(Test Bank) Operations Management Creating Value Along The Supply Chain, Canadian Edition

Russell,Taylor,Bayley,Castillo, 2

Business

Test Bank

2nd Edition

• $15.00 $50.00

---

Description

Test Bank for Operations Management Creating Value Along The Supply Chain, Canadian Edition, The downloadable file consists of 628 pages, and the total size of the file is 3.87 MB. Purchase now only for highly discounted price.

Author(s): Russell, Taylor, Bayley, Castillo

---

---

Study Note Preview

Copyright © 2014 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibite d CHAPTER 1 OPERATIONS MANAGEMENT CHAPTER LEARNING OBJECTIVES 1. Describe what the operations function is and how it relates to other business functions. Operations can be viewed as a transformation process that converts inputs into outputs of greater value. Operations management is the study of processes directly related to the creation and distribution of goods and services. Increasingly, these operations are taking place outside of the boundaries of a traditional enterprise. Thus, while today ’s managers need to understand how to efficiently manage operations within their own firm, they also need to develop skills in coordinating operations across a global supply chain. This text teaches students how to analyze processes, ensure quality, create value, and manage the flow of information, products, and services across a network of customers, enterprises, and supply chain partners. Operations is the technical core or “hub” of the organization, interacting with the other functi onal areas and suppliers to produce goods and provide services for customers. 2. Discuss the key factors that have contributed to the evolution of operations and the initiation of supply chain management. Operations management did not really begin until the Industrial Revolution. Before then, products were made by skilled craftpersons and their apprentices, one at a time. With the rise of factories, though, came an increased division of labour, where workers were only responsible for one small part of the total production process. For many years, factories were dominated by the concept of mass production, but this eventually gave way to the realization that production should be tied to customer demands (the quality revolution). The field of supply ch ain management was born to manage the flow of information, products, and services across a network of customers, enterprises, and supply chain partners. 3. Discuss how and why businesses operate globally and the rolesand the roles China and India play in the current global market. Two-thirds of today ’s businesses operate globally through global markets, global operations, global financing, and global supply chains. Many companies are now outsourcing much of their production and service functions to other countries. China accounts for 20% of the world ’s population and is the world ’s largest manufacturer. India, on the ot her hand, is known as the world ’s service provider. India has an enormous resource of highly skilled engineers, scientists, and technically trained workers available at less than half the cost of those located in developed countries. 4. Calculate and interpret productivity measures used for measuring competitiveness. Competitiveness has been defined by the OECD as “the degree to which a nation can produce goods and services that meet the test of international markets while simultaneously maintaining or expanding the real incomes of its citizens.” The most common measure of competitiveness is productivity, which is the ratio of input to output. Operations Management 1 - 2 Copyright © 20 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited 5. Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Firms choose to compete in different ways. A firm’s strategy defines how it will compete in the marketplace —its own best way. Strategy fo rmulation involves defining the primary task, assessing core competencies, determining order winners and order qualifi ers, and positioning the fi rm. An effective strategy meets the order qualifiers and excels on the order winners. A competitive position is not sustainable unless the operating system that supports it is configured and managed effectively. Policy deployment is a planning system that helps align day -to-day opera ting decisions with the company ’s overall strategy. The balanced scorecard reinforces a firm’s strategy by providing customer -oriented and process -oriented measures of performance, in addition to traditional financial measures. Decision making for the future can be scary at best. Fortunately, there are quantita tive tools available for making decisions under uncertain conditions. The supplement to this chapter reviews several of them. 1 - 3 Test Bank for Operations Management: Creating Value Along the Supply Chain, Second Canadian Edition Copyright © 201 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited TRUE -FALSE STATEMENTS 1. Operations management is concerned only with the day -to-day operations of a firm’s productive system s. Answer: False Difficulty: Easy Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Knowledge AACSB: Reflective Thinking 2. A warehouse operation is