Test Bank1

8/11/2019 Test Bank1

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File: ch01, Chapter 1: Basics of Operations Management

Multiple Choice

1. Every business is manage through !hat three ma"or functions#

a$ accounting, finance, an mar%etingb$ engineering, finance, an operations managementc$ accounting, purchasing, an human resources$ accounting, engineering, an mar%etinge$ finance, mar%eting, an operations management

&ns: e'ection (ef: )hat is Operations Management#*evel: easy

+. )hich business function is responsible for managing cash flo!, current assets, an capitalinvestments#a$ accountingb$ financec$ mar%eting$ operations managemente$ purchasing

&ns: b'ection (ef: )hat is Operations Management#

*evel: easy

. )hich business function is responsible for managing cash flo!, current assets, an capitalinvestments#a$ accountingb$ financec$ mar%eting$ operations managemente$ purchasing

&ns: b'ection (ef: )hat is Operations Management#*evel: easy

-. )hich business function is responsible for sales, generating customer eman, anunerstaning customer !ants an nees#a$ finance


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b$ human resourcesc$ mar%eting$ operations managemente$ purchasing

&ns: c'ection (ef: )hat is Operations Management#*evel: easy

. )hich business function is responsible for planning, coorinating, an controlling the resourcesneee to prouce a company/s proucts an services#a$ engineeringb$ financec$ human resources$ mar%etinge$ operations management

&ns: e

'ection (ef: )hat is Operations Management#*evel: easy

. )hich of the follo!ing is not true for business process reengineering#a$ t can increase efficiency.b$ t cannot be use to improve 2uality.c$ t can reuce costs.$ t involves as%ing !hy things are one in a certain !ay.e$ t involves reesigning processes.

&ns: b'ection (ef: 3istorical 4evelopment*evel: easy

5. &t the 6&7, !hich function plans an coorinates all the resources neee to esign, prouce,an eliver the merchanise to its various retail locations#a$ engineeringb$ human resourcesc$ mar%eting

$ operations managemente$ purchasing

&ns: 'ection (ef: )hat is Operations Management#*evel: easy


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8. Operations Management is responsible for increasing the organi9ation/s efficiency, !hich meansthe company !ill be able to .a$ a to the engineering processb$ ta%e for grante current operationsc$ increase the number of positions uner the manager/s position$ eliminate activities that o not a valuee$ increasing purchasing opportunities

&ns:

'ection (ef: )hat is Operations Management#*evel: moerate

;. )hich one of the follo!ing !oul not generally be consiere to be a transformation#a$ a haircutb$ a train riec$ manufacturing a raio$ !aiting to see the octore$ a surgery

&ns: 'ection (ef: )hat is Operations Management#*evel: moerate

10. &t a factory, the transformation process is a


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1+. Operations management is responsible for orchestrating all the resources neee to proucethe final prouct. =his inclues all of the follo!ing e>cept.a$ obtaining customer feebac%b$ arranging scheulesc$ managing inventory$ controlling 2uality

e$ esigning !or% methos

&ns: a'ection (ef: )hat is Operations Management#*evel: har

1. )hich secon?tier computer company utili9e a rastic change in its operations function tobecome an inustry leaer in the late 1;;0s#a$ &pple

b$ Compa2c$ 4ell$ BMe$ @o9mo

&ns: c'ection (ef: )hat is Operations Management#*evel: easy

1-. & company !ith a lo! customer contact that is capital intensive is calle:a$ a farmb$ manufacturingc$ 2uasi?manufacturing$ servicee$ nustrial era operations management

&ns: c'ection (ef: 4ifferences Bet!een Manufacturing an 'ervice Organi9ations*evel: easy

1. )hich initially successful !eb?base home elivery company ha to shut o!n in +001 ue toinae2uate management of its operations#a$ Contact.comb$ =ime 'aver.comc$ @o9mo.com$ @ramer.come$ Aeptune.com


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&ns: c'ection (ef: )hat is Operations Management#*evel: moerate

