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Operations management Flashcards

1
Q

Which of the following steps is not part of operations design?

a. Process design
b. People in organizations
c. Inventory management
d. Process technology

A

Which of the following steps is not part of operations design?

c. Inventory management

L2

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2
Q

Which of the following levels is the highest level of operation analysis?

a. Flow between processes
b. Flow between people
c. Flow between resources
d. Flow between operations

A

Which of the following levels is the highest level of operation analysis?

d. Flow between operations

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3
Q

Which implication indicates a low variety of operations?

a. Complexity
b. Flexibility
c. Standardized
d. High units cost

A

Which implication indicates a low variety of operations?

c. Standardized

L1

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4
Q

Which one is not an objective group of operation performance?

a. Dependability
b. Cost
c. Speed
d. Risk

A

Which one is not an objective group of operation performance?

d. Risk

L1

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5
Q

What could quality mean in relation to operation management?

a. All assembly is to specification
b. Products and services on-time delivery
c. Volume flexibility – the ability to adjust
d. Bought-in materials and services

A

What could quality mean in relation to operation management?

a. All assembly is to specification

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6
Q

Which of the following measures belongs to the strategic level of operations management?

a. Speed
b. Economic (profit)
c. Risk and resilience
d. Flexibility

A

Which of the following measures belongs to the strategic level of operations management?

c. Risk and resilience

L1

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7
Q

Which of the following categories is not used to differentiate operations and processes?

a. Variety
b. Visibility
c. Velocity
d. Volume

A

Which of the following categories is not used to differentiate operations and processes?

c. Velocity

The categories are: volume, variety, variation, visibility

L1

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8
Q

Which of the following levels is not one to measure operations performance?

a. Individual
b. Societal
c. Strategic
d. Operational

A

Which of the following levels is not one to measure operations performance?

a. Individual

L1

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9
Q

Which can’t be measured by Little’s Law?

a. The average time a product spends in the whole system (throughput)
b. The average number of things in the system (Work-in-progress)
c. The average rate at which one product leaves the system (cycle time)
d. The average resource input to the system (resource input)

A

Which can’t be measured by Little’s Law?

d. The average resource input to the system (resource input)

L2

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10
Q

Which of the following is a principle of Business Process Re-Engineering?

a. Have those who use the output of the process drive the process
b. Capture information multiple times at every output
c. Treat geographically dispersed resources as they are, decentralized
d. Put the decision pointcentral and hierarchically at the top

A

Which of the following is a principle of Business Process Re-Engineering?

a. Have those who use the output of the process drive the process

L2

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11
Q

Which of the following is a well-known sequencing technique?

a. Shortest operation time (SOT)
b. Last in, last out (LILO)
c. Average operation time (AOT)
d. Free queue selection (FQS)

A

Which of the following is a well-known sequencing technique?

a. Shortest operation time (SOT)

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12
Q

Which one is NOT a key problem when implementing an ERP?

a. The level of outside expertise required is always estimated appropriately
b. The total cost is likely to be underestimated
c. There will never be enough training
d. The time and effort to implement it is likely to be underestimated

A

Which one is NOT a key problem when implementing an ERP?

a. The level of outside expertise required is always estimated appropriately

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13
Q

Which of the following is NOT a key element of improvement:

a. Evidence-based problem-solving
b. Customer centricity
c. End-to-End Processes
d. Improving based on Gut Feeling

A

Which of the following is NOT a key element of improvement:

d. Improving based on Gut Feeling

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14
Q

According to ISO 9001, which one is a quality management principle:

a. Continuous improvement
b. Free-float approach
c. Strong focus on internal expertise
d. Decision making based on gut feeling

A

According to ISO 9001, which one is a quality management principle:

a. Continuous improvement

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15
Q

What are the 3 core operations functions?

A

What are the 3 core operations functions?

Answer: marketing (and sales), product/service development, operations functions

L1

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16
Q

How is operations performance measured?

A

How is operations performance measured?

Answer:

  • Societal level (planet/environmental, people/societal, profit/economic)
  • Strategic level (risk, learning, capital, revenue, cost)
  • Operational level (quality, speed, dependability, flexibility, cost)

L1

17
Q

Top down stategic perspective:

A

Top down stategic perspective:

reflect what the whole group or business is trying to do

L1

18
Q

Bottom-up strategic perspective:

A

Bottom-up strategic perspective:

Learn from day-to-day activities so as to cumulatively build strategic capabilities

L1

19
Q

Inside-out strategic perspective:

A

Inside-out strategic perspective:

develop resources and processes so that their capabilities can be exploited in their chosen markets

L1

20
Q

Outside-in strategic perspective:

A

Outside-in strategic perspective:

translate intended market position so as to provide the required objectives for operations decisions

L1

21
Q

What kind of processes are operations?

A

What kind of processes are operations?

Answer: input-transformation-output

L1

22
Q

What are the operations performance objectives?

A

What are the operations performance objectives?

Answer: quality, speed, dependability, flexibility and cost

L1

23
Q

Which categories are used to differentiate operations and processes?

A

Which categories are used to differentiate operations and processes?

Answer: volume, variety, variation, visibility

L1

24
Q

What is the formula for Little’s law?

A

What is the formula for Little’s law?

Answer: Throughput-time = Work-in-progress (queue) * cycle time

L2

25
Q

What can be identified with Little’s law?

A

What can be identified with Little’s law?

Answer:

depending on the data availability, we can identify

  • The average time a product spends in the whole system (throughput)
  • The average number of things in the system (Work-in-progress)
  • The average rate at which one product leaves the system (cycle time)

L2

26
Q

What are the 4 basic layout types?

A

What are the 4 basic layout types?

Answer: fixed, functional, cell, line

L2

27
Q

What are the principles of business process re-engineering?

A

What are the principles of business process re-engineering?

Answer:

  1. Capture information once and at the source
  2. Subsume information-processing work into the real work that produces the
    information
  3. Have those who use the output of the process drive the process
  4. Put the decision point where the work is performed, and build control into the
    process
  5. Treat geographically dispersed resources as though they were centralized.

L2

28
Q

What are planning and control activities?

A

What are planning and control activities?

Answer: scheduling, loading, sequencing, monitoring/control

29
Q

What are the 4 well-known sequencing techniques?

A

What are the 4 well-known sequencing techniques?

Answer:

LIFO (last in first out)
FIFO (first in first out)
LOT (longest operation time)
SOT (shortest operation time)

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