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of University Santo Tomas (UST) Faculty of Engineering QUIZ 4, 2nd Semester AY 2012-2013 IM 106 Operations Management (Engr. William A. Cortez) 50 Name (PRINT): __________________________________ Course/Year: _________ Date: __________ Score: _______/ Instructions: Select the best answer to the questions. Write X in the BOX of the LETTER of your choice in your answer sheet. 1. A line balancing solution has been developed for the assembly line for fertilizer spreaders at Green Grass, Inc. The desired output rate of 30 spreaders per hour will be achieved. The sum of times for all tasks performed on the line is 1200 seconds for each spreader assembled. This is the total productive time. Which of the following statements must be TRUE? B A. The cycle time is 30 seconds per spreader. D. If the solution calls for 11 stations, the efficiency is 80%. B. C. B. C. D. 2. 3. The "theoretical minimum" number of stations is 10. min cycle time = 2.2; max cycle time = 39; output rate = 204.5 E. None of these choices If solution calls for 12 stations, the efficiency is 80%. An assembly line with 28 operations is to be balanced. The total amount of time required for all 28 operations is 39 minutes. The longest operation takes 2.2 minutes and the shortest takes 0.8 minutes. The line will operate for 450 minutes per day. Determine the minimum and maximum cycle time. What is the output rate if the cycle time is set at 2.2 minutes? A A. min cycle time = 0.8; max cycle time = 39; output rate = 204.5 min cycle time = 2.2; max cycle time = 31.2; output rate = 562.5 min cycle time = 0.8; max cycle time = 2.2; output rate = 562.5 Which of the following is NOT a concept or dimension of the servicescape. A. Robust design C. Physical evidence A E. Spatial layout and functionality B. 4. 5. 6. 7. 8. Signs, symbols and artifacts D. Ambient conditions A ____ layout is an arrangement based on the sequence of operations that are performed during the manufacturing of a good or the delivery of a service. A A. Product B. Process C. Cellular D. Fixed position E. Unstable position A ____ layout is an arrangement based on self-contained groups of equipment needed to produce a particular set of goods or services. C A. Product B. Process C. Cellular D. Fixed position E. Unstable position The typical layout of facilities in a hospital would be an example of a ____ layout. B A. Product B. Process C. Cellular D. Fixed position E. Unstable position The production of large goods such as airplanes is best accomplished using a ____ layout. D A. Product B. Process C. Cellular D. Fixed position E. Unstable position The text presents an integrative case study of Lenscrafters. Which statement is correct? C A. Lenscrafters primary product is eyewear. C. Each store has a visible low contact area. B. 9. 10. 11. 12. 13. 14. 15. Each store has very different layout and servicescape. D. Low cost makes a long drive to Lenscrafters worthwhile. Quality Function Deployment (QFD) starts with Prior to designing and configuring a customer benefit package, a firm should understand and develop its ____. C A. detailed goods, services and process design C. strategic mission and competitive priorities B. process and service encounter design D. Marketplace evaluation E. Market valuation Which is true for product layout? B A. Very flexible B. Lower work-in-process inventories C. High job satisfaction D. Easy to add new products Which is not true regarding fixed-position layout? B A. Synonymous with project C. An example in services is a concert or sports event B. High demand volume D. Used with large items All of the following are limitations to process layout except D A. Higher movement and transportation costs C. Longer total processing time B. More complicated planning and control systems D. Limited range of products ____ classifies parts into families so that cellular layouts can be effectively used. C A. Ergonomics B. Job enlargement C. Group technology D. CRAFT E. Job family All of the following are true regarding assembly lines except B A. Lower cost C. Makes good affordable to mass markets B. Only one model can be assembled on a line D. Used in services, e.g., insurance policies and sorting mail Assembly line balancing C A. Is a one-time activity. B. Tries to minimize the number of work stations for a given production rate. B. Tries to minimize production rate for a given number of work stations. D. Attempts to load work into early work stations. 16. ____ is vertical expansion of job duties to give the worker more responsibility. C A. Job enlargement B. Job rotation C. Job enrichment D. Job design 17. A(n) ____ performs entire jobs rather than specialized, assembly line work. C A. Virtual team B. Self-managed team C. Natural work team D. Ergonomic team 18. Which one of the following statements is TRUE about vendor-managed inventory (VMI)? A A. VMI is a form of outsourcing. C. VMI is used only in responsive supply chains. B. VMI often increases the bullwhip effect. D. VMI is identical to contract manufacturing. 19. Which one of the following statements is TRUE about "The 11 Greatest Supply Chain Disasters?"? D A. CISCO was stuck with piles of product and took a $5 billion write-off because Apple dropped them as a vendor-managed inventory supplier. Apple was swamped with demand for its new iPod and couldn't meet demand and therefore, lost significant market share due to supply chain problems and errors. C. Wal-Mart switched from an efficient supply chain to a responsive supply chain focus creating many supply chain problems, stockouts, and increasing inventory costs. D. Toy R couldn't fulfill orders for promised delivery by Christmas in 1999, and eventually outsourced order fulfillment to 20. Which one of the following is not directly related to a supply chain? C A. Distribution centers B. Inventory C. Promotion/Advertising D. Supplier E. Supply centers B. 21. The Supply Chain Operations Reference Model (SCOR) is based on five basic functions. Which of the following is not one of these functions? D A. Source B. Deliver C. Return D. All choices are functions 22. The Supply Chain Operations Reference (SCOR) Model function that entails procuring goods and services to meet planned or actual demand is called ____. B A. Plan B. Source C. Make D. Deliver E. Return QUIZ 4, 2nd Semester AY 2012-2013 IM 106 Operations (Engr. Management William A. Cortez) 23. Which is true regarding a responsive supply chain? A. Demand is stable and predictable. B C. Customers require standardization. B. Product life cycles are short and change often because of innovation. 