Understand Difficulty: 1 Easy

 

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

Topic: Process Structures

 

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

 

1. Mass customization

 

1. Job shop

 

1. Repetitive process

 

1. They are likely to use any one of these process structures.

 

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

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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

Topic: Process Structures

 

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. Engineer to order

 

1. Make to order

 

1. Assemble to order

 

1. Make to stock

 

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.

 

AACSB: Reflective Thinking Blooms: Understand Difficulty: 3 Hard

 

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

Topic: Process Structures

 

9. Which of the following products is most likely to use an assemble-to-order market orientation?

 

1. An upholstered sofa

 

1. A mobile phone

 

1. Shampoo

 

1. A race car

 

For an upholstered sofa using 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.

 

AACSB: Reflective Thinking

Blooms: Apply

Difficulty: 2 Medium

 

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

Topic: Process Structures

 

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

 

1. Service factory-facilities and equipment represent a large proportion of total costs.

 

1. Service shop-there is a low degree of customer interaction.

 

1. Mass service-transactions are very varied from customer to customer.

 

1. Professional service-transactions tend to be fairly standardized.

 

A service factory requires high capital investment. The other descriptions are opposite of the reality. See Figure 5-2.

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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

Topic: Unique Aspects of Service Processes

 

11. Which of the following is NOT considered in the service process matrix?

 

1. Customization

 

1. Volume

 

1. Customer interaction

 

1. Labor intensity

 

The degree of customization/customer interaction and labor/capital intensity form the axes of the service process matrix as shown in Figure 5-2.

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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

Topic: Unique Aspects of Service Processes

 

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. Service factories.

 

1. Service shops.

 

1. Mass services.

 

1. Professional services.

 

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.

 

AACSB: Reflective Thinking

Blooms: Apply

Difficulty: 2 Medium

 

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

Topic: Unique Aspects of Service Processes

 

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

 

1. Standardization across multiple locations.

 

1. Economies of scale.

 

1. Use of remotely located back office employees.

 

1. Easier customization of services.

 

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.

AACSB: Reflective Thinking Blooms: Understand Difficulty: 2 Medium

 

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

Topic: Unique Aspects of Service Processes

 

14. An approach that analyzes the interface between customers and service processes is called:

 

1. Service process matrix.

 

1. Service blueprinting.

 

1. Process mapping.

 

1. Product/process matrix.

 

Service blueprinting is defined as an approach that analyzes the interface between customers and service processes. It is similar to but different from process mapping.

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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

Topic: Unique Aspects of Service Processes

 

15. If you were developing a service blueprint, how would you classify “delivery of gasoline to a service station”?

 

1. Support processes

 

1. Physical evidence

 

1. Back-office/invisible contact employee actions

 

1. Front-office/visible contact employee actions

 

Delivery of gasoline is essential for the service, but it is carried out by employees who do not have direct contact with customers, and it is generally not seen (or intended to be seen) by customers.

 

AACSB: Reflective Thinking

Blooms: Apply

Difficulty: 2 Medium

 

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

Topic: Unique Aspects of Service Processes

 

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

 

1. Fixed-position layout

 

1. Functional layout

 

1. Service factory layout

 

1. Product layout

 

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

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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.

Topic: Operations Layout

 

17. A common goal when designing a functional layout is to:

 

1. Ensure materials arrive on schedule.

 

1. Reduce the time and cost of moving people and materials between departments.

 

1. Avoid downtime at any workstation.

 

1. Balance the flow of materials through the process.

 

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

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 2 Medium

 

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.

Topic: Operations Layout

 

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

 

1. Fixed-position layout

 

1. Functional layout

 

1. Service factory layout

 

1. Product layout

 

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

 

AACSB: Reflective Thinking

Blooms: Apply

Difficulty: 1 Easy

 

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.

Topic: Operations Layout

 

19. John Jones, CEO of Joes 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. Fixed-position layout.

 

1. Sequential action layout.

 

1. Functional layout.

 

1. Product layout.

 

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

 

AACSB: Reflective Thinking

Blooms: Apply

Difficulty: 2 Medium

 

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.

Topic: Operations Layout

 

20. What is the primary objective of line balancing?

 

1. To minimize the travel time between workstations

 

1. To match output rates with actual demand

 

1. To minimize materials handling costs

 

1. To group similar activities together

 

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.

