# devry university BSOP-206 all module quizes

Question # 00003690 Posted By: spqr Updated on: 11/18/2013 02:28 PM Due on: 11/30/2013
Question

estion : (TCO 4) Susan has a part-time "cottage industry" producing seasonal plywood yard ornaments for resale at local craft fairs and bazaars. She currently works a total of 5 hours per day to produce 10 ornaments. She thinks that by redesigning the ornaments and switching from use of wood glue to a hot glue gun, she can increase her total production to 25 ornaments per day. What is her new productivity?

Student Answer: 2 ornaments per hour

3 ornaments per hour

4 ornaments per hour

5 ornaments per hour

Instructor Explanation: 25 ornaments/5 hours = 5 ornaments/hour (Formula 1.1, Chapter 1, pages 20 and 21, Solved Problems)

Question 4. Question : (TCO 4) The Dulac Box plant produces 500 cypress packing boxes in two 8-hour shifts. The use of new technology has enabled them to increase productivity by 50%. Productivity is now approximately _____.

Student Answer: 32.55 boxes per hour

40.6 boxes per hour

46.875 boxes per hour

81.25 boxes per hour

300 boxes per hour

Instructor Explanation: 500 crates x 150% = 500 x 1.50 = 750 crates/16 hours; 750 crates/16 = 46.875 crates/hour (Formula 1.1, Chapter 1, pages 20 and 21, Solved Problems)

Question 5. Question : (TCO 2) A mission is _____.

Student Answer: the purpose or rational for an organization's existence

a simulation used to test various product line options

a plan for cost reduction

an action plan to achieve the mission

Instructor Explanation: Chapter 2

Question 6. Question : (TCO 2) The impact of a firm's strategies to achieve their mission is which of the following?

Student Answer: They exploit opportunities and strengths.

They operate on medium-range tactics.

They are not long range.

They neutralize threats and avoid weaknesses.

They both exploit opportunities and strengths, and they neutralize threats and avoid weaknesses.

Instructor Explanation: Chapter 2: They exploit opportunities and strengths and neutralize threats and avoid weaknesses (SWOT).

Question 7. Question : (TCO 2) Which of the following are the three areas that are significant in improving productivity?

Question 8. Question : (TCO 1) Which one the following is not a reason why productivity is difficult to improve in the service sector?

Focuses on individual attributes

Easy to mechanize and automate

Difficult to evaluate for quality

Instructor Explanation: Chapter 1

Question 9. Question : (TCO 1) What are the five elements in the management process?

Student Answer: Plan, direct, organize, pricing, and supervise

Accounting/finance, marketing, operations, and management

Organize, plan, implement, staff, and lead

All of the above

None of the above

Instructor Explanation: Chapter 1: Plan, Organize, Staff, Lead, and Control

Question 10. Question : (TCO 2) Which of the following are the competing forces in Porter’s five forces model?

Potential entrants

Customers and suppliers

Substitute products

All of the above

Instructor Explanation: Chapter 2, page 42

1. Question : (TCO 1) What are four reasons why organizations need to study OM?

Student Answer: The four reasons why organizations need to study OM are: - To know how OM activities work since it is one of the major functions of an organization - To know how goods and services are produced - To understand how operation managers work since their activities affect other business functions in a organization - To improve the profitability of OM since a larger portion of an organization's revenue is spent in OM References: Render, J. H. a. B. Operations Management (10th ed). Pearson Learning Solutions. Retrieved from http://devry.vitalsource.com/books/9781256081487/id/ch1tab1

Instructor Explanation: 1. To study how people organize themselves for productive enterprise

2. To know how goods and services are provided

3. To understand what operations managers do

4. Because it is such a costly part of an organization

5.

Comments: Your response omits two of the four reasons listed in the text. Please review pg 6 in the text.

Question 2. Question : (TCO 1) Services are often produced and consumed simultaneously. Provide two examples, and explain why they are produced and consumed simultaneously.

Student Answer: Firstly, a hairdresser produces a haircut that is "consumed" simultaneously. The hairdresser cannot produce the haircut before the customer comes to the hair salon. It is not possible for the hairdresser to produce the haircut beforehand and store it as an inventory good, like shampoo. The haircut can only be "consumed" at the moment it is produced. A dentist produces a teeth checkup and performs the necessary teeth procedures (dental drilling, cleaning); all of these are "consumed" when they are produced simultaneously. The drilled and cleaned teeth cannot be stored as inventory.

