Exercises on Key Concepts/Terms
Chapter 3, Product Design and Process Selection
MGMT4102, J. Wang
1. ABC restaurant is considering some new dishes to serve. What it is doing should be categorized as
a. product design
b. process design
2. _ refers to th
3. Process Flow Measures
Essence of Process Flow
Average Inventory = Average Flow Time Throughput
average flow rate in a stable process
Process view of finan
on 10 August 2014
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Transcript of CHAPTER 17
The case for early integration of suppliers in the new product development process is
Mod 6 DQ
1. Discovering the supply chain. How would you as a member of the supply chain
team for a major retail chain proceed to investigate and identify all the participants
in your company's supply chain - all the way to the upstream suppliers of basic
Introduction to Operations Management
Eastern Gear, Inc. manufactures custom-made gear, their customer base consists of
research and development laboratories or smaller, though they have began to take on high
volume orders. During
The Pediatric Orthopedic Clinic at the Childrens Hospital of Western Ontario provides specialized
Pediatric services to children living around or near Ontario, Canada or as far away as the United
States. With rising complaints about patient wait tim
John Deere Inc: A Case Study of Initative,
Growth and Pursuit of Excellence
Updated on December 16, 2014
Deere & Company has been in business for more than 100 years. It has a good and honorable
reputation and operates on a global scale. Deere & Company i
CHAPTER 3: PROCESS FLOW MEASURES
The objective of this chapter is to identify key operational measures that may be used to study process
flows. They are linked together using Little's law. We then present a series of examples that show how
Chapter 01 - The Operations Function
The Operations Function
Multiple Choice Questions
1. Why is operations management a more encompassing term than production management?
A. Operations management is concerned with multiple products and services
1. What is a process view trying to accomplish/overcome; what is it, in the way an
organization operates, that might slow down and impede the efficiency that a process
view would overcome? What is a process view trying to accomplish/overcome; give
Module 4 DQs
1. Why are operations managers always striving to increase inventory turns, what are their risks at
the extremes of both high turns and low turns?
Thinking about a retail store operation, buying in smaller quantities that are closely
Session 12 Quiz
True / False
1) According to the lean philosophy, a stable master production schedule is desirable to
reduce the work-in-process inventories.
2) In the HP video on JIT, the bottleneck resource was the last operation (packing
DSCI 434 Quiz 10
The amount of supervision required when using a chase strategy is typically high
compared to the level strategy TRUE
Facilities Planning, Aggregate Planning, and Scheduling form a hierarchy of decisions
extending from long
(1) Quality Management Actions for (1) Quality Management
If your organization's output quality was low due to too many defects or too many mistakes, how
would you go about raising the level of quality throughout the company?
I would lay-off
DQ 1.3How does the function of an operations manager differ from the function of a marketing
manager or a finance manager? How are these functions similar, what do they share? Where do the
HR, IT and Accy managers fit in this management team?
1. Is there a statistical uncertainty to PERT project completion time; how is it computed?
Posted: In the PERT method three time projections are made for each activity (Optimistic,
Most likely, and Pessimistic). Then a weighted average is computed to give
Module Four Paper
Module Four covered the areas of: forecasting (chapter 11), inventory (chapter 15); and
materials requirement planning (chapter 16). The key take-aways for me from these sections are
Module Three Paper
Module Three covered the areas of: process selection (chapter 4); service process design
(chapter 5); process flow analysis (chapter 6); and Lean thinking and Lean systems (chapter 7).
The key take-aways for me
Module Two Paper
What is quality?
In addition to cost, flexibility, and delivery, quality is one of the objectives of operations.
Chapter 8 of our textbook provides us with a definition of quality as meeting or exceeding customer
Module One Paper
Module One covered the areas of: the operations function; operations and supply chain
strategy; product design. The key take-ways for me in this module, based on chapters 1, 2, and 3
of the textbook, are summarize
Module Five Paper
Module 5 focused on facilities decisions (chapter 12); scheduling decisions (chapters 13 and
14); and enterprise resource management (ERM). Materials beyond the text provided additional
insight into ERM processes
Quiz 13 Solutions
1. According to Goldratt:
A. An hour lost at the bottleneck is an hour lost for the entire system.
B. A product coming out of a non-bottleneck is precious and should not be wasted.
C. Maximizing the efficiency of all res
Operations/Supply Chain Management
What is the Right Supply Chain for your Product?
Harvard Business Review article by Prof. Marvin Fisher, Professor of Operations and Information
Key Concept for Supply Chain Design
Differs according to the nat
1. How does an Operations Manager know what direction Operations must take and
what goals must Operations accomplish; is it one goal or many, and can you cite
a. Operation managers make decisions during the process of inputs being
Session 5 Quiz
True / False (1 point each)
1) Scrap and rework are examples of internal failure costs. TRUE
2) The total cost of quality in an organization is the sum of control costs and
failure costs. TRUE
3) It is important to determ
Session 9 Quiz Solutions
1. All forecasts should include two estimates: An estimate of the demand and an estimate of
the forecasting error. TRUE
2. Tracking signal is the ratio between cumulative forecast error and the most recent estimate
Session 7 Quiz Solutions
1) Which of the following is not a specific measure of supply chain performance?
2) Which of the following is a way to improve the infrastru
Session 3 Quiz
True or False
1. According to Peter Senge, often being proactive is actually being reactive in
2. In an assemble-to-order process, the sub-assemblies are made-to-order, while
final assembly is made-to-stock.
Quiz 4 Solutions
True / False
1. Analysis of the flow of information should always accompany an analysis of materials
2. Littles law is true for operations just getting started FALSE
3. A process view emphasizes that it is important for