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Q:
Which of the following is one of the Five Ps of Production?
A. Preparation
B. Production quality
C. People
D. Project management
E. Purchasing
Q:
Which of the following represents the greatest percentage of consulting activity for major consulting firms?
A. Strategy
B. Information technology
C. Operations management
D. Human resources
E. Statistical quality control
Q:
Fredrick W. Taylor is credited with being which of the following?
A. Being the father of management consulting
B. Being the father of statistical quality control
C. Being the father of Elizabeth Taylor
D. Being the father of the American Production and Inventory Control Society
E. Being the father of business process engineering
Q:
One of the seven principles or rules for reengineering is to organize around outcomes, not tasks.
Q:
Business process reengineering emphasizes continuous and incremental change of processes that are essentially in control.
Q:
Operations consulting in business process reengineering requires that the consulting team be led by a person with an engineering degree who is certified as a business process engineer.
Q:
A key principle of reengineering is to downsize (lay-off) workers and do the same amount of work as before.
Q:
Reengineering is about achieving a significant improvement in processes so that contemporary customer requirements of quality, speed, innovation, customization and service are met.
Q:
A responsibility chart is used in operations consulting in planning the task responsibilities for a project.
Q:
Data envelopment analysis is a linear programming technique used in operations consulting to measure the relative performance of branches of multi-site service organizations such as banks.
Q:
In a rapid plant assessment tour a study team of consultants can determine the "leanness" of a plant in 30 minutes.
Q:
In causal loop analysis, reinforcing loops generate exponential growth or collapse, in which the growth or collapse continues at an ever-increasing rate.
Q:
There are two types of loops in causal loop analysis: reinforcing loops and feedback loops.
Q:
The value chain provides a structure to capture the linkage of organizational activities that create value for the customer and profit for the firm.
Q:
Fishbone diagrams and cause-and-effect diagrams give different information.
Q:
SWOT stands for Strengths, Weaknesses, Opportunities and Threats.
Q:
One form of gap analysis used in operations consulting is benchmarking particular client company processes against firms which are exemplars in the process and measuring the differences.
Q:
A key use of a customer survey used in operations consulting phase of problem definition is customer loyalty analysis.
Q:
Issue trees are used as problem definition tools to structure or map the key problems to be investigated and provide a working initial hypothesis as to the likely solution to the problem.
Q:
One of the implementation tools from the operations consulting tool kit is the issue tree.
Q:
One of the implementation tools from the operations consulting tool kit is the responsibility chart.
Q:
One of the cost impact and payoff analysis tools from the operations consulting tool kit is bottleneck analysis.
Q:
One of the cost impact and payoff analysis tools from the operations consulting tool kit is gap analysis.
Q:
General management consulting often recommends changes in attitudes and culture, which are relatively easy for the client to attain.
Q:
Companies typically seek out operations consultants when they are faced with major investment decisions or when they believe that they are not getting maximum effectiveness from their productive capacity.
Q:
The main operational goal of consulting firms is to satisfy the client's needs.
Q:
Profitability in consulting firms is achieved by leveraging the skills of the partners through use of midlevel and junior consultants.
Q:
Most consulting firms are very large organizations and are specialized by function or by industry.
Q:
Complex consulting engagements that require a great deal of innovation and creativity are sometimes called "gray hair" projects because they require a great deal of experience on the part of the consultants.
Q:
The primary job of partners in a consulting firm is to manage consulting engagements.
Q:
Consulting firms are frequently characterized according to whether their primary skill is strategic planning or tactical analysis and implementation.
Q:
An effective job of operations consulting results in an alignment between strategy and process dimensions in a way that enhances the business performance of the client.
Q:
Consulting has become one of the major areas of employment for business graduates.
Q:
Operations consulting deals with assisting clients in developing operations strategies and improving production processes.
Q:
Explain why lean manufacturing requires a stable demand environment.
Q:
As lean production methods reduce change-over times and thus enable smaller economic lot sizes and less work-in-process inventory is the importance of quality increased or decreased? Why?
Q:
The Toyota Production System is predicated upon what two philosophies that are also central to the Japanese culture?
Q:
What are the five guidelines for implementing a lean supply chain presented by Womack and Jones, in their book Lean Thinking?