1. n orer to be successful !ith )eb?base on?line shopping, companies must o all e>cept!hich of the follo!ing#a$ manage istribution centers an !arehouses

b$ operate fleets of truc%sc$ maintain ae2uate inventories of proucts$ promise same?ay eliverye$ scheule eliveries

&ns: 'ection (ef: )hat is Operations Management#*evel: har

15. )hat outsourcing functions oes 7' provie for clients#a$ accounting an inventoriesb$ inventories an eliveriesc$ accounting an eliveries$ accounting an maintenancee$ eliveries an maintenance

&ns: b'ection (ef: )hat is Operations Management#*evel: har

18. &n e>ample of an operation that oes not a value is .a$ removing iron ore from the groun an shipping it to a steel millb$ filling the unergroun gasoline tan%s at a service stationc$ ma%ing a !eing ca%e$ moving components to a !arehouse for storage until the factory nees theme$ moving luggage from a cab to the airport tic%et counter

&ns: 'ection (ef: )hat is Operations Management#*evel: har

1;. )hich famous economist once suggeste that, =he prouction problem has been solve.D#a$ ohn Aashb$ rving Fisherc$ ohn @enneth 6albraith$ &am 'mithe$ ohn Maynar @eynes


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&ns: c'ection (ef: 3istorical 4evelopment*evel: har

+0. )hat !as the primary reason !hy &merican firms lost mar%et ominance in many inustries inthe 1;50s an 1;80s#

a$ O7EC oil embargoesb$ the ietnam !ar ha raine the economy of resourcesc$ after (ichar Ai>on !as 7resient, foreign consumers began to mistrust &merican firms$ they ha become la> !ith a lac% of competition in the 1;0s an 1;0se$ foreign government subsiies for business

&ns: 'ection (ef: 3istorical 4evelopment*evel: moerate

+1. n !hat area oes 6eneral Motors earn its highest return on capital#a$ selling carsb$ selling logo merchanisec$ financing$ selling racing enginese$ post?sales parts an service

&ns: e'ection (ef: )hat is Operations Management#*evel: har

++. )hich of the follo!ing is an e>ample of a bac% roomD operation for an airline company#a$ serving foo an rin%s to passengersb$ collecting tic%ets an chec%ing passengers in at the gatec$ loaing luggage onto the airplane$ emonstrating use of the seat belt an other safety features of the airplanee$ assisting passengers in getting off of the plane

&ns: c'ection (ef: 4ifferences Bet!een Manufacturing an 'ervice Organi9ations

*evel: moerate

+. )hat are companies that have lo! customer contact an are capital intensive, yet provie aservice, calle#

a$ pseuo?manufacturing organi9ationsb$ 2uasi?manufacturing organi9ationsc$ hierarchical manufacturing organi9ations


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$ service factoriese$ servifacturing organi9ations

&ns: b'ection (ef: 4ifferences Bet!een Manufacturing an 'ervice Organi9ations*evel: moerate

+-. )hat percentage of total non?farm "obs in the .'. economy come from service?proucinginustries#a$ +0Gb$ 0Gc$ 0G$ 80Ge$ ;G

&ns: 'ection (ef: 4ifferences Bet!een Manufacturing an 'ervice Organi9ations*evel: moerate

+. )hat are long?term ecisions that set the irection for the entire organi9ation calle#a$ tacticalb$ operationalc$ irectional$ istante$ strategic

&ns: e

'ection (ef: Operations Management 4ecisions*evel: easy

+. )hich of the follo!ing is not true !ith respect to strategic an tactical ecisions#a$ tactical ecisions focus on more specific ay?to?ay ecisionsb$ tactical ecisions etermine the irection for strategic ecisionsc$ tactical ecisions provie feebac% to strategic ecisions$ tactical ecisions are mae more fre2uently an routinelye$ tactical ecisions must be aligne !ith strategic ecisions

&ns: b'ection (ef: Operations Management 4ecisions*evel: moerate


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+5. )hich of the follo!ing is not primarily performe by the operation management function#a$ "ob esign an !or% measurementb$ avertising strategyc$ location analysis$ 2uality managemente$ facility layout

&ns: b'ection (ef: Operations Management 4ecisions

*evel: moerate

+8. )hen i operations management emerge as a formal fiel of stuy#a$ uring the late 1;0s an early 1;0sb$ uring the late 1;50s an early 1;80sc$ uring )orl )ar $ uring the nineteenth centurye$ uring the early 1;00s

&ns: a'ection (ef: 3istorical 4evelopment*evel: moerate

+;. Managing the transformation of inputs into goos an services is:a$ a post inustrial era process.b$ a irect contributor to the curve earth synrome.c$ as ol as time.$ a t!enty?first century evelope process.e$ a esign of Freeric% =aylor.