 

AACSB: Reflective Thinking

 

Blooms: Understand

 

Difficulty: 2 Medium

 

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

 

Topic: Operations Layout

 

21. 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 6 minutes. The company should have:

 

1. 3 workstations.

 

1. 4 workstations.

 

1. 5 workstations.

 

1. 2 workstations.

 

(400 items × 6 minutes)/(12 hours × 60 minutes) = 3.33 (round up to 4)

 

AACSB: Analytic

 

Blooms: Analyze

 

Difficulty: 2 Medium

 

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

 

Topic: Operations Layout

 

22. A company needs to produce 1,000 units per day (the day is defined as 8 hours of production). There are six tasks to be completed, with a total task time of 12 minutes. The company should have:

 

1. 25 workstations.

 

1. 2 workstations.

 

1. 84 workstations.

 

1. 14 workstations.

 

(1,000 units × 12 minutes)/(8 hours × 60 minutes) = 25

 

AACSB: Analytic

 

Blooms: Analyze

 

Difficulty: 2 Medium

 

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

 

Topic: Operations Layout

 

23. A contemporary process layout in which product “families” with similar processing characteristics are identified and produced on “mini-assembly lines” is referred to as:

 

1. Cellular layout.

 

1. Fixed position layout.

 

1. Flexible manufacturing systems.

 

1. Mass customization.

 

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

 

AACSB: Reflective Thinking

 

Blooms: Remember

 

Difficulty: 1 Easy

 

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

 

Topic: Operations Layout

 

24. Compared to a functional layout, cellular layouts have:

 

1. Less work-in-process inventory.

 

1. More complexity in scheduling.

 

1. More frequent setups.

 

1. Lower efficiency.

 

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

 

AACSB: Reflective Thinking

 

Blooms: Remember

 

Difficulty: 1 Easy

 

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

 

Topic: Operations Layout

 

25. An example of an integrative technology is a/an:

 

1. Transportation management system.

 

1. Industrial robot.

 

1. Radio frequency identification (RFID) system.

 

1. Enterprise resource planning (ERP) system.

 

See Table 5-4.

 

AACSB: Reflective Thinking

 

Blooms: Remember

 

Difficulty: 1 Easy

 

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

 

Topic: Capacity Enabling Technologies

 

26. Systems that combine automated machines, robots, and material handling systems and are controlled by a single computer are:

 

1. Transportation management systems (TMS).

 

1. Flexible manufacturing systems (FMS).

 

1. Manufacturing executive systems (EMS).

 

1. Warehouse management systems (WMS).

 

FMS systems combine automated machines, robots, and material handling systems and are controlled by a single computer.

 

AACSB: Reflective Thinking

 

Blooms: Remember

 

Difficulty: 1 Easy

 

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

 

Topic: Capacity Enabling Technologies

 

27. The use of a tablet computer such as an iPad for a restaurant’s wine list is an example of:

 

1. Mobility.

 

1. Point-of-sale system.

 

1. Warehouse management system.

 

1. Enterprise resource management system.

 

 

 

 

 

 

 

AACSB: Reflective Thinking

 

Blooms: Remember

 

Difficulty: 1 Easy

 

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

 

Topic: Capacity Enabling Technologies

 

28. When a process is automated:

 

 

1. Low wage jobs increase
2. Fixed costs increase
3. Quality always improves
4. Less maintenance is needed.

 

 

 

 

 

 

 

 

 

 

AACSB: Reflective Thinking

 

Blooms: Remember

 

Difficulty: 1 Easy

 

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

 

Topic: Capacity Enabling Technologies

 

29. The _____________ shows process structures based on output volume and product variety.

 

 

 

1. Service blueprint
2. Service process matrix
3. Product-process matrix
4. Fixed position layout

 

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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

Topic: Process Structures

 

30. Three processes have the following costs: Process A has a fixed cost of $2,000 and variable cost of $3.00/unit. Process B fixed cost is $4,000 and variable cost is $2.60/unit. Process C fixed cost is $8,000 and variable cost is $2.40/unit. If the projected total demand is for 6,000 units, which process should be used?