Q:
What seven design principles guide the design of lean supply chains?
Q:
Name Fujio Cho's seven prominent types of waste to be eliminated.
Q:
Uniform plant loading means smoothing the production flow to dampen schedule variation. This practice is also known by which Japanese name?
Q:
In setting up a kanban control system and you need to determine the number of kanban card sets needed. If the expected demand during lead time is 50 per hour, the safety stock is 20% of the demand during lead time, the container size is 4. If the lead time to replenish an order is 2 hours, what number of kanban card sets is needed?
Q:
In setting up a kanban control system you need to determine the number of kanban card sets needed. If the expected demand during lead time is 24 per hour, safety stock is 10% of the demand during lead time, the container size is 5. If the lead time to replenish an order is 5 hours, what number of kanban card sets is needed?
Q:
Which of the following is a lean production technique that has been successfully applied in service firms?
A. Decision trees
B. Leveling the facility load
C. Linear programming
D. Fully utilizing capacity
E. Backflushing
Q:
An activity involving periodic exploding of an end item's bill of materials to calculate how many of each part that go into the final product is called which of the following?
A. Frozen window
B. Backflushing
C. Level schedule
D. Group Technology
E. Kanban
Q:
Which of the following is a lean production technique that is not reported in the textbook to have been successfully applied in service firms?
A. Organize problem-solving groups
B. Upgrade housekeeping
C. Upgrade quality
D. Freeze windows
E. Eliminate unnecessary activities
Q:
In a lean production system we expect to see which of the following?
A. No "just-in-case" extra inventory
B. More "just-in-case" extra inventory
C. More parts and fewer standardized product configurations
D. Managers being held responsible for quality of the work turned out
E. Closer management/labor relationships
Q:
61. Imagine comparing a manufacturing operation using regular lot-sizing and the same operation with a Kanban/lean production approach. What would be your expectations of the difference between the total cost (i.e., inventory holding costs + setup/ordering costs) of each?
A. Inventory holding cost will increase non-linearly with inventory
B. Total costs will be lower for the regular lot-size operation
C. Total costs will be lower for the Kanban/lean production operation
D. The order quantity will be larger for the Kanban/lean production approach
E. As long as the total quantity is the same, total costs will be the same
Q:
To implement a flow process in developing a lean system a firm might do which of the following?
A. Balance workstation capacities
B. Standardize product configurations
C. Process design with product design
D. Adopt a kaizen philosophy
E. Implement top-down management controls
Q:
To implement a flow process in developing a lean system a firm might do which of the following?
A. Improve capacity utilization
B. Build product in anticipation of demand
C. Reduce setup/changeover time
D. Eliminate some fixed costs
E. Implement groupware
Q:
In implementing a lean production system you should work with suppliers to do which of the following?
A. Calculate lead times
B. Quality circles
C. Freeze windows
D. Make frequent deliveries
E. Achieve bottom-round management
Q:
In trying to implement a lean production system you should work with suppliers to do which of the following?
A. Reduce lead times
B. Focus workstation capacities
C. Backflush
D. Provide quality at the source
E. Heijunka
Q:
To implement a Kanban pull system the firm would do which of the following?
A. Reduce lot sizes
B. Force demand
C. Hire a consultant
D. Bottom-round management
E. Implement group technology
Q:
When implementing a lean production system a stabilized schedule is achieved using which of the following?
A. Level scheduling
B. Demand pull
C. Freeze window
D. Reduced lot sizes
E. Bottom-round management
Q:
In designing a lean production facility layout a designer should do which of the following?
A. Design for work flow balance
B. Locate flexible workstations off line
C. Link operations through a push system
D. Balance capacity using job shop analysis
E. Always keep operations on a single floor of the factory
Q:
You have been called in as a consultant to set up a Kanban control system. The first thing to do is to determine the number of Kanban card sets needed. Your research shows that the expected demand during lead time for a particular component is 1,200 per hour. You estimate the safety stock should be set at 5% of the demand during lead time. The tote trays used as containers can hold 2 units of stock and the lead time to replenish an order is 10 hours. Which of the following is the number of Kanban card sets necessary to support this situation?