Instructor Explanation: (Chapter 1) Answers will vary, but the textbook provided: because there is not any stored inventory (e.g., haircuts or appendectomies).

Question 3. Question : (TCO 2) Define mission and strategy. Describe how a firm's mission and strategy differ.

Student Answer: Mission can be defined as the purpose that an organization exist. Strategy can be defined as the ways that an organization use to achieve its missions and goals. While a firm's mission is all about why the firm exists, the firm's strategy is the action plan to achieve the purpose of the firm. A firm must always state its mission first before it can implement the right strategy. References Render, J. H. a. B. Operations Management (10th ed). Pearson Learning Solutions. Retrieved from http://devry.vitalsource.com/books/9781256081487/id/pg34

Instructor Explanation: (Chapter 2) A mission is an organization's purpose; a strategy is an organization's action plan. Mission specifies where the organization is going, and a strategy specifies how it is going to get there.

Question 4. Question : (TCO 2) How can global operations provide better goods and services?

Student Answer: Global operations can provide better goods and services by: - Customizing products and services to meet unique cultural needs in foreign markets - Providing quick and adequate service by locating facilities in foreign countries References: Render, J. H. a. B. Operations Management (10th ed). Pearson Learning Solutions. Retrieved from http://devry.vitalsource.com/books/9781256081487/id/pg32

Instructor Explanation: (Chapter 1) To assist organizations in understanding the differences in culture and of the way business is handled in different countries. Improved understanding as the result of a local presence permits firms to customize products and services to meet unique cultural needs in foreign markets.

Question 5. Question : (TCO 2) The text provides three strategic approaches for achieving competitive advantage. Provide an example of each not provided in the text. Support your choices.

Student Answer: Differentiation Apple Inc. uses the differentiation approach - it is the only company that integrates both hardware and software for its devices (Mac, iPod, iPhone, iPad etc). By having a full control over hardware and software of its products, Apple Inc. reduces the problems that often occur between the integration of different hardware and software. As a result, Apple users experience a smooth and flawless use on the devices. Cost leadership Walmart uses the cost leadership strategy - a customer that walks into Walmart will notice that the prices offered in Walmart is always lower than those of other stores. Walmart knows that its customers demand low prices so Walmart works very hard to bring down the prices of its products. Walmart could keep its prices at the lowest possible by managing its supply chain, operations and distribution chain and buying in bulk at a low price from suppliers. Response Domino's Pizza's success is based on its response strategy. Whenever a customer makes a call to order a pizza, the pizza will be made and delivered to the customer within 15 minutes or a complimentary pizza will be given. The layout of the Domino's Pizza shop is organized properly as to increase the efficiency of the pizza makers. All the pizza ingredients are placed in their own containers, separated from one another to keep the pizza making process easy, simple and fast.

Instructor Explanation: (Chapter 2) The methods are cost leadership (e.g., Walmart), differentiation (e.g., Hard Rock Cafe), and response (e.g., FedEx). The student answers will vary based on the example they choose.

(TCO 5) What is the forecast for May, based on a weighted moving average applied to the following past-demand data and using the weights 4, 3, and 2 (largest weight is for most recent data)?

Nov. Dec. Jan. Feb. Mar. Apr.

37 36 40 42 47 41

33.6

40.3

44.1

43.22

Instructor Explanation: W/M/A = [(4 x 41) + (3 x 47) + (2 x 42)]/9 = [164 + 141 + 84]/9 = 389/9 = 43.22 (See Formula 4-2 & example that follows, Chapter 4, pages 137-139)

Question 2. Question : (TCO 5) In May, the actual product demand was 195 units. For this month, 200 units had been forecasted. Using exponential smoothing with an alpha of 0.3, determine the June forecast.

192

196

198.5

Instructor Explanation: E/M = 200 + [0.3(195 200)] = 200+ [0.3 (195 - 200)] = 200+ (-1.5) = 198.5

(See Formula 4-3 & example that follows, Chapter 4, pages 137-139)

Question 3. Question : (TCO 5) What is the approximate forecast for May using a 4-month moving average?

Nov. Dec. Jan. Feb. Mar. Apr.

39 36 40 46 50 46

44

48

45.5

Instructor Explanation: M/A (40 + 46 + 50 + 46)/4 = 45.5 (See Formula 4-1 & example that follows, Chapter 4, pages 137-139)

Question 4. Question : (TCO 7) Which of the following helps operations managers focus on the trivial few and the critical many?