an example of a ph ysical transformation process. Answer: False Difficulty: Easy Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Funct ion Blooms: Knowledge AACSB: Reflective Thinking 3. A retail operation is an example of an ex change transformation process. Answer: True Difficulty: Easy Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Knowledge AACSB: Reflective Thinking 4. Operations management designs, operates, and improves productive systems. Answer: True Difficulty: Easy Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Knowledge AACSB: Reflective Thinking Operations Management 1 - 4 Copyright © 20 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited 5. The four primary functional areas of a firm are marketing, finance, operations, and human resources. Answer: True Difficulty: Easy Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Knowledge AACSB: R eflective Thinking 6. A transformation process is a series of activities from supplier to customer that add value to a product or service. Answer: False Difficulty: Medium Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Comprehension AACSB: Reflective Thinking 7. Human resources management provides demand estimates that are used in production decisions. Answer: False Difficulty : Medium Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Comprehension AACSB: Reflective Thinking 8. To be effective an o perations manager need s an integrated v iew of business organizations. Answer: True Difficulty: Easy Learning Objective : Discuss the key factors that have contributed to the evolution of operations and the initiation of supply chain management . Section Reference : 1.2 The Evolution of Operations and Supply Chain Management Blooms: Knowledge AACSB: Reflective Thinking 1 - 5 Test Bank for Operations Management: Creating Value Along the Supply Chain, Second Canadian Edition Copyright © 201 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited 9. The systematic analysis of work methods is known as scientific management. Answer: True Difficulty: Easy Learning Objective : Discuss the key factors that have contributed to the evolution of operations and the initiation of supply chain management . Section Reference : 1.2 The Evolution of Operations and Supply Chain Management Blooms: Knowledge AACSB: Reflective Thinki ng 10. Operations research is concerned with the system atic analysis of work methods. Answer: False Difficulty: Medium Learning Objective : Discuss the key factors that have contributed to the evolution of operations and the initiation of supply chain management . Section Reference : 1.2 The Evolution of Operations and Supply Chain Management Blooms: Comprehension AACSB: Reflective Thinking 11. Mass production refers to high -volume production of a standardized product. Answer: True Difficulty: Easy Learning Objective : Discuss the key factors that have contributed to the evolution of operations and the initiation of supply chain management . Section Reference : 1.2 The Evolution of Operations and Supply Chain Management Blooms: Knowledg e AACSB: Reflective Thinking 12. The adaptation of mass production to emphasize efficiency, rather than quality is known as lean production. Answer: False Difficulty: Medium Learning Objective : Discuss the key factors that have contributed to the evolution of operations and the initiation of supply chain management . Section Reference : 1.2 The Evolution of Operations and Supply Chain Management Blooms: Comprehension AACSB: Reflective Thinking Operations Management 1 - 6 Copyright © 20 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited 13. The set of activities that create and deliver produ cts to the customer is known as the supply chain. Answer: True Difficulty: Medium Learning Objective : Discuss the key factors that have contributed to the evolution of operations and the initiation of supply chain management . Section Reference : 1.2 The Evolution of Operations and Supply Chain Management Blooms: Knowledge AACSB: Reflective Thinking 14. The process of producing high -volume, standardized products for a large market is known as craft production. Answer: False Difficulty: Medium Learn ing Objective : Discuss how and why businesses operate globally and the roles and the roles China and India play in the current global market . Section Reference : 1.3 Globalization Blooms: Comprehension AACSB: Reflective Thinking 15. The European Union requires that strict quality and environmental standards be met before companies can do business with member countries. Answer: True Difficulty: Medium Learning Objective : Discuss how and why businesses operate globally and the roles and the roles China and India play in the current global market . Section Reference : 1.3 Globalization Blooms: Knowledge AACSB: Reflective Thinking 16. Globalization has affected both manufacturing and service operations. Answer: True Difficulty: Easy Learning Objective : Discuss how and why businesses operate globally and the roles and the roles China and India play in the current global market . Section Reference : 1.3 Globalization Blooms: Knowledge AACSB: Reflective Thinking 1 - 7 Test Bank for Operations Management: Creating Value Along the Supply Chain, Second