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Question;Question 1;1.;A good layout requires determining;Answer;material;handling requirements.;capacity;and space requirements.;environment;and aesthetics.;cost;of moving between various work areas.;all;of the above.;4 points;Question 2;1.;Because the fixed-position layout problem is so difficult to;solve on-site, operations managers;Answer;virtually;never employ this layout strategy.;utilize;this approach only for construction projects such as bridges and office;towers.;increase;the size of the site.;often;complete as much of the project as possible off-site.;utilize;this layout only for defense contractors;4 points;Question 3;1.;A process-oriented layout is best suited for;Answer;the;assembly of products like automobiles and appliances.;the;mass production of uniform products.;high-volume;low-variety production.;low-volume;high-variety production.;construction;of a ship.;4 points;Question 4;1.;The objective of a human resource strategy is to;Answer;produce;the demand forecast at lowest labor cost.;match;employment levels with demand.;achieve;a reasonable quality of work life at low cost.;manage;labor and design jobs so people are effectively and efficiently utilized.;all;of the above.;4 points;Question 5;1.;Four of the components of job design are;Answer;employment;stability, work schedules, work sampling, motivation and incentive systems.;job;specialization, job expansion, psychological components, and self-directed;teams.;labor;specialization and enrichment, motivation and incentive systems, employment;stability, and work sampling.;ergonomics;and work methods, method time measurement, work schedules, and incentive;systems.;labor;specialization, time studies, work sampling, and pre-determined time;standards.;4 points;Question 6;1.;The difference between job enrichment and job enlargement is;that;Answer;enlarged;jobs involve vertical expansion, while enriched jobs involve horizontal;expansion.;enriched;jobs enable an employee to do a number of boring jobs instead of just one.;job;enlargement is more psychologically satisfying than job enrichment.;job;enrichment is suitable for all employees, whereas job enlargement is not.;enriched;jobs involve vertical expansion, while enlarged jobs involve horizontal;expansion.;4 points;Question 7;1.;One dollar saved in the supply chain is;Answer;equivalent;to a dollar earned in sales revenue.;worth;even more than a dollar earned in sales revenue.;worth;slightly more than a dollar earned because of taxes.;worth;from 35% in the technical instrument industry to 70% in the food products;industry.;only;worthwhile if you are in the 50% tax bracket and still have a low profit;margin.;4 points;Question 8;1.;With the growth of JIT, which of the following distribution;systems has been the biggest loser?;Answer;trucking;railroads;air;freight;waterways;pipelines;4 points;Question 9;1.;A furniture maker has delivered a dining set directly to the end;consumer rather than to the furniture store. The furniture maker is practicing;Answer;postponement.;drop;shipping.;channel;assembly.;passing;the buck.;float;reduction.;4 points;Question 10;1.;Which of the following is a function of inventory?;Answer;to;decouple or separate parts of the production process;to;decouple the firm from fluctuations in demand and provide a stock of goods;that will provide a selection for customers;to;take advantage of quantity discounts;to;hedge against inflation;All;of the above are functions of inventory.;4 points;Question 11;1.;Most inventory models attempt to minimize;Answer;the;likelihood of a stockout.;the;number of items ordered.;total;inventory based costs.;the;number of orders placed.;the;safety stock.;4 points;Question 12;1.;Among the advantages of cycle counting is that it;Answer;makes;the annual physical inventory more acceptable to management.;does;not require the detailed inventory records necessary when annual physical;inventory is used.;does;not require highly trained people.;allows;more rapid identification of errors and consequent remedial action than is;possible with annual physical inventory.;does;not need to be performed for less expensive items.;4 points;Question 13;1.;Aggregate planning is capacity planning for;Answer;the;long range.;the;intermediate range.;the;short range.;typically;one to three months.;typically;one or more years.;4 points;Question 14;1.;Which of the following aggregate planning strategies is most;likely to lower employee morale?;Answer;varying;work force size by hiring or layoffs;varying;production rates through overtime or idle time;using;part-time workers;back;ordering during high demand periods;subcontracting;4 points;Question 15;1.;Which of the following statements about aggregate planning is;true?;Answer;Advertising/promotion;is a way of manipulating product or service supply.;Work;station loading and job assignments are examples of aggregate production;planning.;Overtime/idle;time is a way of manipulating product or service demand.;Aggregate;planning uses the adjustable part of capacity to meet production;requirements.;All;of the above are true.;4 points;Question 16;1.;A material requirements plan contains information with regard to;all of the following except;Answer;quantities;and required delivery dates of all subassemblies.;quantities;and required delivery dates of final products.;the;capacity needed to provide the projected output rate.;inventory;on hand for each final product.;inventory;on hand for each subassembly.;4 points;Question 17;1.;A major strength of MRP is its capability;Answer;to;minimize labor hours used in production.;for;timely and accurate replanning.;to;reduce lead times.;to;maximize production throughput.;to;minimize scrap.;4 points;Question 18;1.;Material requirements plans specify;Answer;the;quantities of the product families that need to be produced.;the;quantity and timing of planned order releases.;the;capacity needed to provide the projected output rate.;the;costs associated with alternative plans.;whether;one should use phantom bills of materials or not.;4 points;Question 19;1.;Which scheduling technique should be employed when due dates are;important for a job order?;Answer;forward;scheduling;loading;dispatching;backward;scheduling;master;scheduling;4 points;Question 20;1.;Which of the following techniques does not contribute to;increasing throughput at a bottleneck?;Answer;schedule;throughput to match capacity of the bottleneck;increase;capacity of constraint;have;cross-trained employees available to operate the constraint;develop;alternate routings;move;inspections and tests to a position immediately after the bottleneck;4 points;Question 21;1.;Flow time represents the time;Answer;an;order spends waiting for processing at a work center.;an;order spends being processed at a work center.;an;order spends moving from one work center to another.;to;complete an order, including time spent in processing and in waiting.;none;of the above.;4 points;Question 22;1.;The priority rule which processes jobs according to the smallest;ratio of due date to processing time is;Answer;critical;ratio.;earliest;due date.;first;come, first serve.;longest;processing time.;shortest;processing time.;4 points;Question 23;1.;Which of the following statements regarding critical paths is;true?;Answer;The;shortest of all paths through the network is the critical path.;Some;activities on the critical path may have slack.;Every;network has exactly one critical path.;On;a specific project, there can be multiple critical paths, all with exactly;the same duration.;The;duration of the critical path is the average duration of all paths in the;project network.;4 points;Question 24;1.;Which of the following statements regarding project management;is true?;Answer;Both;PERT and CPM require that network tasks have unchanging durations.;Shortening;the project by assigning more resources to one or more of the critical tasks;is called "project crashing.;Crashing;need not consider the impact of crashing an activity on other paths in the;network.;Project;crashing is an optimizing technique.;Crash;cost depends upon the variance of the activity to be crashed.;4 points;Question 25;1.;Which of the following statements regarding PERT times is true?;Answer;The;optimistic time estimate is an estimate of the minimum time an activity will;require.;The;optimistic time estimate is an estimate of the maximum time an activity will;require.;The;probable time estimate is calculated as t = (a + 4m +b)/5.;Pessimistic;time estimate is an estimate of the minimum time an activity will require.;Most;likely time estimate is an estimate of the maximum time an activity will;require.

 

Paper#47046 | Written in 18-Jul-2015

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