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Q:
Heuristic approaches to line balancing are the only approach that will guarantee an optimal solution.
Q:
None of the approaches to line balancing, manual or computerized, guarantees an optimal solution.
Q:
An idle percentage of zero means a line is perfectly balanced.
Q:
The goal of line balancing is to assign tasks to workstations in such a way that the workstations have approximately equal time requirements.
Q:
The minimum number of workstations for a production line is determined in part by the desired output rate.
Q:
For a production line, daily capacity can be determined by dividing the daily operating time by the line's cycle time.
Q:
"Balance delay" is another name for the percentage of idle time in a process layout.
Q:
"Balance delay" is another name for the percentage of idle time in a product layout.
Q:
Service layouts must be visually pleasing as well as functional.
Q:
Mismatches between operational capabilities and market demand can have a negative impact on an organization.
Q:
The percentage of idle time in an assembly line is called cycle time.
Q:
Group technology is closely connected to cellular manufacturing.
Q:
Among the benefits claimed for cellular manufacturing are less material handling and reduced setup time.
Q:
In cellular manufacturing, machines and equipment are grouped by type (e.g., all grinders are grouped into a cell).
Q:
A disadvantage of a product layout can be high in-process inventory costs.
Q:
Accounting, purchasing, and inventory control are fairly routine with process layouts.
Q:
A process layout is more susceptible to shutdowns caused by equipment breakdowns than a product layout.
Q:
Information technology refers to competitive data.
Q:
Process layouts feature departments or other functional groupings of personnel or equipment.
Q:
Product layouts can more easily adapt to variations in product requirements than process layouts can.
Q:
A manufacturing cell allows the production of a wide range of very different products.
Q:
Product layouts involve high utilization of labor and equipment.
Q:
A possible disadvantage of a product layout is an inflexible system.
Q:
A cafeteria line would be an example of a process-focused layout.
Q:
There are three basic process types: input, processing, and output.
Q:
Morale problems can be a reason for redesign of a facility layout.
Q:
Repetitive processing systems usually produce goods specifically for customer orders rather than for inventory.
Q:
Flexible manufacturing systems bring the benefits of automation to continuous processes.
Q:
The term "computer-aided manufacturing" refers primarily to the use of robotics in process control.
Q:
Intermittent processing can take the form of batch processing or a job shop.
Q:
Right-sized equipment tends to be larger than equipment used in traditional process layouts.
Q:
Continuous production has been a significant factor underpinning the U.S. standard of living over the last century.
Q:
In general, job-shop systems have a lower unit cost than continuous systems do because continuous systems use costly specialized equipment.
Q:
Avoiding bottlenecks is the primary goal of product design.
Q:
A job-shop processing system generally requires less-skilled workers than a continuous processing system.
Q:
As a general rule, continuous processing systems produce products for inventory rather than for customer order.
Q:
Continuous processing is the best way to produce customized output.
Q:
Given the following process layout data for locating four departments (A, B, C, and D) in four areas (1, 2, 3, and 4): If transportation costs are $.25 per load per foot moved, what are total monthly costs for an optimum layout?
Q:
Given the following line balance data: For eight hours of operating time per day and a desired output rate of 960 units per day, what is the efficiency for the balance which uses the minimum number of stations?
Q:
Given the following line balance data: What is the appropriate cycle time for eight hours of operating time per day and a desired output rate of 960 units per day?
Q:
Given the following line balance data: What is the maximum possible cycle time?
Q:
Given the following line balance data: What is the minimum possible cycle time?
Q:
Given the following process layout data for locating six departments in the six areas shown: What process layout(s) satisfy(ies) these closeness ratings?
Q:
Given the following data: Determine the percentage idle time.
Q:
Determine the minimum number of workstations needed for this situation: Operating time is 450 minutes per day.
Desired output is 80 units per day.
The sum of task times is 56 minutes.
Q:
Given the information below, assign the departments A through I to locations in a 3 x 3 grid, with department E fixed in the lower right-hand corner. .
Q:
Consider the following information: What is the anticipated efficiency?
Q:
Consider the following information: What is the anticipated utilization?
Q:
Consider the following information: What profit (loss) would there be for a quantity of 10,000?
Q:
Consider the following information: What profit (loss) would there be for a quantity of 27,000?
Q:
Consider the following information: What quantity would be required for a profit of $2,000?
Q:
Consider the following information: What are total costs for the break-even quantity?
Q:
Consider the following information: What are total revenues for the break-even quantity?
Q:
Consider the following information:
Q:
Given the following data for a make-or-buy decision: What would be your cost savings for the preferred alternative, for 32,000 units per year, compared to the other alternative?