Value engineering

Financial analysis

Product-by-value analysis

None of the above

Instructor Explanation: Chapter 5, page 156

Question 5. Question : (TCO 7) A product's life cycle is divided into four stages, which are _____.

Student Answer: maturity, decline, introduction, and growth

introduction, growth, stability, and decline

introduction, maturity, saturation, and decline

introduction, growth, maturity, and decide

None of the above

Instructor Explanation: Figure 5.1, Chapter 5, page 156

Question 6. Question : (TCO 7) A forecast with a time horizon of less than three months is typically called a _____.

medium-range forecast

short-range forecast

weather forecast

strategic forecast

Instructor Explanation: Chapter 3, page 104

Question 7. Question : (TCO 7) A product's life cycle is divided into four stages, which are _____.

Student Answer: introduction, growth, decline, and maturity

introduction, growth, stability, and decline

introduction, maturity, saturation, and decline

introduction, growth, immaturity, and decline

None of the above

Instructor Explanation: Figure 5.1, Chapter 5, page 156

Question 8. Question : (TCO 7) Which of the following helps to keep production running when small variations in production or assembly occur?

Value engineering

Value analysis

Robust design

PLM

Instructor Explanation: Chapter 5, page 163

Question 9. Question : (TCO 5) Which of the following uses three types of participants: decision makers, staff personnel, and respondents?

Sales force composite

Delphi method

Consumer surveys

Time series analysis

Instructor Explanation: Chapter 4, page 107

Question 10. Question : (TCO 6) Which of the following typically shows instructions to make a given quantity of a particular item?

Route sheet

Bill of material

Work order

Instructor Explanation: Chapter 5, page 172

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(TCO 7) Provide four examples of service design that can reduce costs and enhance the product.

Comments: I think you were confused by the wording of this question. Please see my suggested response as well as pg 174-175 in the text.

Question 2. Question : (TCO 7) Explain what is meant by robust design. Please provide an example.

Question 3. Question : (TCO 5) What are the five quantitative forecasting models?

6.

Comments: Your response includes forecasting models that are beyond the scope of this course. Please see the bottom of page 107 for the forecasting models we discussed this week.

Question 4. Question : (TCO 5) Describe the three forecasting time horizons and identify the benefits of using each.

Question 5. Question : (TCO 6) What is a make-or-buy decision and why is it so important?

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(TCO 3) Customer dissatisfaction, rework, and warranty costs are cost associated with the _____.

Student Answer: quality loss function (QLF)

Pareto chart

cost of quality

process chart

Instructor Explanation: Chapter 6, page 192

Question 2. Question : (TCO 3) The cost of quality (COQ) is associated with _____.

inspection costs

scrap and rework costs

warranty and service costs

All of the above

Instructor Explanation: Chapter 6, page 192

Question 3. Question : (TCO 3) "Quality lies in the eyes of the beholder" is _____.

Student Answer: the definition proposed by the American Society for Quality Control

a process-based definition of quality

a manufacturing-based definition of quality

a product-based definition of quality

None of the above

Instructor Explanation: (Chapter 6, page 192) "Quality lies in the eyes of the beholder" is user-based.

Question 4. Question : (TCO 3) A hospital is an example of a _____.

product-focused process

process-focused process

specialized process

Instructor Explanation: Chapter 7, page 252

Question 5. Question : (TCO 3) Which of the following does total quality management emphasize?

The responsibility of the quality control staff to identify and solve all quality-related problems

A system where strong managers are the only decision makers

A process where mostly statisticians get involved

ISO 14000 certification

Instructor Explanation: Chapter 6, page 194

Question 6. Question : (TCO 3) "Poka yoke" is a Japanese term meaning _____.

just-in-time (JIT)

a fishbone diagram

setting standards

continuous improvement

Instructor Explanation: Chapter 6, page 195

Question 7. Question : (TCO 8) Which one of the following products is most likely made in a job shop environment?

Graphite pencils

Television sets

Cigarettes

None of the above

Instructor Explanation: Chapter 7, page 257

Question 8. Question : (TCO 8) Strategies for improving productivity in services include _____.