0. )ho invente the steam engine#a$ ames )attb$ &am 'mithc$ Eli )hitney

$ 3enry Fore$ Freeric% =aylor

&ns: a'ection (ef: 3istorical 4evelopment


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*evel: har

1. )hat concept involves brea%ing o!n the prouction of a prouct into a series of small,elementary tas%s, each of !hich is performe by a ifferent !or%er#a$ ivision of laborb$ interchangeable partsc$ scientific management

$ the 3a!thorne effecte$ operations research

&ns: a'ection (ef: 3istorical 4evelopment*evel: easy

+. )ho !rote The Wealth of Nationsin 155, escribing ivision of labor#a$ ames )att

b$ &am 'mithc$ Eli )hitney$ 3enry Fore$ Freeric% =aylor

&ns: b'ection (ef: 3istorical 4evelopment*evel: har

. =he concept of interchangeable parts !as introuce by .a$ &am 'mithb$ Freeric% =aylorc$ Eli )hitney$ 3enry Fore$ ). E!ars 4eming


-. )ho create scientific management#Da$ ames )att


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b$ &am 'mithc$ Eli )hitney$ Freeric% ). =aylore$ 3enry For


. )hat !as Freeric% ). =aylor/s bac%groun#a$ physicsb$ human resources managementc$ operations research$ psychologye$ engineering

&ns: e'ection (ef: 3istorical 4evelopment

*evel: har

. & %ey feature of scientific management is that !or%ers are motivate only by.

a$ loveb$ po!erc$ challenging !or%$ moneye$ fame


5. & %ey feature of scientific management is that !or%ers are limite only by.a$ machineryb$ co?!or%ersc$ their "ob escription

$ their toolse$ their physical ability

&ns: e'ection (ef: 3istorical 4evelopment*evel: moerate


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8. =he creator of scientific management believe that.

a$ !or%er prouctivity is governe by scientific la!sb$ the !or%er shoul have a lot of control over his or her "obc$ efficiency is overrate$ !or%er pay shoul primarily be base on senioritye$ mathematical moels are the basis for management of prouction

&ns: a

'ection (ef: 3istorical 4evelopment*evel: moerate

;. )hich of the follo!ing operations management concepts i not evolve from scientificmanagement#

a$ moving assembly linesb$ interchangeable partsc$ stop!atch time stuies$ piece rate incentives

e$ setting time stanars for tas% performance

&ns: b'ection (ef: 3istorical 4evelopment*evel: moerate

-0. )ho populari9e the moving assembly line#a$ ames )attb$ &am 'mith

c$ Eli )hitney$ Freeric% ). =aylore$ 3enry For


-1. ner scientific management, information from !hat is use to set time stanars for tas%performance#a$ stop!atch time stuies

b$ observance of similar tas%sc$ computer simulation$ negotiations !ith unionse$ arbitration



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*evel: moerate

-+. )hat movement starte !ith the publication of the results of the 3a!thorne stuies#a$ scientific managementb$ human relationsc$ management science$ mar%eting research

e$ operations management


-. )hat is the 3a!thorne effect#a$ !or%ers responing to the attention they are givenb$ stop!atch time stuies leaing to time stanars

c$ the use of 2uantitative methos for solving management problems$ the use of interchangeable partse$ more lighting increases prouctivity


--. ncreasing the level of responsibility of a "ob by aing planning an coorination tas%s is

.a$ "ob enlargementb$ "ob rotationc$ "ob involvement$ "ob enrichmente$ "ob bac%!ar integration


