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EBP > Exam > Flashcards

Exam Flashcards

1
Q

COMPONENTS OF EFFICIENCY

A

Allocative Efficiency
Technical Efficiency

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2
Q

5 COMPONENTS OF SUPPLY CHAIN MANAGEMENT

A

Plan
Source
Make
Deliver
Return

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3
Q

Parts of Customer Relationship Management

A

Analytical
Operative
Collaborative

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4
Q

Perspectives of Balance Score Card

A

Financial
Customer
Internal Business Process
Learning and Growth

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5
Q

Elements of MIS

A

Management
Information
System

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6
Q

Principles of Total Quality Management

A

Customer Focus
Managerial Leadership
Belief in Continuous Improvement

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7
Q

5s’s Concept of Quality Management

A

SEIRI - Organization or re-organization
SEITON - Neatness
SEISO - Cleaning
SEIKETSU - Standardization
SHITSUKE - Discipline

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8
Q

SHEWHART CYCLE

A

Plan
Do
Check
Act

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9
Q

Types of Risks

A

Hazard (or pure) risks
Control (or uncertainty) risks
Opportunity (or speculative) risks

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10
Q

certain risk events that can only result in negative outcomes; associated with a source of
potential harm or a situation with the potential to undermine objectives in a negative way; the most common risks
associated with organizational risk management, including occupational health and safety programs; (ex: theft)

A

hazard (or pure) risks

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11
Q

associated with unknown and unexpected events; can be extremely difficult to
quantify; often associated with project management. In these circumstances, it is known that the events will occur,
but the precise consequences of those events are difficult to predict and control.

A

control (or uncertainty) risks

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12
Q

There are risks/dangers associated with taking an opportunity, but there are also
risks associated with not taking the opportunity. Opportunity risks for small businesses include moving a business to
a new location, acquiring new property, expanding a business and diversifying into new products

A

opportunity (or speculative) risks

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13
Q

Identification, analysis and economic control of those risks; conscious effort of planning, organizing,
directing and controlling resources and activities; minimize the adverse effects of accidental loss at the least acceptable cos

A

Risk Management

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14
Q

concerned with direction of purposeful activities towards the achievement of
individual or organizational goals

A

Management of Risk

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15
Q

Risk arising due to dishonesty of employees and others in course of their performance in duties causing loss of
money and stocks to the owner

A

Fidelity risk

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16
Q

They arise out of human mistakes often termed as civil wrongs committed by a person resulting in injury
and/or death to another person and/or loss of damage to property.

A

Liability Risk

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17
Q

: Apply actions to the outcome for necessary improvement. That means reviewing all steps (plan, Do, Check,
Act) and modifying the process to improve it before its next implementation.

A

ACT:

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18
Q

Monitor and evaluate the processes and results as agent objectives and specifications and report the out
come

A

CHECK:

19
Q

Implement the processes

A

Do

20
Q

: Establish the objectives and processes necessary to deliver results in accordance, with the specifications

A

Plan

21
Q

Quality is considered a by-product of the manufacturing system i.e., each individual process has some variation that
will lead to the production of some defective units

A

TOTAL QUALITY MANAGEMENT (TQM)

22
Q

a composite entity consisting of a number of elements which are interdependent and interacting, operating
together for the accomplishment of an objective

A

System

23
Q

data that have been organized into a meaningful and useful context

A

Information

24
Q

comprises of the processes or activities that describe what managers do while working in their
organization

A

Management

25
Q

a systematic process of providing relevant information in right time in right format to all levels of users in the
organization for effective decision making.

A

MIS

26
Q

is also defined to be system of collection, processing, retrieving and
transmission of data to meet the information requirement of different levels of managers in an organization

A

MIS

27
Q
  • looks at the ability of employees, the quality of information systems, and the effects of
    organizational alignment in supporting accomplishment of organizational goals
A

Learning and Growth

28
Q

focuses on the internal business results that lead to financial success and satisfied
customer

A

Internal Business Process -

29
Q

captures the ability of the organization to provide quality goods and services, the effectiveness of their
delivery, and overall customer service and satisfaction

A

Customers

30
Q

serves as the focus for the objectives and measures for the objectives and measures in the other
scorecard perspectives. This perspective is concerned for profit of the enterprises

A

Financial

31
Q

is a performance management and strategy development methodology that helps
executives translate on organization’s mission statement and overall business strategy into specific, qualifiable goals and
monitors the organization’s performance in terms of these goals.

A

BALANCED SCORE CARD (BSC) -

32
Q

enables all companies along the distribution channel, as well as all departments in a company, to work
together and share information about customers, even speaks about partner relationship management (PRM).

A

Collaborative

33
Q

supports the actual contact with customers conducted by front office workers and general automation of
business processes including sales of products, services and marketing

A

Operative

34
Q

is customer data analysis, its evaluation, modeling and prediction of customer behavior.

A

Analytical

35
Q

entails initiatives that surround the customer side of the business

A

CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

36
Q

a business strategy comprised of process, organizational and technical change whereby a company seeks to better
manage its enterprise around its customer behaviors

A

CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

37
Q

The problem part of the supply chain. Create a network for receiving defective and excess products back from
customers and supporting customers who have problems with delivered products.

A

Return

38
Q

This is the part that many insiders refer to as logistics. Coordinate the receipt of orders from customers,
develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive
payments.

A

Deliver

39
Q

This is the manufacturing step. Schedule the activities necessary for production, testing, packaging and
preparation for delivery.

A

Make

40
Q

Choose the suppliers that will deliver the goods and services you need to create your product. Develop a set
of pricing, delivery and payment processes with suppliers and create metrics for monitoring and improving the
relationships

A

Source

41
Q

This is the strategic portion of SCM. You need a strategy for managing all the resources that go toward the
meeting customer demand for your product and services.

A

Plan

42
Q

encompasses the planning and management of all activities involved in sourcing, procurement, conversion and logistics
management activities; includes coordination and collaboration with channel partners, which can be suppliers,
intermediaries, third party service providers, and customers; integrates supply and demand management within and
across companies

A

SUPPLY CHAIN MANAGEMENT (SCM)

43
Q

occurs if a firm obtains maximum output from a set of inputs.

A

Technical efficiency

44
Q

occurs when a firm chooses the optimal combination of inputs, given the level of prices and the production technology.

A

Allocative efficiency

EBP (1 decks)

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