Student Answer: separation, self-i, automation, and scheduling

lean production, strategy-driven investments, automation, and process focus

reduce inventory, reduce waste, reduce inspection, and reduce rework

separation, postponement, automation, and training

Instructor Explanation: Chapter 7, page 265, Table 7.3

Question 9. Question : (TCO 8) Which of the following is the most correct?

Mass customization is about fulfilling unique customer desires.

Mass customization is about providing low-cost goods/services and fulfilling unique customer desires.

Mass customization is about making exactly what the producer wants, when they want it, and at a low cost too.

None of the above are correct

Instructor Explanation: Chapter 7, pages 254-256

Question 10. Question : (TCO 8) Four types of process strategies include _____.

Student Answer: repetitive focus, process focus, mass customization, and product focus

manual, automated, computer, and service

process focus, repetitive focus, mass customization, and people focus

modular, continuous, discrete, and technological

Instructor Explanation: Chapter 7, page 252

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(TCO 8) Match the terms with the descriptions.

Student Answer: : _____ is used to determine and control temperatures and pressures in refineries. » 6 : process control

: Machinery with its own computer and memory is called _____. » 7 : CNC

: Products with a high service content may warrant the use of this process technique. » 5 : service blueprinting

: A(n) _____ uses time and distance as a way to record the activities of a process. » 9 : process chart

: A(n) _____ is similar to a flow diagram with time added it. » 2 : process map

: The _____ is used with high-volume, low-variety process. » 10 : product-focused process

: _____ is about making what the customer wants when the customer wants it. » 8 : mass customization

: _____ is the classic assembly line. » 1 : repetitive focus

: A job shop strategy.

» 4 : process focus

: An approach to convert resources into goods and services is called its _____. » 3 :transformation strategy

Instructor Explanation: Chapter 7

Question 2. Question : (TCO 3) Identify four of Deming's 14 points and explain how they relate to TQM.

response is a great effort. However, I do not think "cost focus" is one of Deming's 14 points that we discussed this week. Please review page 194, Table 6.2/

Question 3. Question : (TCO 3) Identify the five steps of DMAIC and explain how they are applied.

Question 4. Question : (TCO 3) Briefly explain the five steps necessary when developing benchmarks.

6.

Question 5. Question : (TCO 8) What are seven tools of TQM? Identify applications for each.

The seven tools of TQM are:

• checksheet;

• histograms;

• Pareto charts;

• flow charts;

• cause-and-effect diagrams; and

• statistical process control.

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(TCO 8) ABC Motors, Inc., wants to increase capacity by adding another wheel balancer. The fixed costs for the machine is \$16,000, and its variable cost is \$4.50 per unit. ABC charges \$8.50 to balance one wheel, the break-even point for the balancer. What is her break-even point in units?

1600 wheels

3000 wheels

4000 wheels

Instructor Explanation: See equation S7-4, Chapter 7, Page 296. BEU = total fixed cost/(price - variable cost) = \$16,000/(\$8.50 - \$4.50) = \$16,000/\$4 = 4,000 wheels balanced

Question 2. Question : (TCO 9) A full-service restaurant is considering opening a new facility in a specific city. The table below shows its ratings of four factors at each of two potential sites.

Factor Weight Midtown Bayside

Affluence of local population .30 40 40

Traffic flow .10 50 20

Parking availability .40 30 40

Growth potential .20 20 10

The score for Midtown is _____ and the score for Bayside is ______.

Student Answer: Midtown = 7; Bayside = 8

Midtown = 30; Bayside = 29

Midtown = 30; Bayside = 45

Midtown = 33; Bayside = 32

Instructor Explanation: See Example #1, Chapter 8, Page 319-323. Midtown = [(0.30 x 40) + (0.10 x 50) + (0.40 x 30) + (0.20 x 20)] = [12 + 5 + 12 + 4] = 33:Bayside = [(0.30 x 40) + (0.10 x 20) + (0.40 x 40) + (0.20 x 10)] = [12 + 2 + 16 + 2] = 32

Question 3. Question : (TCO 8) A bakery has a design capacity to bake 250 loaves of bread a day. However, due to scheduled maintenance of their equipment, management feels that they can bake 100 loaves a day. Yesterday the gas was turned off while the city was repairing a leak and only eight loaves where baked. What is the utilization of the ovens yesterday?