-. =he first military use of management science !as solving comple> problems of logisticscontrol, !eapons system esign, an eployment of missiles uring .a$ )orl )ar b$ )orl )ar c$ =he @orean )ar$ =he ietnam )are$ Operation 4esert 'torm


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-. )hat term escribes the approach of giving !or%ers a larger portion of the total tas% to o#

a$ "ob enlargement

b$ "ob rotationc$ "ob involvement$ "ob enrichmente$ "ob bac%!ar integration


-5. )hen !ere the 3a!thorne 'tuies conucte#a$ 1550sb$ 180sc$ 1;0s$ 1;0se$ 1;80s

&ns: c'ection (ef: 3istorical 4evelopment*evel: moerate

-8. n !hat company !ere the 3a!thorne 'tuies conucte#a$ )estinghouseb$ 6eneral Electricc$ 3a!thorne ncorporate$ 6eneral Motorse$ )estern Electric

&ns: e'ection (ef: 3istorical 4evelopment*evel: har

-;. Management science is focuse on:a$ profit marginb$ 2ualitative systems analysisc$ management promotion metrics$ 2uantitative techni2ues for solving personnel issuese$ 2uantitative techni2ues for solving operations problems


14/30

&ns: e'ection (ef: 3istorical 4evelopment*evel: har

0. )hen !as the first mathematical moel for inventory management evelope#a$ 1550

b$ 18c$ 1;00$ 1;1e$ 1;0

&ns: 'ection (ef: 3istorical 4evelopment*evel: har

1. )here !as the "ust?in?time philosophy evelope#a$ 6ermanyb$ nite 'tatesc$ Canaa$ apane$ taly


+. ust?in?time philosophy is applicable in:a$ 'ervice organi9ationsb$ Manufacturing organi9ationsc$ &ssembly line operations$ &, B, an Ce$ & an C only



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. )hen !as the "ust?in?time philosophy evelope#a$ 1;80sb$ 1;0sc$ 1800s$ 1500se$ 1;;0s


*evel: har

-. )hat is a philosophy that aggressively see%s to improve prouct 2uality by eliminating causesof prouct efects an ma%ing 2uality an all?encompassing organi9ational philosophy#a$ CHb$ =HMc$ '7C$ =e$ B7(


. )hich of the follo!ing is consiere a 2uality guru#Da$ Elton Mayob$ ). E!ars 4emingc$ &le> 6amble

$ F.). 3arrise$ Freeric% ). =aylor


. 'upply chain management involves managing:a$ the flo! of internal information only.b$ the flo! of materials an information from suppliers an buyers to the final customer.

c$ the flo! of ra! materials to inventory only.$ managing the stoc% room supply only.



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5. Many companies re2uire their suppliers to meet !hat stanars as a conition for obtainingcontracts#a$ (FO 000b$ 7( 8000c$ 'O ;000$ M&C3 000e$ '7 +000


8. One of the t!o most important features of time?base competition involves.

a$ avertising on the nternetb$ stop!atch time stuiesc$ setting time stanars for tas% performance

$ instantaneous access to inventory informatione$ eveloping ne! proucts an services faster than the competition


;. 'O 1-000 stanars provie guielines for !hat#a$ business ethics

b$ environmentally responsible actionsc$ supplier certification$ 2uality controle$ !eb site evelopment


0. A&F=& an the E are .

a$ certification groupsb$ regional trae agreementsc$ 2uality control methos$ logistics provierse$ .'. government agencies



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1. )hat type of commerce ma%es up the highest percentage of electronic transactions#a$ B+Cb$ C+Cc$ B-B$ B+Be$ B-C


+. =he nternet evelope from a government net!or% calle &(7&AE=, !hich !as create in1;; by .

a$ apanese scientistsb$ the E7&c$ the .'. 4efense 4epartment

$ A'Fe$ 'O


. =oay/s business must thin% in terms of:a$ regional trae 9ones

b$ the E7&c$ the .'. 4efense 4epartment$ the global mar%et placee$ the curve !orl