A. 5,000
B. 5,500
C. 6,300
D. 6,500
E. 7,000
Q:
You have been called in as a consultant to set up a Kanban control system. The first thing to do is to determine the number of Kanban card sets needed. Your research shows that the expected demand during lead time for a particular component is 150 per hour. You estimate the safety stock should be set at 25% of the demand during lead time. The tote trays used as containers can hold 8 units of stock and the lead time it takes to replenish an order is 2 hours. Which of the following is the number of Kanban card sets necessary to support this situation?
A. 42
B. 47
C. 68
D. 89
E. 94
Q:
In setting up a Kanban control system you need to determine the number of Kanban card sets needed. If the expected demand during lead time is 50 per hour, the safety stock is 20% of the demand during lead time, the container size is 4. If the lead time to replenish an order is 8 hours, what number of Kanban card sets is needed?
A. 60
B. 80
C. 90
D. 120
E. 150
Q:
In setting up a Kanban control system you need to determine the number of Kanban card sets needed. If the expected demand during lead time is 25 per hour, the safety stock is 20% of the demand during lead time, the container size is 5 and the lead time to replenish an order is 5 hours, what is the number of Kanban card sets needed?
A. 5
B. 20
C. 27
D. 30
E. 34
Q:
Which of the following statements holds true for Kanban production control systems?
A. The authority to produce or supply additional parts comes from upstream operations
B. In a paperless control system, containers can be used instead of cards
C. The cards or containers make up the Kanban push system
D. They require substantial quantitative analysis prior to implementation
E. They have not been successful outside of Japan and the United States
Q:
Group technology (GT) is credited with which of the following benefits?
A. Reducing waiting time between process operations
B. Improving inventory discipline
C. Reducing required workforce skills
D. Improved labor relations
E. Improved small group functioning
Q:
Which of the following are elements that address elimination of waste under lean production?
A. Production ahead of demand
B. Group plant loading technology
C. Kanban production control system
D. Minimized run times
E. Full capacity utilization
Q:
Which of the following address elimination of waste under lean production?
A. Info-matic warehouse networks
B. Outsourced housekeeping
C. Quality at the source
D. Backflushing
E. Bottom-round management
Q:
Which of the following are key inventory reduction targets under lean production?
A. FIFO inventory
B. Hidden inventory
C. Safety stock
D. Lost inventory
E. Ladder inventory
Q:
In the textbook Toyota's Fujio Cho identified which of the following types of waste to be eliminated?
A. Heijunka
B. Motion
C. Excess capacity
D. Underproduction
E. Excess demand
Q:
In the textbook Toyota's Fujio Cho identified which of the following types of waste to be eliminated?
A. Underproduction
B. Excess quality
C. Preventive maintenance
D. Product defects
E. Kaizen
Q:
In the textbook Toyota's Fujio Cho identified which of the following types of waste to be eliminated?
A. Excess quality
B. Overproduction
C. Underproduction
D. Environmental
E. Over-thinking
Q:
Which of the following are related to lean production?
A. A philosophy of waste elimination
B. Lean consumption
C. Never running out of inventory
D. The Waehi-Subaru method
E. Full use of capacity
Q:
The term "heijunka" means "misfit" in Japanese. In a manufacturing context it refers to highly variable demands on a manufacturing facility that lead to cycles of overtime and layoffs.
Q:
Preventive maintenance is emphasized in lean production to ensure the flows are not interrupted by downtime or malfunctioning equipment.
Q:
The term "freeze window" refers to the practice of building quality into the process and not identifying quality by inspection.
Q:
One of the few JIT techniques that do not work well in service firms is demand-pull scheduling.
Q:
One of the many JIT techniques that have been successfully applied in service firms is the eliminating of unnecessary activities.
Q:
One of the many JIT techniques that have been successfully applied in service firms is leveling facility load.
Q:
One of the many JIT techniques that have been successfully applied in service firms is the upgrading of housekeeping.
Q:
One of the many JIT techniques that have been successfully applied in service firms is the upgrading of quality.
Q:
Firms in Japan tend to have short-term partnerships with their suppliers and customers.
Q:
Company unions in Japan exist to foster a cooperative relationship with management.
Q:
Subcontractor networks are not very important in Japanese manufacturing.
Q:
In Japanese manufacturing automation and robotics are used extensively to perform dull or routine jobs so employees are free to focus on important improvement tasks.