 

1. Job shop
2. Batch process
3. Repetitive process
4. Continuous process

 

 

 

 

 

 

 

 

 

 

 

 

 

 

AACSB: Analytic Blooms: Apply Difficulty: 3 Hard

 

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

Topic: Process Structures

 

31. One of the major challenges with a job shop process is that:

 

 

 

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

 

 

 

 

 

 

 

 

 

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 2 Medium

 

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

Topic: Process Structures

 

32. Which is false with respect to a process structure?

 

 

 

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

 

 

AACSB: Reflective Thinking Blooms: Understand Difficulty: 2 Medium

 

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

Topic: Process Structures

 

 

33. Which process structure is most likely used by a company that makes plastic soda bottles?

 

 

 

1. Project
2. Batch
3. Job shop
4. Continuous process

 

 

 

 

 

 

 

 

 

 

AACSB: Analytic Blooms: Apply Difficulty: 3 Hard

 

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

Topic: Process Structures

 

34. Which process structure is most likely used by a company that makes plastic soda bottles?

 

 

 

1. Cellular manufacturing
2. Repetitive process
3. Mass customization
4. Continuous process

 

 

 

 

 

 

 

 

 

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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

Topic: Process Structures

 

35. Which process structure is most likely used by a company that makes plastic soda bottles?

 

 

 

1. Cellular manufacturing
2. Mass customization
3. A service factory
4. A continuous process

 

 

AACSB: Analytic Blooms: Apply Difficulty: 3 Hard

 

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

Topic: Process Structures

 

 

36. Which of the following products would be most likely “make to stock”?

 

 

 

 

1. A commercial passenger airplane
2. A communications satellite
3. A train locomotive
4. An automobile

 

 

 

 

 

 

 

 

 

 

AACSB: Analytic Blooms: Apply Difficulty: 3 Hard

 

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

Topic: Process Structures

 

37. All of the following typically use a “make to stock” market orientation except:

 

 

 

1. Men’s jeans
2. Televisions
3. Coffee makers
4. Wedding cake

 

 

 

 

 

 

 

 

 

 

AACSB: Analytic Blooms: Apply Difficulty: 3 Hard

 

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

Topic: Process Structures

 

38. Which of the following is the best example of a service shop?

 

 

 

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

 

 

AACSB: Analytic Blooms: Apply Difficulty: 3 Hard

 

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

Topic: Unique Aspects of Service Processes

 

 

39. A law firm is an example of a:

 

 

 

 

1. Professional service
2. Service factory
3. Service shop
4. Mass service

 

 

 

 

 

 

 

 

 

 

AACSB: Analytic Blooms: Apply Difficulty: 3 Hard

 

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

Topic: Unique Aspects of Service Processes

 

40. A restaurant chain that assembles meals at a centralized facility is using:

 

 

 

1. Service blueprinting
2. Back-office processes
3. A service factory
4. A fixed-position layout

 

 

 

 

 

 

 

 

 

 

AACSB: Analytic Blooms: Apply Difficulty: 3 Hard

 

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

Topic: Unique Aspects of Service Processes

 

41. Which of following is NOT a drawback to a product layout:

 

 

 

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

 

 

AACSB: Reflective Thinking Blooms: Understand Difficulty: 2 Medium

 

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

Topic: Operations Layout

 

 

42. Which is product is likely to use a fixed positon layout in its production process?

 

 

 

1. A refrigerator
2. Customized equipment
3. A commercial airplane
4. A mobile phone?

 

 

AACSB: Reflective Thinking Blooms: Understand Difficulty: 2 Medium

 

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

Topic: Operations Layout

 

43. 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. Fixed-positon
2. Functional
3. Product
4. Cellular

 

 

 

 

 

 

 

 

 

AACSB: Analyze

 

Blooms: Apply

Difficulty: 3 Hard

Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory; a mass service; a service shop; and professional services. Topic: Operations Layout

 

 

 

44. New home construction uses which type of layout?

 

 

 

1. Fixed-positon
2. Functional
3. Product
4. Cellular

 

 

AACSB: Analyze

 

Blooms: Apply

Difficulty: 3 Hard

Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory; a mass service; a service shop; and professional services. Topic: Operations Layout

 

 

45. In line-balancing, takt time is the time:

 

 

 

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

 

 

 

 

 

 

 

 

 

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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

Topic: Operations Layout

 

46. In line-balancing, the relationships between tasks in a process is shown in a:

 

 

 