&ns: 'ection (ef: 3istorical 4evelopment*evel: har

-. 6eneral Electric/s =raing 7rocess Aet!or% primarily hanles transactions bet!een

.a$ iniviual customersb$ companies an iniviual customersc$ companies an their shipping firms$ companies an their istributorse$ companies an their suppliers

&ns: e'ection (ef: 3istorical 4evelopment


18/30

*evel: moerate

. )hat is a concept that ta%es a total system approach to creating efficient operations#a$ lean systemsb$ enterprise resource planningc$ customer relationship management$ management science

e$ management information systems

&ns: a'ection (ef: =oayIs OM Environment*evel: easy

. )hat are soft!are solutions that allo! the firm to collect customer?specific ata#a$ M(7b$ C(M

c$ E(7$ =e$ 'O

&ns: b'ection (ef: =oayIs OM Environment*evel: moerate

5. Entry?level positions for operations management grauates inclue all of the follo!ing e>cept

.a$ 2uality specialistb$ inventory analystc$ plant manager$ prouction analyste$ prouction supervisor

&ns: c'ection (ef: =oayIs OM Environment*evel: moerate

8. Operations management personnel perform a variety of functions, incluing all of thefollo!ing e>cept .a$ analy9ing prouction problemsb$ analy9ing potential mergersc$ eveloping forecasts$ eveloping employee scheulese$ monitoring inventory


19/30

&ns: b'ection (ef: =oayIs OM Environment*evel: moerate

;. )hich of the follo!ing concepts is lin%e the least!ith 3enry For#a$ scientific managementb$ mass prouction

c$ mass customi9ation$ technologye$ interchangeable parts


50. =oay/s operations management is characteri9e by:

a$ its use of the internet.b$ its reliance on the intranet.c$ its increase use of cross?functional ecision ma%ing.$ its use of cross?functional "ob sharing.e$ its use of interchangeable parts.

&ns: c'ection (ef: =oay/s OM Environment*evel: har

51. )hich of the follo!ing historical figures !oul probably have the most ifferent managementstyle from the others#a$ Elton Mayob$ 3enry Forc$ Eli )hitney$ Freeric% ). =aylore$ &am 'mith

&ns: a'ection (ef: 3istorical 4evelopment*evel: har

5+. Operations management interacts !ith !hich of the follo!ing:a$ Mar%etingb$ nformation systemsc$ Finance$ Engineeringe$ all the above


20/30

&ns: e'ection (ef: OM &cross the Organi9ation*evel: moerate

=rueJFalse

1. Operations management is the business function that plans, coorinates, an controls theresources neee to prouce a company/s proucts an services.

&ns: =rue'ection (ef: )hat is Operations Management#*evel: easy

+. Mar%eting is the central core function of every company.

&ns: False'ection (ef: )hat is Operations Management#*evel: easy

. Operations management is the central core function of every company.

&ns: =rue

'ection (ef: )hat is Operations Management#*evel: easy

-. &n e>ample of a transformation is !aiting to see the octor.

&ns: False'ection (ef: )hat is Operations Management#*evel: moerate

. &t a factory, the transformation process is the physical change of ra! materials an componentsinto proucts.

&ns: =rue'ection (ef: )hat is Operations Management#*evel: moerate


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. &n e>ample of an operation that oes not a value is ma%ing a !eing ca%e.


5. Efficiency means being able to perform most activities.


8. &n e>ample of a bac% roomD operation for an airline company is loaing luggage onto theairplane.

&ns: =rue

'ection (ef: 4ifferences Bet!een Manufacturing an 'ervice Organi9ations*evel: moerate

;. Companies that have lo! customer contact an are capital intensive, yet provie a service, arecalle service factories.

&ns: False'ection (ef: 4ifferences Bet!een Manufacturing an 'ervice Organi9ations*evel: moerate

10. =he nustrial (evolution starte in the 1550s !ith the evelopment of a number of inventionsthat relie on machine po!er instea of human po!er.

&ns: =rue'ection (ef: 3istorical 4evelopment*evel: moerate

11. 4ivision of labor involves brea%ing o!n the prouction of a prouct into a series of small,elementary tas%s, each of !hich is performe by a ifferent !or%er.