24. A push system C A. B. 26. 27. 28. Can adjust easily to poor forecasts B. C. D. 25. Page 2 of 2 D. Contribution margins are low a cause-and-effect diagram is also called a fishbone diagram. C. Can reduce transportation costs by using full-truckload shipments Is more appropriate for make-to-order items D. Works best with variable sales patterns For General Motors' supply chain, the ____ is the push-pull boundary. C A. Supplier B. Factory C. Dealer D. Custom E. Customer Which of the following is true regarding order amplification? A A. The amplitude of sales over time is smaller than the variation in the order quantity. C. The amplitude of order quantity over time is smaller than the variation of sales. D. The less the uncertainty, the greater the amplification in orders. E. The amplification is greatest near the customer. Factors such as managers' preferences, services and taxes, available transportation systems, banking services and environmental impacts would be most closely related to which level of the facility location hierarchy? C A. Global (National) location B. Regional location C. District or community location D. Local site selection Which one of the following statements is FALSE? A A. Kaizen is the process of specifying design specifications for goods and services. scrap and rework costs are part of internal failure quality costs. The Deming Cycle is named after a famous quality guru and consists of four steps Plan, Do, Study, Act (PDSA). C an untrained worker with the potential to learn C. a machine design that can't meet the customer's part specifications 29. Which of the following would be a "common" cause of variation? A. B. a defective raw material D. an operator error E. customer complaint D A. Value engineering B. Design reviews C. Failure-mode-and-effect analysis D. Prototype testing 31. As described in the chapter, which company did not use ISO 9000 to try to improve performance B A. Sears Roebuck & Co. B. Pal's Sudden Service C. DuPont D. Delcor Homes E. Dell 32. Six Sigma efforts have use all of the following concepts and methods except C A. Process control such as reducing variation C. Critical to quality characteristics such as appraisal costs 30. Which item below is not part of quality engineering? B. Process improvement such as mistake proofing D. Advanced statistical tools such as multiple regression 33. Which of the following is true regarding the history of quality management? A. C During the Industrial Revolution, workers on the shop floor began to take on increased responsibility for quality. B. C. Six Sigma was developed in Japan as a cost reduction approach during the 1970s. A. W. Edwards Deming Deming's diagram of a value chain emphasized the importance of consumers and suppliers in supporting continuous quality improvement. D. Beginning around 1950, Deming and Juran began educating top U.S. managers, which lead to the growth and development of quality management in the U.S. 34. Which leader in quality management promoted the Quality Trilogy of quality planning, quality control, and quality improvement? B B. Joseph Juran C. Philip Crosby D. Jack Hillerich E. Malcolm Baldrige 35. All of the following are components of the GAP model except A. A The discrepancy between delighting or pleasing customers and total customer service and satisfaction The discrepancy between management's perceptions of what features constitute a target level of quality and the task of translating these perceptions into executable specifications C. The discrepancy between quality specifications documented in operating and training manuals and plans and their implementation D. The difference between the customer's expectations and perceptions The recognized benchmark for Six Sigma implementation is General Electric (GE). GE's Six Sigma problem solving approach employs five phases. Which is not one of the phases? D A. Define (D) B. Measure (M) C. Analyze (A) D. Improvise (I) In reference to quality cost classifications, training and equipment design would fall in the ____ category A A. Prevention B. Appraisal C. Internal-failure D. External-failure E. Training A tool to help focus on the most significant problems is B A. Flow-charts C. Cause-and-effect diagram E. Statistical quality control B. Pareto analysis D. Scatter diagram Cause-and-effect diagrams would help most in which phase of the DMAIC problem-solving approach? C A. Define B. Measure C. Analyze D. Control E. Implement B. 36. 37. 38. 39. Instructions: In your answer sheet, write X in box A if the statement is TRUE or put X in box B if the statement is FALSE . 40. In a product layout such as an assembly line, a flow blocking delay occurs whenever one stage completes work and no units from the previous stage are awaiting processing. F 41. Cycle time in assembly line balancing is the maximum amount of time it takes to process a part at some workstation along the line. F 42. Cycle time is related to the output rate and the available time to produce output. T 43. Dell offers numerous special deals and promotions on its website and on the Internet within a short time after realizing it needs to shift or increase demand for its products. T 44. In designing an efficient supply chain, an organization would need high levels of inventory stored in many small distribution centers. F 45. The most relevant definition of quality for an operations manager is "conformance to specifications." T 46. To get top management's attention about quality issues, it is useful to measure quality in monetary terms rather than from the operational perspective on the number of defects and nonconformances. T 47. Zero defects is achieved by identifying defects in production processes and fixing them. F 48. The Gap Model helps managers to link quality management practices within the value chain to customer expectations. 49. A Pareto diagram helps to understand the relationships between two variables and to verify possible cause and effect hypotheses. 50. The production of large goods such as cruise ships is best accomplished using a cellular layout. F F T ... View Full Document

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