Q:
Given the following data for a make-or-buy decision:
Q:
The utilization of a machine is 50 percent. The machine has a design capacity of 70 units per hour and an effective capacity of 60 units per hour. Find the efficiency of the machine.
Q:
The efficiency of a productive unit is 60 percent. The unit produces an average of 20 forklift trucks per day. Determine the effective capacity of the unit.
Q:
A small business owner is contemplating the addition of another product line. Capacity increases and equipment will result in an increase in annual fixed costs of $50,000. Variable costs will be $25 per unit. (A) What unit selling price must the owner obtain to break even on a volume of 2,500 units a year?
(B) Because of market conditions, the owner feels a revenue of $47 is preferred to the value determined in part A. What volume of output will be required to achieve a profit of $16,000 using this revenue?
Q:
A firm is considering three capacity alternatives: A, B, and C. Alternative A would have an annual fixed cost of $100,000 and variable costs of $22 per unit. Alternative B would have annual fixed costs of $120,000 and variable costs of $20 per unit. Alternative C would have fixed costs of $80,000 and variable costs of $30 per unit. Revenue is expected to be $50 per unit.
Q:
An investment proposal will have annual fixed costs of $60,000, variable costs of $35 per unit of output, and revenue of $55 per unit of output. (A) Determine the break-even quantity.
(B) What volume of output will be needed to produce an annual profit of $60,000?
Q:
Students at a major university must go through several registration steps. Officials have observed that it is typically the case that the waiting line at the fee-payment station is the longest. This would seem to suggest that the fee-payment station is the ___________ in the student registration process.
A. capacity cushion
B. first station
C. bottleneck
D. economy of scale
E. diseconomy of scale
Q:
Suppose operation X feeds directly into operation Y. All of X's output goes to Y, and Y has no other operations feeding into it. X has a design capacity of 80 units per hour and an effective capacity of 72 units per hour. Y has a design capacity of 100 units per hour. What is Y's maximum possible utilization?
A. 80 percent
B. 72 percent
C. 90 percent
D. 70 percent
E. 60 percent
Q:
Which of the following makes using present value approaches in capacity decisions difficult?
A. The discount rate must be adjusted to account for inflation.
B. Some cash flows are positive and other cash flows are negative.
C. The payback period might not be long enough to justify a capacity decision.
D. Capacity decisions are made amidst much uncertainty, so cash flows cannot be estimated with great accuracy.
E. There is a cash outflow at the outset followed by, possibly, net cash inflows.
Q:
Operation X feeds into operation Y. Operation X has an effective capacity of 55 units per hour. Operation Y has an effective capacity of 50 units per hour. Finding a way to increase Y's effective capacity would be an example of ________ a constraint.
A. overcoming
B. cushioning
C. insourcing
D. cycling
E. repositioning
Q:
Operation X feeds into operation Y. Operation X has an effective capacity of 55 units per hour. Operation Y has an effective capacity of 50 units per hour. Increasing X's effective capacity to ensure that Y's utilization is maximized would be an example of ________ a(n) constraint.
A. overcoming
B. outsourcing
C. insourcing
D. cushioning
E. supporting
Q:
Doctor J. is considering purchasing a new blood analysis machine to test for HIV; it will cost $60,000. He estimates that he could charge $25.00 for an office visit to have a patient's blood analyzed, while the actual cost of a blood analysis would be $5.00. If this new blood analysis machine has design and effective capacities of 6,000 and 5,000 blood analyses per year, respectively, and Dr. J. expects to be 80 percent efficient in his use of this machine, how many HIV blood analyses does he plan to perform each year?
A. 3,200
B. 4,800
C. 4,000
D. 1,000
E. 5,000
Q:
Doctor J. is considering purchasing a new blood analysis machine to test for HIV; it will cost $60,000. He estimates that he could charge $25.00 for an office visit to have a patient's blood analyzed, while the actual cost of a blood analysis would be $5.00. If this new blood analysis machine has design and effective capacities of 6,000 and 5,000 blood analyses per year, respectively, and Dr. J. expects to perform 4,500 HIV blood analyses each year, what will be the utilization of this machine?
A. 0 percent
B. 75 percent
C. 83 percent
D. 90 percent
E. 100 percent
Q:
Doctor J. is considering purchasing a new blood analysis machine to test for HIV; it will cost $60,000. He estimates that he could charge $25.00 for an office visit to have a patient's blood analyzed, while the actual cost of a blood analysis would be $5.00. How many HIV blood analyses would he have to perform in order to make a profit of $15,000?
