CH 2 MS

Question 1

The sand cone model of additive and complementary competitive strengths emphasizes what

Answer 1

Operations that can deliver quality, delivlery dependability, speed, and low cost.

Question 2

What are the five basic forms of transformation systems

Answer 2

1) Continuous process, 2) Flow shop, 3) Job shop, 4) Celluar, 5) Project

Question 3

What are the major considerations in designing the transformation system

Answer 3

efficiency, effectiveness, volume, capactiy, lead time, flexibility

Question 4

The major considerations in designing the transformation system are so interdependent that

Answer 4

Changing the system to alter one will change the others as well.

Question 5

What is the emphasis on in service operations

Answer 5

Accomodating the customer rather than on operations per se.

Question 6

What theory is often used in the design of a service delivery system

Answer 6

Waiting Line (Queuing) Theory

Question 7

The layouts of parking lots, entry zones, reception rooms, waiting areas, service facilities, and other points of customer contact are of top priority in what kind of organizations

Answer 7

Service-oriented

Question 8

What process is commonly used to produce highly standardized outputs, usually fulidic products, in extremely large volumes

Answer 8

Continuous Transformation Process

Question 9

What are some examples of commodities used in the continuous transformation process

Answer 9

water, gases, chemicals, electricity, etc.

Question 10

What is the single most important factor in competing successfully in commodity markets

Answer 10

Price

Question 11

What is the major difference between the Flow Shop and the Continuous Process

Answer 11

In the Flow Shop there is a a discrete product or service, whereas in Continuous Processes the end product is not naturally divisible.

Question 12

Organizations that use the BLANK process are heavily automated, with large, special-purpose equipment

Answer 12

Flow Shop

Question 13

The primary advantage of a BLANK process is the low per unit cost that is attainable owing to specialized high volume equipment, bulk purchasing, lower labor rates, efficient utilization of the facility, low in process inventories, and simplified managerial control

Answer 13

Flow Shop

Question 14

What process is generally continuous

Answer 14

Flow Shop

Question 15

What is the intent in balancing a line

Answer 15

To find a cycle time in which each workstation can complete its tasks.

Question 16

The BLANK gets its name because unique jobs must be produced

Answer 16

Job Shop

Question 17

In the BLANK form of transformation system, each output, or each small batch of outputs, is processed differently

Answer 17

Job Shop

Question 18

BLANK-based processes tend to emphasize flexibility over efficiency

Answer 18

Job

Question 19

In what transformation system does each particular “job” travel from one area to another, and so on, according to its unique routing, until it is fully processed

Answer 19

Job Shop

Question 20

What transformation system is usually selected to provide the organization with the flexibility needed to respond to individual, small-volume demands or even custom demands

Answer 20

Job Shop

Question 21

What is the primary advantage of the Job Shop transformation process

Answer 21

The ability to produce a wide variety of outputs at reasonable cost

Question 22

Managerial control of the BLANK transformation system is extremely difficult

Answer 22

Job Shop

Question 23

Because the output varies in terms of function, processing, quality, and timing, the managerial tasks of routing, scheduling, cost accounting, and such become nearly impossible when demand for the output is high is a disadvantage of what transformation system process

Answer 23

Job Shop

Question 24

BLANK combines the advantages of the job shop and flow shop to obtain the high variety possible with the job form and the reduced costs and short response times available with the flow form

Answer 24

Cellular Production

Question 25

An advantage of the BLANK transformation system process is decreasing machine setup times

Answer 25

Cellular Production

Question 26

In the BLANK form of transformation system, when setup times BLANK, the amount of time equipment is available to process parts BLANK

Answer 26

Cellular Production; Decrease; Increases

Question 27

What does increased capacity mean for a company in Cellular Production

Answer 27

That the company can produce at a given level with fewer machines.