22/30

1+. & %ey feature of scientific management is that !or%ers are limite only by their tools.

&ns: False'ection (ef: 3istorical 4evelopment*evel: moerate

1. =he creator of scientific management believe that !or%er prouctivity !as governe by

scientific la!s.


1-. Operations management is a result of a single event, the inustrial revolution.

&ns: False


1. )or%er participation in ecision ma%ing is a %ey feature of scientific management.

&ns: False( 'ection (ef: 3istorical 4evelopment*evel: moerate

1. ob enrichmentD is an approach in !hich !or%ers are given a larger portion of the total tas%to o.


15. =he first mathematical moel for inventory management !as evelope by Elton Mayo.

&ns: False'ection (ef: 3istorical 4evelopment*evel: har

18. Operations research starte !ith the publication of the results of the 3a!thorne stuies.


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1;. 'ustainability !as an early 1;0/s management function an focus.

&ns: False


+0. =he 3a!thorne effect is that !or%ers are motivate by the attention they are given.


+1. ncreasing the level of responsibility of a "ob by aing planning an coorination tas%s iscalle "ob enrichment.


++. Outsourcing is proviing goos or services to an outsie provier.


+. Management science focuses on eveloping 2uantitative techni2ues for solving operationsproblems.

&ns: =rue


+-. =he avent of the computer age pave the !ay for the evelopment of M(7 for inventorycontrol an scheuling.

&ns: =rue


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+. =he ob"ective of supply chain management is to have every member of the chain competeagainst each other to enhance competitive abilities.

&ns: False


+. =he nee to offer a greater variety of prouct choices to customers of a traitionallystanari9e prouct is the challenge of fle>ibility.


+5. One of the most important trens in companies toay is competition base on time.


+8. =he highest percentage of transactions on the internet occur bet!een businesses an theircustomers


25/30

&ns: False'ection (ef: =oayIs OM Environment*evel: easy

Essay

1. 4efine operations management.

&ns: =he business function responsible for planning, coorinating, an controlling the resourcesneee to prouce a company/s proucts an services.

'ection (ef: )hat is Operations Management*evel: easy

+. )hat must companies focus on in orer to survive in toay/s business environment#

&ns: 2uality, time?base competition, efficiency, international perspectives, an customerrelationships'ection (ef: )hat is Operations Management*evel: moerate

. )hat are the three ma"or functions through !hich every business is manage#

&ns: finance, mar%eting, an operations management'ection (ef: )hat is Operations Management*evel: easy


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-. )hat is the roleD of operations management#

&ns: =o transform organi9ational inputs into outputs'ection (ef: )hat is Operations Management*evel: easy

. *ist at least seven ifferent possible inputs to a transformation process.

&ns: !or%ers, managers, builings, e2uipment, materials, technology, an information'ection (ef: )hat is Operations Management*evel: moerate

. )hat must companies o in orer to be successful !ith )eb?base on?line shopping#

&ns: Manage istribution centers an !arehouses, operate fleets of truc%s, forecast !hatcustomers !ant an maintain ae2uate inventories of proucts, an scheule eliveries !hile

%eeping costs lo! an customers happy.'ection (ef: )hat is Operations Management*evel: moerate

5. n !hat !ays o service organi9ations iffer from manufacturing organi9ations#

&ns:Manufacturing organi9ations prouce a physical, tangible prouct that can be store ininventory before it is neee, !hile service organi9ations prouce an intangible prouct thatcannot be prouce ahea of timeK an for manufacturing organi9ations most customers have

no irect contact !ith the operation, !hile for service organi9ations customers are typicallypresent uring creation of the service. &lso, service organi9ations ten to have a shorterresponse time an are more labor intensive.

'ection (ef: 4ifferences Bet!een Manufacturing an 'ervice Organi9ations*evel: moerate

8. *ist some typical operations management ecisions that are mae, along !ith their associateoperations management term.

