This document contains an introduction chapter from an operations management textbook. It includes 28 multiple choice questions covering topics like the key functions of a business, types of operations, differences between manufacturing and service operations, trends in business, responsibilities of operations managers, and concepts like lean production and revenue management. The questions test understanding of fundamental operations management principles and how operations fit within and support other business functions.
This document contains an introduction chapter from an operations management textbook. It includes 28 multiple choice questions covering topics like the key functions of a business, types of operations, differences between manufacturing and service operations, trends in business, responsibilities of operations managers, and concepts like lean production and revenue management. The questions test understanding of fundamental operations management principles and how operations fit within and support other business functions.
This document contains an introduction chapter from an operations management textbook. It includes 28 multiple choice questions covering topics like the key functions of a business, types of operations, differences between manufacturing and service operations, trends in business, responsibilities of operations managers, and concepts like lean production and revenue management. The questions test understanding of fundamental operations management principles and how operations fit within and support other business functions.
This document contains an introduction chapter from an operations management textbook. It includes 28 multiple choice questions covering topics like the key functions of a business, types of operations, differences between manufacturing and service operations, trends in business, responsibilities of operations managers, and concepts like lean production and revenue management. The questions test understanding of fundamental operations management principles and how operations fit within and support other business functions.
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Operations Management Second Edition 2014 McGraw-Hill Education (Asia)
Chapter 1 Introduction to Operations Management Multiple Choice 1. A nation's ability to compete with other nations impacts a business' strategy in the area of: A) Marketing B) Finance C) Operations D) Distribution E) All of the above 2, Operations management involves continuous decision-making; hopefully most decisions made will be: A) redundant B) minor in nature C) smart D) quantitative E) none of the above 3. A 'product package' consists of: A) the exterior wrapping B) the shipping container C) a combination of goods and services D) goods if a manufacturing organization E) customer relations if a service organization 4. Business organizations consist of three major functions which: A) overlap B) are mutually exclusive C) exist independently of each other D) function independently of each other E) do not interface with each other 5. Which of the following is not a type of operations? A) goods production B) storage/transportation C) entertainment D) communication E) all the above involve operations 6. Technology choices seldom affect: A) costs. B) productivity. C) union activity. D) quality. E) flexibility. 7. Measurements taken at various points in the transformation process for control purposes are called: A) plans B) directions C) controls D) feedback
Chapter 1 Introduction to Operations Management
E) budgets 8. Budgeting, analysis of investment proposals, and provision of funds are activities associated with the______ function. A) operation B) marketing C) purchasing D) finance E) internal audit 9. Which one of the following would not generally be classified under the heading of transformation? A) cutting B) teaching C) staffing D) farming E) packing 10. Manufacturing work sent to other countries is called: A) downsized B) outsourced C) internationalization D) vertical integration E) entrepreneurialship 11. Product design and process selection are examples of decisions that are: A) financial B) tactical C) system design D) system operation E) forecasting 12. The responsibilities of the operations manager are: A) planning, organizing, staffing, procuring, and reviewing B) planning, organizing, staffing, directing, and controlling C) forecasting, designing, planning, organizing, and controlling D) forecasting, designing, operating, procuring, and reviewing E) designing and operating 13. Knowledge skills usually don't include: A) process knowledge B) accounting skills C) communication skills D) global knowledge E) all of the above 14. Which of the following is not true about systems approach? A) A systems viewpoint is almost always beneficial in decision making. B) A systems approach emphasizes interrelationships among subsystems. C) A systems approach concentrates on efficiency within subsystems. D) A systems approach is essential whenever something is being redesigned or improved. E) All of the above are true. 15. What is credited with gains in industrial productivity, increased standards of living and affordable products?
Operations Management Second Edition 2014 McGraw-Hill Education (Asia)
Chapter 1 Introduction to Operations Management
A) personal computers B) the internet C) mass transportation D) assembly lines E) multi-level marketing 16. Production systems with customized outputs typically have relatively: A) high volumes of output B) low unit costs C) high amount of specialized equipment D) fast work movement E) skilled workers 17. Which is not a significant difference between manufacturing and service operations? A) cost per unit B) uniformity of output C) labor content of jobs D) customer contact E) measurement of productivity 18. Which of the following is not a characteristic of service operations? A) intangible output B) high customer contact C) high labor content D) easy measurement of productivity E) low uniformity of output 19. Which of the following is a recent trend in business? A) pollution control B) total quality management C) supply chain management D) competition from foreign manufacturers E) technological change 20. Farming is an example of: A) an obsolete activity B) a virtual organization C) non-manufactured goods D) a growth industry E) customized manufacturing 21. Dealing with the fact that certain aspects of any management situation are more important than others is called: A) analysis of tradeoffs B) sensitivity analysis C) recognition of priorities D) analysis of variance E) decision table analysis 22. The fact that a few improvements in a few key areas of operations will have more impact than many improvements in many other areas is consistent with the: A) Irwin phenomenon B) Pareto phenomenon C) Priority phenomenon D) Tellier phenomenon
Operations Management Second Edition 2014 McGraw-Hill Education (Asia)
Chapter 1 Introduction to Operations Management
E) Adam Smith phenomenon
23 The process of comparing outputs to previously established standards to determine if corrective action is needed is called: A) planning B) directing C) controlling D) budgeting E) disciplining 24. Which of the following does not relate to system design? A) altering the system capacity B) location of facilities C) inventory management D) selection and acquisition of equipment E) physical arrangement of departments 25. Which of the following is not emphasized in a lean production system? A) falling prices B) high quality C) worker involvement D) continual improvement E) customer satisfaction 26. Some companies attempt to maximize the revenue they receive from fixed operating capacity by influencing demands through price manipulation. This is called A) Illegal. B) Price-fixing. C) Volume analysis. D) Revenue management. E) Outsourcing. 27. Which of the following is not an ongoing trend in manufacturing competition? A) globalization B) quality improvement C) flexibility and agility D) mass production for economies of scale E) technological advances 28. Which of the following is not a benefit of using models in decision making? A) They provide a standardized format for analyzing a problem. B) They serve as a consistent tool for evaluation. C) They are easy to use and less expensive than dealing with the actual situation. D) All of the above are benefits. E) None of the above is a benefit.
Operations Management Second Edition 2014 McGraw-Hill Education (Asia)