1. Followers diagram
2. Precedence diagram
3. Service blueprint
4. Product families diagram

 

 

 

 

 

 

 

 

 

 

AACSB: Reflective Thinking Blooms: Remember Difficulty: 1 Easy

 

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

Topic: Operations Layout

 

47. In-line balancing:

 

 

 

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

 

 

AACSB: Reflective Thinking Blooms: Understand Difficulty: 2 Medium

 

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

Topic: Operations Layout

 

 

48. What is the takt time in minutes, if 500 units are needed per day? The company works 2, 8-hour shifts per day.

 

 

 

1. 0.5 minutes
2. 62.5 minutes
3. 31.3 minutes
4. 1.9 minutes

 

 

 

 

 

 

 

 

 

 

 

AACSB: Analyze

 

Blooms: Analyze Blooms: Understand Difficulty: 3 Hard

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

Topic: Operations Layout

 

49. What is the takt time in minutes, if 500 units are needed per day? The company works 2, 8-hour shifts per day.

 

 

 

 

3. 3.6 minutes
4. 17 minutes
5. 0.3 minutes
6. 1 minute

 

 

 

 

 

 

 

 

 

 

 

AACSB: Analyze

 

Blooms: Analyze Blooms: Understand Difficulty: 3 Hard

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

Topic: Operations Layout

 

50. What is the take time in seconds if 1,000 units are needed per day? The company works one 8- hour shift?

 

 

 

1. 60 seconds
2. 125 seconds
3. 29 seconds
4. 48 seconds

 

 

AACSB: Analyze

 

Blooms: Analyze Blooms: Understand Difficulty: 3 Hard

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

Topic: Operations Layout

 

51. A company must make 30 units per hour. What is the efficiency if the total time to complete all tasks is 8 minutes and the company is using 5 workstations?

 

 

1. 80%
2. 75%
3. 63%
4. 20%

 

 

AACSB: Analyze

 

Blooms: Analyze Blooms: Understand Difficulty: 3 Hard

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

Topic: Operations Layout

 

52. A company must make 30 units per hour. What is the efficiency if the total time to complete all tasks is 8 minutes and the company is using 5 workstations?

 

 

1. 94%
2. 33%
3. 83%
4. 61%

 

 

AACSB: Analyze

 

Blooms: Analyze Blooms: Understand Difficulty: 3 Hard

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

Topic: Operations Layout

 

53. A company must make 400 units per day. The company works 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. 22%
2. 71%
3. 50%
4. 88%

 

 

 

 

 

 

 

 

 

 

 

AACSB: Analyze

 

Blooms: Analyze Blooms: Understand Difficulty: 3 Hard

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

Topic: Operations Layout

 

54. Which of the following would not be considered to be an automating technology?

 

 

 

 

1. Internet of Things (IoT)
2. Drones
3. Mobile apps
4. CPFR

 

 

 

 

 

 

 

 

 

 

 

AACSB: Reflective Thinking

 

Blooms: Analyze

 

Blooms: Remember

 

Difficulty: 1 Easy

 

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

 

Topic: Capacity Enabling Technologies

 

55. The connection of products and machines for sharing data with other devices is:

 

 

 

1. ERP
2. IoT
3. UAV
4. RFID

 

 

AACSB: Reflective Thinking

 

Blooms: Analyze

 

Blooms: Remember

 

Difficulty: 1 Easy

 

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

 

Topic: Capacity Enabling Technologies

 

Category

 

AACSB: Analytic

 

AACSB: Analyze

 

AACSB: Reflective Thinking Blooms: Analyze

 

Blooms: Apply Blooms: Remember Blooms: Understand Difficulty: 1 Easy Difficulty: 2 Medium Difficulty: 3 Hard

 

Learning Objective: 05-01 Compare and contrast the seven process structures: project; job shop; batch; repetitive process; continuous Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory; a mass service; a service s Learning Objective: 05-03 Describe how each of the operations layouts; fixed-position; functional; product; and cellular; is designed to Learning Objective: 05-04 Analyze a product layout using line balancing.

 

Learning Objective: 05-05 Explain how technology is used in the supply chain and the benefit and drawbacks of process automation. Topic: Capacity Enabling Technologies

 

Topic: Operations Layout

 

Topic: Process Structures

 

Topic: Unique Aspects of Service Processes