MGMT 3430 Exam I Review Material
How what we've discussed in class relates to what is in the
book? You need only to look to the learning objectives at the
end of each chapter. You should find that we have discussed
nearly all of them during our class lectures and discussions.
The material in the book and the material in class should be
considered to be complementary and supplementary -- that is, the
two present the same material in different ways and each
provides additional information not covered by the other.
You should fare well on the exam IF you follow several simple
guidelines:
1), read and understand all of the chapters assigned;
2), understand all of the learning objectives summarized at the
end of each chapter;
3), understand the questions sent as review material (below);
4), understand the principles discussed in class.
Remember, memorizing and understanding are two different
things. The type of questions that appear on the test
require understanding and synthesis of information not
recitation by rote.
Lesson objectives
Manufacturing operations Chapter 1
1.Describe the basic difference between
manufacturing and service operations.
2.Define productivity and give some examples of how
operations managers contribute to productivity.
3.Identify different types of manufacturing
operations.
4.Discuss the value chain and its relationship to
competitive advantage.
5.Describe recent trends in operations management.
6.Discuss the importance of viewing operations from
a strategic perspective.
Service operations Chapter 2
1.Identify the various types of conversions
accomplished in service operations.
2.Classify service operations in terms of the
degree of standardization and give examples.
3.Describe the unique characteristics of service
operations.
4.Discuss strategic approaches to service
operations management.
5.Summarize major service-sector trends.
Product planning & process design Chapter 5
1.Describe differences in technology-driven,
market-research driven, and customer-driven new product ideas.
2.Explain the Quality Function Deployment (QFD)
approach to product design.
3.Explain the concept and advantages of concurrent
engineering.
4.Outline characteristics of projects, job shops,
batch processes, assembly lines, continuous flow processes, and
cellular
manufacturing.
5.Explain why continuous flow configurations are
more efficient than a job shop.
6.Construct a product process matrix, and explain
why operating off its diagonal is inefficient.
Long-range cap planning & location Chapter 6
1.Define capacity and explain three ways in which
it is measured.
2.Contrast capacity utilization and capacity
efficiency.
3.Explain the concept of a focused factory.
4.Define capacity cushion.
5.Identify and contrast three strategies for the
timing of capacity expansion.
6.Define the terms best operating level, economies
of scale, and diseconomies of scale.
7.Identify dominant facility location factors in
manufacturing.
8.Identify dominant facility location factors in
services.
9.Discuss alternative methods for making
single-facility location decisions.
10.Accomplish center of gravity, locational
cost-volume-profit, and factor rating analyses.
11.Discuss alternative methods for making
multiple-facility location decisions.
THE EXAM
The exam will consist of multiple choice questions.
EXAM I SAMPLE QUESTIONS
These are only sample questions. There is no guarantee that any
of these questions will be included on the exam. The questions
are merely indicative of the TYPE of question that will be on
the exam. Furthermore, studying ONLY these questions IS NOT
sufficient preparation for the exam.
Which of the following phrases describing a successful
operations manager is FALSE?
A. Technical knowledge base is essential.
B. Human relation skills are essential.
C. Understanding the company's products and product technologies
is required.
D. Communication skills are not required.
E. All of the above are true.
Which of the following types of operations is the most
flexible?
A. Continuous flow production
B. Job shop
C. Repetitive
D. Project
E. Batch
When a firm has a relatively greater strength than its
competitors in a strategically important factor, it is known as:
A. Business level strategic planning
B. Distinctive competence
C. Value analysis
D. Lean production
E. Factory focus
With a
company, products are completed and placed in inventory prior to
the receipt of the customer's order.
A. Make-to-order
B. Make-to-stock
C. Assemble-to-stock
D. Assemble-to-order
E. Purchase-to-order
Which of the following statements about production operations
is true?
A. Hybrid systems exhibit characteristics of line-flow and
continuous systems.
B. Assembly line production is the process-focused manufacture
of discrete units.
C. Continuous production is the product-focused manufacture of
discrete units.
D. Job shop is the term used to describe process-focused,
jumbled flow, intermittent production.
E. All of the above are true.
A criterion that a customer uses to make a selection among
competing products is the
A. Order qualifier
B. Quality assurance
C. Reliability
D. Order winner
E. Decider
Product planning and process design are examples of
A. Tactical decisions
B. Economic decisions
C. Strategic decisions
D. Sequential decisions
E. None of the above
The theory of design and manufacturing occurring
simultaneously is called
A. Product design
B. Computer-aided design
C. Quality function deployment
D. Concurrent engineering
E. Product families
Design engineers should perform their work in close
association with
A. Marketing
B. Suppliers of raw materials
C. Process designers (operations)
D. All of the above
In modern operations management, serving the customer means
A. Attending to the needs of the next process.
B. Performing work in accordance with customer requirements.
C. Being "connected with" where the work goes next.
D. All of the above
E. None of the above
The objective of the House of Quality (or Quality Function
Deployment)
A. Is to find the easiest way to make a product.
B. Is to make the product better.
C. Is not realistic.
D. Is to talk to suppliers only.
Concerning deviations from the diagonal on the product
process matrix
A. One should never deviate
B. If one deviates it should be towards more
process/volume/product flexibility
C. Project management techniques can and should be used.
D. Repetitive management techniques can and should be used.
The strategy of building and maintaining extra capacity is
called
A. Positive cushion
B. Capacity cushion
C. Capacity decision
D. Capacity strategy
E. Strategic positioning