&ns: )hat are the uni2ue features of the business that !ill ma%e it competitive#


27/30

3o! large shoul the facility be#


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1. )hat !ere the ma"or impacts on operations management that resulte from the !iespreause of computers in the 1;50s#

&ns: using 2uantitative moels on a larger scaleK evelopment of material re2uirementsplanningK an ata processing !as mae easier, !ith avances in forecasting, scheuling, aninventory management

'ection (ef: 3istorical 4evelopment*evel: har

1-. )hat is the basic approach for business process reengineering an !hat are its ma"or impacts#

&ns: t involves as%ing !hy things are one in a certain !ay, 2uestioning assumptions, an thenreesigning the processes. t can increase efficiency, improve 2uality, an reuce costs.


1. 3o! have information technology tools helpe !ith supply chain management#

&ns: =hey enable collaborative planning an scheuling. =hey allo! synchroni9e supply chaine>ecution an esign collaboration, an they allo! companies to respon better an faster tochanging mar%et nees.

'ection (ef: 3istorical 4evelopment*evel: har

1. )hat are environmental issues face by business#

&ns: air pollution, !ater pollution, global !arming, an !aste isposal'ection (ef: 3istorical 4evelopment*evel: moerate

15. Operations Management is:

&ns: the business function that plans, organi9es, coorinates, an controls resources anorgani9ation transforms into goos an services.'ection (ef: )hat is Operations Management#

*evel: easy

18. )hy is toay/s Operations Management environment escribe as very ifferent from !hat it!as "ust a fe! years ago#

&ns: Customers eman better 2uality, greater spee, an lo!er costs.'ection (ef: =oay/s OM Environment


29/30

*evel: moerate

1;. )hile customers an service organi9ations interact irectly, customers an manufacturersinteract

&ns: through service organi9ations li%e istributors, !holesalers, an retailers.'ection (ef: )hat is Operations Management#

*evel: har

+0. Manufacturers often provie services li%e

&ns: 'hipping, helping customers use proucts, repairs, replacement parts, !arranty service, ancreit.( 'ection (ef: )hat is Operations Management#*evel: har

+1. 'ervice proviers may also transform inputs into

&ns: goos that support their service, li%e restaurant foo preparation, hair an s%in careproucts, an final assembly of bicycles, tricycles, !agons, furniture, an other proucts.'ection (ef: )hat is Operations Management#*evel: har

++. 'ervice proviers/ bac% roomD activities, li%e , often havemanufacturing characteristics li%e .

&ns: chec% an creit car transaction processing, creit analysis, cleaning an repairing clothingan other prouctsK physical proucts that can be inventorie, lo! customer contact, capitalintense, an long response times.'ection (ef: 4ifferences Bet!een Manufacturing an 'ervice Organi9ations*evel: har

+. )hile service an manufacturing firms contribute more to the economy an offer more "obs at

all levels, are also important to our lives an the economy.

&ns: &griculture, fishing, an forestryK construction, an e>traction


30/30

+-. &ll business functions nee from operations management !hile operationsmanagers are highly epenent on from to perform their "obs.

&ns: nformation, input, all others'ection (ef: Operations Management in 7ractice*evel: moerate

+. )hile Operations Management focuses on privatelyLo!ne firms, governments provie manyservices an some goos, li%e:.

&ns: postal serviceK family, social, an age assistance an care, health care, transportation, safetyan security, transportation facility maintenance, eucation an libraries, real estate title ano!nership recoring, professional licensing, s%ill testing, recreation an relate licensing perience an ieas over time.'ection (ef: 3istorical 4evelopment*evel: har

+5. &pplying the best practices to operations management is not enough to give a competitiveavantage because:

&ns: Best practices are 2uic%ly passe to competitors.'ection (ef: =oay/s OM Environment*evel: moerate

+8. 'cientific Management, Management 'cience, ustLinL=ime, =otal Huality Management,Business 7rocess (eengineering, an other evelopments reflect the application of an to the transformation of inputsinto goos an services.

&ns: the Computer &ge or computers or information processing or 2uantitative methos anphilosophies that emphasi9e human relations, 2uestioning e>isting practices, accepting change.'ection (ef: 3istorical 4evelopment*evel: har

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Test Bank1