Managing Processes And Capacity

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Questions Bank

Introduction to Managing Operations Across the Supply Chain
Operations and Supply Chain Strategy
Managing Processes and Capacity
Extension : A Supplement: Process Mapping and Analysis
Productprocess Innovation
Manufacturing and Service Process Structures
Managing Quality
Extension: A Supplement: Quality Improvement Tools
Managing Inventories
Lean Systems
Customer Service Management
Sourcing and Supply Management
Logistics Management
Demand Planning: Forecasting and Demand Management
Sales and Operations Planning
Materials and Resource Requirements Planning
Project Management
Extension : A Supplement: Advanced Methods for Project Scheduling
Sustainable Operations Managementpreparing for the Future

All Questions

Question 1

Free

Multiple Choice

Process thinking causes managers to address critical process elements, including:

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If you don?t like the outcome, focus on the people.

Processes are guidelines to thinking about to best staff activities.

Processes drive measurement.

If you don?t like the outcome, change the process.

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Question 2

Free

Multiple Choice

Which of the following is NOT a basic activity type in processes?

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Delay

Operation

Reporting

Storage

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Question 3

Free

Multiple Choice

You walk into a hair stylist shop.All stylists are busy and you sit in the waiting area.You are in which of the following process activities?

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Operation

Delay

Storage

You are not in a process activity.

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Question 4

Free

Multiple Choice

Most processes involve two basic types of flows:

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Information flows and physical flows.

Product flows and decision flows.

Information flows and operator flows.

Physical flows and security flows.

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Question 5

Free

Multiple Choice

A manager is currently unhappy with the capabilities of a particular process and wants to improve its capabilities.To accomplish this, the manager needs to focus on the process:

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Inputs, outputs, and flows.

Activities.

Management metrics.

Structure.

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Question 6

Multiple Choice

Joe Jones, plant manager at Waco Industries, told a friend that if it was necessary, his plant could produce 1,000 items a day if all conditions were just right.Joe is describing his plant's:

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Effective capacity.

Yield rate.

Utilization.

Maximum capacity.

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Question 7

Multiple Choice

Adam Smith described his company's process as follows: "Under ideal conditions we can produce 10,000 units a day.However, our normal production is 6,000 units a day.Today, we actually produced 8,000 units." Which of the following is true?

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Utilization is 60 percent of maximum capacity.

Yield is 133 percent of effective capacity.

Utilization was 133 percent of effective capacity.

All of these are true.

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Question 8

Multiple Choice

The following sequence shows four operations for a computer chip assembly process and the effective capacity of each.Which step is the bottleneck? Step 1: 500 chips/hour Step 2: 250 chips/hour Step 3: 200 chips/hour Step 4: 550 chips/hour

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Step 1

Step 2

Step 3

Step 4

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Question 9

Multiple Choice

The following sequence shows four operations for a computer chip assembly process and the effective capacity of each. Step 1: 500 chips/hour Step 2: 250 chips/hour Step 3: 200 chips/hour Step 4: 550 chips/hour
Suppose the utilization is 70 percent of effective capacity.What is the actual output of the process?

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140 chips/hour

350 chips/hour

175 chips/hour

200 chips/hour

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Question 10

Multiple Choice

A bottleneck activity in a process is generally the activity with:

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The smallest number of resources devoted to it.

The least capacity.

No delays in front of it.

The highest cost.

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Question 11

Multiple Choice

Little's Law suggests that the key to increased throughput is:

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Shorter flow times.

Fewer defects.

Eliminating waste.

Increased inspection.

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Question 12

Multiple Choice

A short-term, highly focused effort for improving a process is known as a:

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Jidoka Event.

Kaizen Event.

Chaebol Event.

Poka-yoke Event.

Enchilada Event.

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Question 13

Multiple Choice

Suppose you learn that a process has a very long waiting time.Which of the following would decrease the waiting time?

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Decrease utilization.

Increase the coefficient of variation of job arrival times.

Increase the coefficient of variation of job processing times.

None of these would decrease waiting time.

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Question 14

Multiple Choice

One implication of increased utilization in a process is that:

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Process cost typically will go up.

Waiting time typically will go up.

Variance typically will be reduced.

All of these.

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Question 15

Multiple Choice

If a company can eliminate all sources of variance in a process:

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It will be able to operate at maximum capacity at all times.

There will be no constraints in the process.

Continuous improvement will not be necessary.

None of these are true.

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Question 16

Multiple Choice

An example of a short-term capacity decision is:

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Adding specialized labor.

Installing new equipment.

Adding new facilities.

Adding low-skilled labor.

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Question 17

Multiple Choice

Which of the following statements about economies of scale is NOT true?

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One reason economies of scale occur is because fixed costs can be spread over more units of production as output increases.

One reason economies of scale occur is because employees become more efficient as volume increases.

Economies of scale refers to the fact that as volume increases, total cost of production decreases.

Economies of scale may not exist at all levels of production.

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Question 18

Multiple Choice

Which of the following forms of capacity can only be determined AFTER the completion of activities?

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Demonstrated capacity

Maximum capacity

Design capacity

Effective capacity

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Question 19

Multiple Choice

Government regulations belong to which of the following elements of a process?

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Activities

Inputs/outputs/feedback

Process structure

Management policies

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Question 20

Multiple Choice

Under Juran's Law, whenever a problem occurs, what percentage of the time is the problem the result of a system/process error?

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15 percent

50 percent

85 percent

100 percent

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