Ch 1 Introduction to the Field

True-False Questions
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A business education is complete without an understanding of modern approaches to managing operations.

1.

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2. The concepts and tools of OM are widely used in managing other functions of a business. 3. ". Value is defined as uality di!ided by price. Operational planning and control decisions are short#term and narrow.

$. %n ser!ices& the shop floor may be called the front office& dining area& operating room& or passenger cabin& depending on the industry. '. (rederic) *. Taylor de!eloped scientific management. +. The goal of ,ust#in#time production is to achie!e low#!olume production using minimal in!entories of parts that arri!e at the wor)station ,ust as they are needed. -. %.O /000 certification standards play a ma,or role in setting uality standards for global manufacturers. /. The uality gurus include *. 1dwards 2eming& 3oseph M. 3uran& and 4hilip 5rosby. 10. Optimi6ing global supplier& production& and distribution networ)s is not an issue facing OM e7ecuti!es today.

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Multiple-Choice Questions _____ 11. Value added ser!ices include all of the following e7cept8 A. 9. 5. 2. _____ 12. %nformation 4roblem sol!ing .ales support .cientific management

Management decisions within the operations function are8 A. 9. 5. :ong#term decisions %ntermediate#term decisions .hort#term decisions

.ection One ; Operations .trategy and Managing 5hange

4age8

2. _____ 13.

All of the abo!e

All of the following describe ser!ices& e7cept8 A. 9. 5. 2. They are tangible. 2irect customer in!ol!ement is essential. :ocation of the facility is critical. 5ustomers are part of the production process.

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1". 5o#wor)ers of (rederic) *. Taylor in scientific management included all of the following e7cept8 A. 9. 5. 2. <enry :. =antt 3oseph M. 3uran (ran) =ilbreth :illian =ilbreth

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1$. The acronym for the term that describes a program that aggressi!ely see)s to eliminate causes of production defects and a cornerstone of many manufacturers> production practices is8 A. 9. 5. 2. 3%T (M. T?5 .A4

5hapter 4age8 One

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A systematic way of loo)ing at organi6ational processes can include8 A. 9. 5. 2. 1. <ow to sol!e real world problems <ow to e7pand globally <ow many lines to pro!ide at the ban) teller@s window <ow many windows are needed in the fast food dri!e#through All of the abo!e

_____ 1+.

Aey trends in the future of operations management include8 A. 9. 5. 2. 1. Badio fre uency identification CB(%2D .peciali6ation Outsourcing .mart factories All of the abo!e

_____ 1-.

*al#Mart& the giant E... retailer& is re uiring its top 100 !endors to employ the technology of8 A. 9. 5. 2. Badio fre uency identification 4ersonal computers 4agers 5ell phones

5hapter 4age8 One

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*hy do senior e7ecuti!es not understand operationsF A. 9. 5. 2. They entered organi6ations through finance& strategy& or mar)eting They relied on others to mind the details of the actual wor) 9oth A and 9 Gone of the abo!e

_____ 20.

The %nternet has opened new ways for the customer to interact directly with a firm. This information sharing can lead to a new trend of8 A. 9. 5. 2. Optimi6ing global supplier& production& and distribution networ)s %ncreased co#production of goods and ser!ices Managing the customer@s e7perience during the ser!ice encounter Baising the awareness of operations as a significant competiti!e weapon

Chapter 1

1. 2. 3. ". $. '. +. -. /.

( T T T T T ( T T
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10. ( 5hapter 4age8 One

11. 12. 13. 1". 1$. 1'. 1+. 1-. 1/. 20.

2 2 A 9 5 1 1 A 5 9

5hapter 4age8 One