3%

2.5%

3.2%

Instructor Explanation: See equation S7-1, Chapter 7, Page 283. Utilization = actual output/design capacity = (8/250) x 100 = 0.032 x 100 = 3.2%

Question 4. Question : (TCO 8) A bakery has a design capacity to bake 200 loaves of bread a day. However, due to scheduled maintenance of their equipment, management feels that they can bake 100 loaves a day. Yesterday the gas was turned off while the city was repairing a leak and only 22 loaves where baked. What was the efficiency of the ovens yesterday?

7%

10%

22%

Instructor Explanation: See equation S7-1, Chapter 7, Page 283. Efficiency = actual output/effective capacity = (22/100) x 100 = 0.22 x 100 = 22.0%

Question 5. Question : (TCO 8) Breakeven is the number of units at which:

Student Answer: total revenue equals price times quantity

total revenue equals total cost

total revenue equals total fixed cost

total profit equals total cost

total revenue equals total variable cost

Instructor Explanation: Chapter 7, Page 292

Question 6. Question : (TCO 8) Basic break-even analysis typically assumes that:

Student Answer: revenues decrease in direct proportion to the volume of production, while costs increase at a decreasing rate as production volume increases.

costs and revenue are not shown as straight lines.

neither costs and revenues are made up of fixed and variable portions.

costs decrease in direct proportion to the volume of production, while revenues increase at a decreasing rate as production volume increases because of the need to give quantity discounts.

none of the above are assumptions in the basic break-even model.

Instructor Explanation: Chapter 7, Page 292

Question 7. Question : (TCO 9) When making a location decision at the region/community level, which of these would be considered?

Student Answer: government rules, attitudes, stability, and incentives

location of markets

air, rail, highway, and waterway systems

zoning restrictions

none of the above

Instructor Explanation: Figure 8.1, Chapter 8, Page 315

Question 8. Question : (TCO 9) Globalization of the location decision is the result of all of the following except:

higher differences in labor costs

ease of capital flow between countries

higher quality of labor overseas

more rapid, reliable travel and shipping

Instructor Explanation: Chapter 8

Question 9. Question : (TCO 9) Community attitudes, zoning restrictions, and quality of labor force are likely to be considered in which of the following location decision methods?

locational break-even analysis

factor rating method

simulation

factor processes

Instructor Explanation: Figure 8.1, Chapter 8, Pages 315 and 323

Question 1. Question : (TCO 8) What are the four special considerations for a good capacity decision?

Question 2. Question : (TCO 8) What is the fundamental distinction between design capacity and effective capacity?

Question 3. Question : (TCO 9) What are the eight major components of volume and revenue for a service firm?

Question 4. Question : (TCO 9) Why is the factor-rating method popular?

see my suggested response.

Question 5. Question : (TCO 9) What are the major/critical factors that affect region/community location decisions?

1. corp. desires

2. attractiveness of region

3. labor availability

4. cost & availability of utilities

5. environmental regulations

6. government incentives

7. location to raw materials

8. construction costs

9.

Comments: Your response omits several of the major/critical factors that affect region/community location decisions discussed in the text. Please see my suggested response.

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(TCO 8) A good layout requires determining:

capacity and space requirements

environment and aesthetics

cost of moving between various work areas

all of the above

Instructor Explanation: Chapter 9, Pages 348-349

Question 2. Question : (TCO 8) A process-oriented layout is best suited for:

Student Answer: the assembly of products like automobiles and appliances

low-volume, high-variety production

the mass production of uniform products

low-volume, low-variety production

construction of a ship

Instructor Explanation: Chapter 9, Page 352

Question 3. Question : (TCO 8) The most common tactic followed in process-layout planning is to arrange departments or work centers so they:

Student Answer: reduce the flow of parts and people between departments

maximize the machine utilization

allocate the available space equally to all the departments

maximize the costs of material handling

Instructor Explanation: Chapter 9, Page 352

Question 4. Question : (TCO 8) The layout strategy that deals with high volume of similar products or families is:

repetitive layout

warehouse layout

office layout

process-orientated layout

Instructor Explanation: Chapter 9, Page 360

Question 5. Question : (TCO 11) In the make-or-buy decision, one of the reasons for “buying” is:

lower acquisition of new products

to obtain desired quality

to remove supplier collusion

none of the above

Instructor Explanation: Chapter 11, Page 425

Question 6. Question : (TCO 11) The purchasing approach that places the burden of meeting the buyer’s demands on the supplier is:

few suppliers

keiretsu

vertical integration

virtual companies

Instructor Explanation: Chapter 11, Page 425

Question 7. Question : (TCO 11) Which of the following is a component of negotiation strategies?