Canadian Edition Copyright © 201 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited 17. Two-thirds of today’s businesses operate globally . Answer: True Difficulty: Medium Learning Objective : Discuss how and why businesses operate globally and the roles and the roles China and India play in the current global market . Section Reference : 1.3 Globalization Blooms: Knowledge AACSB: Reflective Thinking 18. China is reshaping the way firms compete globally . Answer: True Difficulty: Easy Learning Objective : Discuss how and why businesses operate globally and the roles and the roles China and India play in the current global market . Section Reference : 1.3 Globalization Blooms: Knowledge AACSB: Reflective Thinking 19. Globalization requires that firms compete on cost and not quality, speed , or flexibility. Answer: False Difficulty : Medium Learning Objective : Discuss how and why businesses operate globally and the roles China and India play in the current global market . Section Reference : 1.3 Globalization Blooms: Knowledge AACSB: Reflective Thinking 20. Globalization of the supply chain for many products has many pros and few, if any, cons. Answer: False Difficulty: Medium Learning Objective : Discuss how and why businesses operate globally and the roles China and India play in the current global market . Section Reference : 1.3 Globalization Blooms: Comprehension AACSB: Reflective Thinking 21. A major challenge and opportunity for many firms is the globalization of the supply chain. Answer: True Operations Management 1 - 8 Copyright © 20 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited Difficulty: Easy Learning Objective : Discuss how and why businesse s operate globally and the roles China and India play in the current global market . Section Reference : 1.3 Globalization Blooms: Knowledge AACSB: Reflective Thinking 22. Productivity increases enable a nation to raise its standard of living. Answer: True Difficulty: Easy Learning Objective : Calculate and interpret productivity measures used for measuring competitiveness . Section Reference : 1.4 Productivity and Competitiveness Blooms: Knowledge AACSB: Reflective Thinking 23. A nation’s productivity is unrelated to its standard of living. Answer: False Difficulty: Easy Learning Objective : Calculate and interpret productivity measures used for measuring competitiveness . Section Reference : 1.4 Productivity and Competitiveness Blooms: Knowledge AACSB: Reflective Thinking 24. Productivity is the most common measure of competitiveness. Answer: True Difficulty: Easy Learning Objective : Calculate and interpret productivity measures used for measuring competitiven ess. Section Reference : 1.4 Productivity and Competitiveness Blooms: Knowledge AACSB: Reflective Thinking 25. Single factor productivity compares output to an individual input. Answer: True Difficulty: Medium 1 - 9 Test Bank for Operations Management: Creating Value Along the Supply Chain, Second Canadian Edition Copyright © 201 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited Learning Objective : Calculate and interpret productivity measures used for measuring competitiveness . Section Reference : 1.4 Productivity and Competitiveness Blooms: Knowledge AACSB: Reflective Thinking 26. Canadian companies can become globally competitive by emphasizing the strategic importance of operations. Answer: True Difficulty: Medium Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Comprehensi on AACSB: Reflective Thinking 27. Many companies now find it necessary to have some global presence to remain competitive. Answer: True Difficulty: Easy Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Knowledge AACSB: Reflective Thinking 28. Ensuring good q uality under lies all operational decisions. Answer: True Difficulty: Easy Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Knowledge AACSB: Reflective Thinking 29. Emphasizing the strategic role of operations enhances the competitiveness of Canadian companies. Answer: True Difficulty: Easy Operations Management 1 - 10 Copyright © 20 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Knowledge AACSB: Reflective Thinking 30. Deployment is a step in strategy formulation that evaluates the alignment between core competencies and order winners. Answer: False Difficulty: Easy Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Knowledge AACSB: Reflective Thinking 31. Positioning is a step in strategy formulation that compares core competencies and order winne rs. Answer: True Difficulty: Medium Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Comprehension AACSB: Reflective Thinking 32. Order qualifiers are the characteristics of a product that have to be satisfied just to be considered for purchase by a customer . Answer: True Difficulty: Easy Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Knowledge AACSB: Reflective Thinking 33. An order qualifier is a customer criterion that wins the order. Answer: False Difficulty: Easy 1 - 11 Test Bank for Operations Management: Creating Value Along the Supply Chain, Second Canadian Edition Copyright © 201 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Knowledge AACSB: Reflective Thinking 34. Core competencies tend