Operations- Chapter 3

Which of the following conditions is generally associated with a job​ process? A. Resources are allocated to specific products. B. High product or service volume. C. Relatively standardized products. D. High resource flexibility.

A major supplier to an auto manufacturer would most likely adopt which production and inventory​ strategy? A. Postponement strategy B. ​Make-to-stock strategy C. ​Assemble-to-order strategy D. ​Make-to-order strategy

The result of a​ firm's splitting large​ plants, which produced all the​ company's products, into several specialized smaller plants is A. vertical integration. B. focused factories. C. PWPs. D. cells.

A back office service structure is most similar to A. a job process in manufacturing. B. a line process. C. a small batch process. D. a large batch process.

When designing a flexible flow​ layout, the designer allocates space and indicates placement of each department with a A. block plan. B. zone diagram. C. CRAFT. D. closeness matrix.

A​ high-volume manufacturing process typically means all of the following​ EXCEPT: A. a​ line, or​ continuous, process. B. greater capital intensity. C. less resource flexibility. D. more customer involvement.

The common denominator for decisions on service processes is​ _______, but for manufacturing processes it is​ _______. A. customer​ contact; product variety B. customer​ variety; output volume C. customer​ contact; output volume D. customer​ variety; product variety

Low manufacturing volumes typically dictate the following process​ decision: A. Less resource flexibility. B. A line process. C. Less capital intensity and automation. D. More vertical integration.

When production volume is low and customization is​ high, a​ _______ layout is indicated. A. line flow B. cycle time C. flexible flow D. fixed position

An example of a plant within a plant​ (PWP) is A. the metropolitan library as part of city government. B. the marketing department at your business school. C. the French fry operation at a fast food franchise. D. an emergency department at a large municipal hospital.

A primary enabler of process reengineering is A. fixed automation. B. information technology. C. the​ service-product matrix. D. ISO 14001.

Which of these activities is NOT a major component of the initial phase of planning and managing projects? A. Defining the scope and objectives. B. Selecting the project manager and team. C. Selecting the organizational structure. D. Analyzing time/cost tradeoffs.

Louie is considering two different manufacturing processes. One is more capital intensive with fixed costs of $150,000 and variable costs of $50 per unit. The other is less capital intensive with fixed costs of $75,000 and variable costs of $100 per unit. What is the break-even quantity at which the total costs for both processes are equal?

Which of the following conditions are generally associated with a job process? A. Resources are allocated to specific products. B. High product or service volume. C. High resource flexibility. D. Relatively standardized products.

Low manufacturing volumes typically dictate the following process decision. A. Less resource flexibility. B. A line process. C. Less capital intensity and automation. D. More vertical integration.

Specialization results in benefits such as: A. Higher wages. B. Less training time per employee. C. High employee morale. D. A slower, deliberate work pace.

The result of a firm's splitting large plants, which produced all the company's products, into several specialized smaller plants is: A. Focused Factories B. PWPs C. cells D Vertical integration

A primary enabler of process reengineering is: A. ISO 14001. B. the service-product matrix. C. information technology. D. fixed automation.

A high-volume manufacturing process typically means all of the following EXCEPT: A. A line, or continuous, process. B. Greater capital intensity. C. Less resource flexibility. D. More customer involvement.

A high customer-contact service process typically indicates all of the following EXCEPT: A. more resource flexibility B. low complexity C. diverse work flows D. a front-office process structure

What would be the likely process characteristics of the typical college dining hall? A. Considerable process divergence B. Line flows C. Flexible flows D. Highly customized

Economies of scope are characterized by: A. high capital intensity and high resource flexibility. B. low capital intensity and high resource flexibility. C. low capital intensity and low resource flexibility D. high capital intensity and low resource flexibility.

The difference between people-processing service and possession-processing services is that: A. services are provided to the customer in both, but the customer must be present only in people-processing. B. services are provided for the customer who must be present in people-processing; services are provided to the customer who does not need to be present in possession-processing services. C. services are provided for the customer in both, but the customer must be present only in people-processing. D. services are provided to the customer who must be present in people-processing; services are provided for the customer who does not need to be present in possession-processing services.

pattern of decisions made in managing processes so that they will achieve their competitive priorities

business processes that have external customers or suppliers

process type relative to the kinds of resources needed, how resources are portioned between them, and their key characteristics

physical arrangement of operations created by the various processes

ways in which customers become part of the process and the extent of their participation

ease with which employees and equipment can handle a wide variety of products, output levels, duties, and functions

mix of equipment and human skills in a process

extent to which the customer is present, is actively involved, and receives personal attention during the service process

extent to which the process is highly customized with considerable latitude as to how its tasks are performed

customers, materials, or information move in diverse ways, with the path of one customer or job often crisscrossing the path that the next one takes

customers, materials, or information more linearly from one operation to the next, according to a fixed sequence

process with high customer contact where the service provider interacts directly with the internal or external customer

process with moderate levels of customer contact and standard services with some options available

process with love customer contact and little service customization

way of structuring the process by organizing resources around the process or organizing them around the products

process with the flexibility needed to produce a wide variety of products in significant quantitates, with considerable divergence in the steps performed

process that lies between the line and continuous processes on the continuum; values are high and products are standardized, which allows resources to be organized around particular products

Extreme end of high-volume standardized production and rigid line flows, with production not starting and stopping for long time intervals

strategy used by manufacturers that make products to customer specifications in low volumes

strategy for producing a wide variety of products from relatively few subassemblies and components after the customer orders are received

strategy of delaying final activities in the provision of a product until the orders are received

strategy that uses highly divergent processes to generate a wide variety of customized products at reasonable low costs

strategy that involves holding items in stock for immediate delivery, thereby minimizing customer delivery times

line process that uses the make-to-stock strategy

plan that allocates space and indicates placement of each operation

table that gives a measure of the relative importance of each pair of operations being located close together

mathematical model used to evaluate layouts based on closeness factors

straight-line distance, or shortest possible path, between two points

distance between two point with a series of 90-degree turns

workforce whose members are capable of doing many tasks, either at their own workstations or as they move from one work station to another

system, process, or piece of equipment that is self-acting and self-regulating

manufacturing process that produces one type of part of product in a fixed sequence of simple operations

manufacturing process that can be changed easily to handle the various products

versatile, computer-controlled machine programmed to perform various tasks

economies that reflect the ability to produce multiple products more cheaply in combination than separately

Different operations within a facility with individualized competitive priorities, processes, and workforces under the same roof

result of a firm's splitting large plants that produced all the company's products into several specialized smaller plants

fundamental rethinking and radical redesign of processes to improve performance dramatically in terms of cost, quality, service and speed

systemic study of the activities and flows of each process to improve it