Cost-based price model

Market-based price model

Competitive bidding

Cost-based price model, market-based price model, and competitive bidding

Instructor Explanation: Chapter 11, Page 434

Question 8. Question : (TCO 11) Building a chain of suppliers that focuses on maximizing value to the ultimate customer is:

Student Answer: the primary objective of supply chain strategy

to select suppliers primarily on response or differentiation

the goal of production lead time

to increase the number of suppliers

Instructor Explanation: Chapter 11, Page 425

Question 9. Question : (TCO 11) All of the following are "opportunities" in an integrated supply chain except:

Student Answer: modification or customization of products

drop shipment

standardization

lot size reduction

accurate pull data

Instructor Explanation: Chapter 11, Pages 429-430

Question 10. Question : (TCO 11) In the make-or-buy decision, which of the following is a reason for making an item?

to assure an adequate supply in terms of quantity

reduce inventory costs

Instructor Explanation: Chapter 11, Page 424

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(TCO 8) For each of the following products or operations, indicate the most appropriate type of layout.

Student Answer: : Custom Picture Framing

» 2 : Process Oriented

: Petroleum production

» 5 : Product Oriented

: Ship Building

» 4 : Fixed Position

: Accounting firm

» 3 : Office

: Finished goods storage

» 1 : Warehouse

Instructor Explanation: Table 9.1, Chapter 9, Page 345

Question 2. Question : (TCO 8) What are the advantages and disadvantages of a process-orientated layout?

Question 3. Question : (TCO 11) What are the objectives of Supply Chain management? Identify three ways that this is accomplished.

Question 4. Question : (TCO 11) What is the EOQ inventory model? Identify two of the assumptions for the EOQ.

7.

Question 5. Question : (TCO 11) What is the difference between independent and dependent demand? Provide an example of each type.

.

Question 6. Question : (TCO 11) Name the types of inventories for a banking institution, an automobile manufacturer, and a hospital?

Question 7. Question : (TCO 11) What are the three aspects of ethics in the supply chain?

Student Answer: 1. use power appropriately 2. Do not indulge in corruption 3. promote social responsibility and sustainability

Instructor Explanation: Chapter 11, Page 423

1. Personal Ethics

2. Ethics within the supply chain

3. Ethical behavior regarding the environment

4.

Comments: Your response does not indicate a clear understanding of the aspect of ethics in the supply chain as discussed in our text. Please see my suggested response and review the course textbook for further insight.

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(TCO 3) Which one of the following is a benefit of the implementation of JIT?

overproduction

increased delays in production time

quality improvement

Instructor Explanation: Chapter 16, Page 634

Question 2. Question : (TCO 3) In the just-in-time framework, waste is:

necessary to the elimination of variability.

the natural by-product of a push system

anything that does not add value

Instructor Explanation: Chapter 16, Page 634

Question 3. Question : (TCO 3) Which one of the following is a concern expressed by suppliers?

Student Answer: elimination of in-plant inventory

capital budgets, processes, or technology may limit quantity

large lot sizes

Instructor Explanation: Chapter 16, Page 627

Question 4. Question : (TCO 3) Which of the following is not a benefit of small production lots?

Student Answer: work-in-process inventory is smaller

holding costs decrease

workstations can be placed closer together

manufacturing cycle time is longer

Instructor Explanation: Chapter 16, Page 628

Question 5. Question : (TCO 3) Level schedules:

Student Answer: requires that schedules be met with variation

process many small batches rather than one large one

is known as "kidney bean" scheduling

all of the above are true regarding level scheduling

Instructor Explanation: Chapter 16, Page 630

Question 6. Question : (TCO 12) __________ scheduling begins as soon as the requirements are known.

Input-output control

Backward

None of the above

Instructor Explanation: Chapter 15

Question 7. Question : (TCO 12) The short-term scheduling activity called loading:

Student Answer: assigns dates to specific jobs or operations steps

specifies the order in which jobs should be done at each center

aligns materials to work centers

assigns workers to jobs

assigns processing centers or work to jobs

Instructor Explanation: Chapter 16, Page 588

Question 8. Question : (TCO 12) Aggregate planning is prepared:

Student Answer: directly from the short-term scheduling

directly from the capacity plans

from master schedules

from the dispatch plans

Instructor Explanation: Chapter 16, Page 585, Figure 15.1

Question 9. Question : (TCO 12) Which of the following aggregate planning strategies is not a "capacity option"?