to be processes and not products or technologies. Answer: True Difficulty: Easy Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Knowledge AACSB: Reflective Thinking 35. Strategy formulation starts with determining a firm’s order winners and order qualifiers. Answer: False Difficulty: Easy Learning Objective : Discuss the process of developing, deploying, and monitoring the succe ss of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Knowledge AACSB: Reflective Thinking 36. Order winners and order qualifie rs change over time in response to the dynamics of changing market conditions. Answer: True Difficulty: Medium Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Comprehension AACSB: Reflective Thinking 37. To be competitive firms must create and sustain core competencies that are in tune with their customer ’s order winners. Answer: True Difficulty: Medium Operations Management 1 - 12 Copyright © 20 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operation s strategy . Section Reference : 1.5 Strategy and Operations Blooms: Comprehension AACSB: Reflective Thinking 38. Firms compete in the marketplace based on cost, speed, quality , and flexibility. Answer: True Difficulty: Easy Learning Objective : Discuss the process of developing, deploying, and monitoring the success of an operations strategy . Section Reference : 1.5 Strategy and Operations Blooms: Knowledge AACSB: Reflective Thinking 1 - 13 Test Bank for Operations Management: Creating Value Along the Supply Chain, Second Canadian Edition Copyright © 201 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited MULTIPLE CHOICE QUESTIONS 39. Operations management is concerned with a) the design of a firm’s productive systems. b) the operation of a firm’s productive systems. c) the improvement of a firm’s productive systems. d) all of the above. Answer: d Difficulty: Easy Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Knowledge AACSB: Reflective Thinking 40. The transformation process associated with health care is best descri bed as a) locational . b) exchange . c) physiological . d) informational . Answer: c Difficulty: Easy Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Knowledge AACSB: Reflective Thinking 41. Which of the following is not one of the four primary functional areas of a firm? a) human resources b) legal c) marketing d) operations Answer: b Difficulty: Easy Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Knowledge AACSB: Reflective Thinking Operations Management 1 - 14 Copyright © 20 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited 42. All of the following are responsibilities of operations managers exce pt a) acquiring financial resources . b) managing inventories . c) planning production . d) scheduling production . Answer: a Difficulty: Easy Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Knowledge AACSB: Reflective Thinking 43. Transformation processes are a ll of the following except a) physiological . b) locational . c) exchange . d) optimal . Answer: d Difficulty: Easy Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Knowledge AACSB: Reflective Thinking 44. Linear programming, simulation, and waiting line theory are most closely associated with which era in the historical development of operations management? a) human relations b) operations research c) globalization d) Internet revolution Answer: b Difficulty: Medium Learning Objective : Describe what the operations function is and how it relates to other business functions . Section Reference : 1.1 The Operations Function Blooms: Knowledge AACSB: Reflective Thinking N1. Operations provides marketing with information on all except 1 - 15 Test Bank for Operations Management: Creating Value Along the Supply Chain, Second Canadian Edition Copyright © 201 20 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited a) product or service availability. b) personnel needs. c) lead -time estimates. d) order status. Answer: b Difficulty: Medium Learning Objective: Describe what the operations function is and how it relates to other business functions . Section Reference: 1.1 The Operations Function Blooms: Knowledge AACSB: Reflective Thinking 45. Which of the following is not an event or concept associated with the quality revolution? a) TQM (total quality management) b) PERT/CPM c) Business process reengineering d) JIT Answer: b Difficulty: Medium Learning Objective : Discuss the key factors that have contributed to the evolution of operations and the initiation of supply chain management . Section Reference : 1.2 The Evolution of Ope rations and Supply Chain Management Blooms: Comprehension AACSB: Reflective Thinking 46. The work of W. Edwards Deming is most closely associated with a) MRP . b) TQM . c) supply chain management . d) time and motion studies . Answer: b Difficulty: Easy Learning Objective : Discuss the key factors that have contributed to the evolution of operations and the initiation of supply chain management . Section Reference : 1.2 The Evolution of Operations and Supply Chain Management Blooms: Knowledge AACSB: Reflective Thinking 47. Linear programming, waiting line, simulation, and PERT/CPM are all parts of which era of operations management? a) Quality Research