MGT236 : Midterm Revision Exam

[CH1] Transportation and warehousing are examples of the exchange type of transformation process.

[CH1] Services are perishable and cannot be stored as inventory, whereas manufactured goods are non-perishable and can be inventoried.

[CH1] Tactical decisions are broad in scope, long-term in nature, and not bound by strategic decisions.

[CH1] Companies that have low customer contact and are capital intensive, yet provide a service, are called quasi-manufacturing organizations.

[CH1] During the Scientific Management era, Adam Smith introduced time and motion studies and piece-rate incentives.

[CH2] Multifactor productivity is the ratio of outputs to all of the inputs used in production.

[CH2] Order qualifiers are competitive priorities a product must meet just to be considered for purchase, and they are generally shared by all competitors in a market niche.

[CH2] According to the notes, a firm can pursue all four competitive priorities simultaneously by using mass customization, flexible manufacturing, or just-in-time production systems.

[CH2] Environmental scanning is the process of identifying the firm's internal strengths and weaknesses.

[CH3] In break-even analysis, the break-even quantity equals fixed costs divided by the difference between the selling price and the variable cost per unit.

[CH3] Vertical integration is a good choice for intermittent operations because their low volume and wide variety provide cost justification.

[CH3] Concurrent engineering uses multifunctional teams to design the product and the process simultaneously, replacing the traditional over-the-wall approach.

[CH3] In a V-Plant, many sub-assemblies converge into one final assembly, so the primary problem is synchronizing the converging lines.

[CH3] Reverse engineering means disassembling a competitor's product and analyzing its design characteristics and how it was made.

[CH3] Getting customers involved, as with self-service gas pumps and salad bars, is a service design model that lowers service costs.

[CH1] A cinema chain whose core business is entertaining audiences through films is mainly performing which type of transformation process?

[CH1] Which of the following information flows goes from Operations to Finance?

[CH1] A hospital's laboratory analyzes specimens away from patients and can be managed like a manufacturing operation. This best illustrates which idea?

[CH1] A plant manager decides which workers will cover the second shift tomorrow. How should this decision be classified?

[CH1] According to the examples of OM decisions in the notes, which of the following topics is a strategic decision?

[CH1] Researchers found that workers responded to management's attention regardless of changes in their working environment. This finding belongs to which era of OM?

[CH1] A furniture company keeps its sofas in generic form and adds fabric and colour only once each customer's preference is known. Which 1990s development is it using?

[CH1] A bank discards its existing procedures and redesigns its loan-approval process from a 'clean sheet' to increase efficiency. This is an example of:

[CH2] Three workers produce 90 units in a 6-hour shift. What is their labor productivity?

[CH2] A firm sells 500 units at $10 each. Materials cost $4 per unit, and 50 labor hours were used at $10 per hour. What is its multifactor productivity?

[CH2] Last month a workshop produced 200 units with 50 labor hours. This month it produced 270 units with 60 labor hours. What is the productivity growth rate?

[CH2] A hospital tracks the number of patients treated per hospital bed. Which type of productivity measure is this?

[CH2] Customers only shortlist smartphones priced between BD 150 and BD 200, a range all brands meet. Among these, they buy the brand that delivers fastest. Fast delivery is therefore:

[CH2] A firm limits its product range, offers little customization, eliminates wasted materials, and invests in automation to raise productivity. Which competitive priority is it pursuing?

[CH2] A factory can rapidly increase or decrease the amount it produces to match changes in demand. This capability is called:

[CH2] A statement that defines what business a firm is in, who its customers are, and how its core beliefs shape its decision-making is the firm's:

[CH2] In Wal-Mart's operations infrastructure, cross-docking removes which stage from the usual receiving-storage-shipment sequence?

[CH3] A firm's new product line has fixed costs of $36,000, a variable cost of $12 per unit, and a selling price of $20 per unit. What is its break-even quantity?

[CH3] A printing shop produces wedding cards and brochures in small quantities, with a high level of customization for each run. Which process type does it use?

[CH3] A computer maker's material flows in a straight sequence and then splits into many customized final configurations, causing synchronization and robbing problems. Which plant type is this?

[CH3] During product screening, a team asks: 'What is the expected return on investment, and what is the payback period?' Which screening criterion are they assessing?

[CH3] A car maker uses the same engine across several of its car models to reduce inventory and gain flexibility. Which DFM guideline does this reflect?

[CH3] A burger chain uses buzzers, perfect-sized scoops and pre-cut ingredients to create a production-line approach that ensures consistency and speed. Which service design model is this?

[CH3] A bank combines high-contact front counters with low-contact back-office areas. Based on customer contact and labor intensity, how is this service classified?

[CH3] Which of the following is a disadvantage of repetitive (continuous) operations rather than intermittent operations?

[CH1] Define operations management (OM) and explain the six types of transformation processes, giving an example of each.

[CH1] Compare manufacturing and service organizations using the six dimensions of comparison discussed in the notes.

[CH1] Compare strategic and tactical operations management decisions in terms of scope, time horizon and influence, and give one example of each.

[CH2] List and explain the four competitive priorities (bases of competition) and describe how a firm competes on each.

[CH2] Explain how a business strategy is developed and describe what an operations strategy must decide in order to support it.

[CH3] List and explain the four steps of product development, including the three feasibility questions used in product screening.

[CH3] Compare intermittent and repetitive (continuous) operations in terms of their characteristics, advantages and disadvantages, and facility layout.

[CH3] Explain the three service design models and give an example of each.

[CH1] Classify the two decisions facing Dar Al Khashab as strategic or tactical, and justify each classification using the dimensions of OM decisions.

[CH2] Calculate the workshop's labor productivity for last month and this month, then compute and interpret the productivity growth rate.

[CH2] Based on the market research, identify the order qualifier and the order winner in Dar Al Khashab's market, and explain the difference between them.

[CH3] Calculate the break-even quantity for the new biscuit line and the profit Mariam would make if she sells 60,000 packs in the first year.

[CH2] Identify the single competitive priority that best fits the cake shop and the one that best fits the new biscuit line, using evidence from the case.

[CH3] Classify the cake shop's operation as intermittent or repetitive, and use this classification to advise Mariam on whether buying the cake-filling factory (vertical integration) is a good choice.