Student Answer: influencing demand by changing price

absorb change in demand during the planning period

modify the workforce to absorb fluctuations

changes due to varying size of the workforce

all of the above are capacity options

Instructor Explanation: Chapter 13, Page 514

Question 10. Question : (TCO 12) Which of the following is the term used for medium range capacity planning with a time horizon of three to 18 months?

short-range planning

strategic planning

aggregate planning

Instructor Explanation: Chapter 13, Page 520

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Question 1. Question : (TCO 3) Match the following terms with their correct definition.

» 1 : An approach to determine the quality and timing of production for the intermediate future.

: Kanban

» 2 : The Japanese word for “card”, which has come to mean a signal to move parts through a production.

: Yield Management

» 3 : Capacity decisions that determine the allocation of resources to maximize profit or yield.

: Chase Strategy

» 4 : A planning strategy that sets production equal to forecasted demand.

: A timetable that specifies what is to be made and when » 5 : Master Production Schedule

Instructor Explanation: Chapter 13

Question 2. Question : (TCO 3) What are the three sources of variability that are fundamental to operations management.

Comments: Feedback: Your response discusses the benefits of JIT (p 622-624) rather than the three sources of variability fundamental to operations management. Please see my suggested response as well as page 623.

Question 3. Question : (TCO 3) Discuss how the concept of Kanban from the Japanese has application in the study of JIT.

Question 4. Question : (TCO 3) Explain why understanding manufacturing cycle time is so important.

Question 5. Question : (TCO 12) What is a master schedule, and what is its importance?

Question 6. Question : (TCO 12) What is disaggregation?

Question 7. Question : (TCO 12) Explain, in your own words, how backward and forward scheduling differ.

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(TCO 13) Which one of the following statements about maintenance is not true?

Student Answer: Preventive maintenance guarantees zero breakdowns.

Breakdown maintenance is reactive.

Preventive maintenance is proactive

Preventive maintenance is not about keeping machinery and equipment running.

Human resources are not needed in order for maintenance management to be effective.

Instructor Explanation: Chapter 17, Page 651

Question 2. Question : (TCO 13) The probability that a product will function properly for a specified time under stated conditions is _____.

maintenance

durability

reliability

fitness for use

Instructor Explanation: Chapter 17, Page 650

Question 3. Question : (TCO 10) Job rotation is a version of _____.

job scheduling

job training

job enlargement

job incentive

Question 4. Question : (TCO 10) The behavioral approach to job design that involves adding tasks of requiring similar skills to an existing job is _____.

job enrichment

job enhancement

job rotation

None of the above

Question 5. Question : (TCO 10) Management and labor share the labor cost reductions in which of these compensation schemes?

Quota system

Scepter plan

None of the above

Question 6. Question : (TCO 10) "A chart depicting right and left hand motions" describes _____.

an activity chart

a flow diagram

a control chart

Question 7. Question : (TCO 10) The objective of a human resource strategy is to _____.

Student Answer: produce the demand forecast at lowest labor cost

match employment levels with demand

achieve a reasonable quality of work life at low cost

manage labor and materials so people are effectively and efficiently utilized

None of the above

Question 8. Question : (TCO 10) Methods analysis employs which of the following charts?

Flow diagram

Activity chart

Operations chart

All of the above

I

Question 9. Question : (TCO 10) Shadow boards and foot printing are elements of _____.

workplace noise reduction

project management in service firms

the visual workplace

specialization of labor

Instructor Explanation: Chapter 10, Page 387

Question 10. Question : (TCO 10) The difference between job enrichment and job enlargement is that _____.

(TCO 10) Match the following terms with their correct definition

:Labour standards »

: Method analysis »

: Ergonomics

: Flow diagram

: Process chart

:

Question 2. Question : (TCO 10) What are the five core characteristics of a good job design?

Question 3. Question : (TCO 10) What are the differences among job enrichment, job enlargement, job rotation, job specialization, and employee empowerment?

:

Question 4. Question : (TCO 10) List and explain the four tools used in methods analysis.

Question 5. Question : (TCO 13) What effect does variability have on reliability?

Question 6. Question : (TCO 13) What is the primary responsibility of the maintenance and reliability?

Question 7. Question : (TCO 13) Discuss how redundancy improves product reliability in two or more sentences
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