Operations Management Stevenson 11th Edition Test Bank

Operations Management Stevenson 11th Edition Test Bank




Operations Management Stevenson 11th Edition Test
Bank

Stevenson - Operations Management - 11e, ISBN 0073525251
Table of Contents
Chapter 01 Introduction to Operations Management
Chapter 02 Competitiveness, Strategy, and Productivity
Chapter 03 Forecasting
Chapter 04 Product and Service Design
Chapter 04S Reliability
Chapter 05 Strategic Capacity Planning for Products and Services
Chapter 05S Decision Theory
Chapter 06 Process Selection and Facility Layout
Chapter 07 Work Design and Measurement
Chapter 07S Learning Curves
Chapter 08 Location Planning and Analysis
Chapter 08S The Transportation Model
Chapter 09 Management of Quality
Chapter 10 Quality Control
Chapter 10S Acceptance Sampling
Chapter 11 Aggregate Planning and Master Scheduling
Chapter 12 MRP and ERP
Chapter 13 Inventory Management
Chapter 14 JIT and Lean Operations
Chapter 14S Maintenance
Chapter 15 Supply Chain Management
Chapter 16 Scheduling
Chapter 17 Project Management


Test Bank Page 1

, Operations Management Stevenson 11th Edition Test Bank


Chapter 18 Management of Waiting Lines
Chapter 19 Linear Programming




Chapter 01 Introduction to Operations Management

Student:


1. Operations managers are responsible for assessing consumer wants and needs and selling and
promoting the organization's goods or services.
True False



2. Often, the collective success or failure of companies' operations functions will impact the
ability of a nation to compete with other nations.
True False



3. Companies are either producing goods or delivering services. This means that only one of the
two types of operations management strategies are used.
True False



4. Operations, marketing, and finance function independently of each other in most
organizations.
True False



5. The greater the degree of customer involvement, the more challenging the design and
management of operations.
True False




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, Operations Management Stevenson 11th Edition Test Bank




6. Goods producing organizations are not involved in service activities.
True False



7. Service operations require additional inventory because of the unpredictability of consumer
demand.
True False



8. The value of outputs is measured by the prices customers are willing to pay for goods or
services.
True False



9. The use of models will guarantee the best possible decisions.
True False



10. People who work in the field of operations should have skills that include both knowledge
and people skills.
True False



11. Assembly lines achieved productivity but at the expense of standard of living.
True False



12. The operations manager has primary responsibility for making operations system design
decisions, such as system capacity and location of facilities.
True False



13. The word "technology" is used only to refer to "information technology".
True False

, Operations Management Stevenson 11th Edition Test Bank




14. ‘Value added' by definition is always a positive number since 'added' implies increases.
True False



15. Service often requires greater labor content, whereas manufacturing is more capital
intensive.
True False



16. Measurement of productivity in service is more straightforward than in manufacturing since
it is not necessary to take into account the cost of materials.
True False



17. Special-purpose technology is a common way of offering increased customization in
manufacturing or services without taking on additional labor costs.
True False



18. One concern in the design of production systems is the degree of standardization.
True False



19. Most people encounter operations only in profit-making organizations.
True False



20. Service involves a much higher degree of customer contact than manufacturing.
True False



21. A systems approach emphasizes interrelationships among subsystems, but its main theme is
that the whole is greater than the sum of its individual parts.
True False