Question 28

In Cellular Production, BLANK setup times make it more economical to produce smaller batches

Answer 28

Shorter

Question 29

In Cellular Production, producing BLANK batches enhances an organization's flexibility in responding to changes in product mix

Answer 29

Small

Question 30

In Cullular Production, BLANK the size of batches leads to reductions in work-in-process inventory

Answer 30

Reducing

Question 31

BLANK inventory means that less space is needed to store it and less capital is tied up in it in Cellular Production

Answer 31

Less

Question 32

In Cellular Production, product lead times are BLANK and throughput times are faster due to overlapping the tasks

Answer 32

Shorter

Question 33

BLANK lead times and BLANK throughput facilitate more accurate forecasting, faster response to market changes, faster revenue generation, and less time for engineers to change the output or customers to change (or cancel) the order

Answer 33

Shorter, Faster

Question 34

What is another name for Cellular Production

Answer 34

Batch Production

Question 35

In what transformation system are volumes too small to allow for the purchase of the high-volume, efficient equipment that flow shops use

Answer 35

Cellular Production

Question 36

BLANK are of large scale and finite duration; they are nonrepetitive, consisting of multiple, and often simultaneous tasks that are highly interdependent

Answer 36

Project Operations

Question 37

The output in Project Operations is typically BLANK

Answer 37

Unique

Question 38

A BLANK item is produced in batches of some size that is economical (for the firm) and then stocked (in a warehouse, on shelves, etc.)

Answer 38

Make-to-stock

Question 39

A BLANK item is usually produced in a batch of a size set by the customer (sometimes just one) and is delivered to the customer upon its completion.

Answer 39

Make-to-order

Question 40

BLANK items are produced in large volumes with low variety, whereas BLANK items are produced in low volumes with high variety.

Answer 40

Make-to-stock; Make-to-order

Question 41

Who developed the Product-Process Matrix and in what year?

Answer 41

Hayes and Wheelwright in 1979

Question 42

In regards to output characteristtics on transformation systems in the product-process matrix, where does efficiency lie

Answer 42

Along the dotted line

Question 43

In the Product-Process matrix, operating at some point off the diagonal line can be BLANK for the organization unless done carefully as a well-planned strategy

Answer 43

dangerous

Question 44

What corner of the Product-Process matrix represents manufacturing in the future, when advanced technology can turn out great masses of completely customized products as cheaply as standard items

Answer 44

the upper right corner

Question 45

Chase and Stewart definition of fail safing

Answer 45

Anticipates where a service failure might occur and installs preventative measures

Question 46

4 major elements of a service guarantee

Answer 46

1) Must be meaningful to the customer by repaying customer for the failure to meet expectations 2) Must be unconditional 3) Easy to communicate and for the customer (and employees) to understand 4) East to "use" in the sense of immediately invoking it when a service failure occurs

Question 47

Schmenner's Model

Answer 47

Classification of four major types of services

Question 48

Schmenner's Customer Contact Intensity 4 major classifications

Answer 48

1) Service Factory: Capital Intensive Low Customer Contact 2) Mass Service: Labor Intensive Low Customer Contact 3) Service Shop: Capital Intensive High Customer Contact 4) Professional Service: Labor Intensive High Customer Contact

Question 49

Examples of Service Factory: Capital Intensive/Low Customer Contact

Answer 49

Airlines, Package/Postal Services, Hotels, Recreation

Question 50

Examples of Mass Service: Labor Intensive/Low Customer Contact

Answer 50

Sporting events, School classes, Retailing, Fast Food

Question 51

Examples of Service Shop: Capital Intensive/High Customer Contact

Answer 51

Hospitals, Cruise Line, Repair Services, Expensive Restaurants

Question 52

Examples of Professional Service: Labor Intensive/High Customer Contact

Answer 52

Legal Services, Physicians, Interior Decorators, Tax Preparers

Question 53

Why should the low-contact portion of a service be decoupled from the high-contact portion

Answer 53

So the low-contact portion can be conducted with efficiency and high-contact conducted with grace and friendliness

Question 54

How did Chanse and Tansik devise their view of customer contact when designing service delivery systems

Answer 54

Evaluate whether the service is high contact or low contact and what portions of the service are each

Question 55

It is wise to let customers aid in the [BLANK]

Answer 55

Preparation or delivery of the service

Question 56

One service element usually missing from manufacturing transformation design

Answer 56

Extensive customer contact during delivery of the service

Question 57

First problem associated with extensive customer contact during service delivery

Answer 57

Customer may add new inputs to the delivery system or make new demands on it that were not anticipated when it was designed

Question 58

Second problem associated with extensive customer contact during service delivery

Answer 58

Customers do not arrive at smooth, even increments of time but bunch up during peak periods

Question 59

Customer's biased perception of the server and the server's skills can often influence [BLANK]

Answer 59

Their satisfaction with the quality of the service