A. 3,000
B. 4,800
C. 5,000
D. 12,000
E. 3,750
Q:
Doctor J. is considering purchasing a new blood analysis machine to test for HIV; it will cost $60,000. He estimates that he could charge $25.00 for an office visit to have a patient's blood analyzed, while the actual cost of a blood analysis would be $5.00. How many HIV blood analyses would he have to perform in order to break even?
A. 12,000
B. 2,400
C. 3,000
D. 1,000
E. 5,000
Q:
Doctor J. is considering purchasing a new blood analysis machine to test for HIV; it will cost $60,000. He estimates that he could charge $25.00 for an office visit to have a patient's blood analyzed, while the actual cost of a blood analysis would be $5.00. What would be his profit if he were to perform 5,000 HIV blood analyses?
A. $0
B. $40,000
C. $60,000
D. $25,000
E. $100,000
Q:
A Virginia county is considering whether to pay $50,000 per year to lease a prisoner transfer facility in a prime location near Washington, D.C. They estimate it will cost $50 per prisoner to process the paperwork at this new location. The county is paid a $75 commission for each new prisoner they process. If their holding area at this new location has design and effective capacities of 10,000 and 7,500 prisoners processed annually, respectively, and they plan to be 80 percent efficient in their use of this space, how many prisoners does the county plan to process per year?
A. 5,000
B. 8,000
C. 2,000
D. 4,000
E. 6,000
Q:
A Virginia county is considering whether to pay $50,000 per year to lease a prisoner transfer facility in a prime location near Washington, D.C. They estimate it will cost $50 per prisoner to process the paperwork at this new location. The county is paid a $75 commission for each new prisoner they process. If the holding area at this new location has design and effective capacities of 10,000 and 7,500 prisoners processed annually, respectively, and 5,000 prisoners will be processed per year, what will be the utilization of the holding area?
A. 0 percent
B. 30 percent
C. 50 percent
D. 60 percent
E. 100 percent
Q:
A Virginia county is considering whether to pay $50,000 per year to lease a prisoner transfer facility in a prime location near Washington, D.C. They estimate it will cost $50 per prisoner to process the paperwork at this new location. The county is paid a $75 commission for each new prisoner they process. How many prisoners would they have to process annually to make a profit of $100,000 at this new location?
A. 5,000
B. 8,000
C. 2,000
D. 4,000
E. 6,000
Q:
A Virginia county is considering whether to pay $50,000 per year to lease a prisoner transfer facility in a prime location near Washington, D.C. They estimate it will cost $50 per prisoner to process the paperwork at this new location. The county is paid a $75 commission for each new prisoner they process. How many prisoners would they have to process annually to break even at this new location?
A. 5,000
B. 8,000
C. 2,000
D. 4,000
E. 6,000
Q:
A Virginia county is considering whether to pay $50,000 per year to lease a prisoner transfer facility in a prime location near Washington, D.C. They estimate it will cost $50 per prisoner to process the paperwork at this new location. The county is paid a $75 commission for each new prisoner they process. What would be the county's annual profit if they were to process 4,000 prisoners per year at this new location?
A. $0
B. $75,000
C. $50,000
D. $100,000
E. $300,000
Q:
The owner of a greenhouse and nursery is considering whether to spend $6,000 to acquire the licensing rights to grow a new variety of rosebush, which she could then sell for $6 each. Per-unit variable cost would be $3. If her available land has design and effective capacities of 3,000 and 2,000 rosebushes per year, respectively, and she expects to be 80 percent efficient in her use of this land, how many rosebushes does Rose plan to grow each year on this land?
A. 1,600
B. 2,400
C. 3,000
D. 2,000
E. 1,000
Q:
The owner of a greenhouse and nursery is considering whether to spend $6,000 to acquire the licensing rights to grow a new variety of rosebush, which she could then sell for $6 each. Per-unit variable cost would be $3. If her available land has design and effective capacities of 3,000 and 2,000 rosebushes per year respectively, and she plans to grow 1,200 rosebushes each year on this land, what will be the utilization of this land?
A. 0 percent
B. 40 percent
C. 60 percent
D. 67 percent
E. 100 percent
Q:
The owner of a greenhouse and nursery is considering whether to spend $6,000 to acquire the licensing rights to grow a new variety of rosebush, which she could then sell for $6 each. Per-unit variable cost would be $3. How many rosebushes would she have to produce and sell in order to make a profit of $6,000?
A. 1,600
B. 2,400
C. 3,000
D. 1,000
E. 4,000
Q:
The owner of a greenhouse and nursery is considering whether to spend $6,000 to acquire the licensing rights to grow a new variety of rosebush, which she could then sell for $6 each. Per-unit variable cost would be $3. How many rosebushes would she have to produce and sell in order to break even?
A. 1,600
B. 2,400
C. 2,000
D. 1,000
E. 1,500