TRA Midterm

Statistically, six-sigma performance produces fewer than _____ defects per million opportunities for an error for defect. 5.6 6 3.4 4 None of the above

3.4

Companies have refined their forecasting techniques to the point that forecasts are almost always right. Big data has solved the forecasting dilemma. TrueFalse

False

Consistent repeat business is a clear and unambiguous signal that a customer is loyal. TrueFalse

False

Demand balancing, sometimes called demand shaping, is the process of increasing manufacturing and logistics capacity to be able to meet future customer demand. TrueFalse

False

Design decisions are easy-to-change in the short term and have an immediate impact on your firm's competitiveness. TrueFalse

False

Empowerment gives employees autonomy over and responsibility for decision-making related to every aspect of the value-creation process. TrueFalse

False

Empowerment programs/strategies are best suited for companies in high-tech, high-fashion, or other fast-past, so-called glamor industries. TrueFalse

False

Everyone engages in, and ultimately thrives, in an empowerment culture. TrueFalse

False

Finding cost savings and locating close to customers are necessary and sufficient considerations to build a winning network. TrueFalse

False

Henry Ford invented the assembly line.

False

If you deliver to promise, exceed industry standards, and meet customers' a priori expectations, you will definitely impress the customer and entice repeat purchase. TrueFalse

False

In a highly coordinated network, the production activities are loosely linked. TrueFalse

False

In facility location situations, you need to have a single-minded focus on labor costs. Nothing really matters. TrueFalse

False

In the Internet age, delivery has been called the most vital factor to long-term competitive success. TrueFalse

False

In the process capability ratio, six sigma captures almost 88% of the process variability. TrueFalse

False

Locating operations in global regions with lower cost factors is always beneficial for a company, because lower factors automatically produce benefits for the company. TrueFalse

False

Multi-criteria analysis is a very effective tool, because it eliminates all subjectivity. TrueFalse

False

Multi-criteria analysis is an appropriate tool, because the network design process considers only quantitative decision factors. TrueFalse

False

Productivity growth, by definition, is good. TrueFalse

False

Resource orchestration is largely an analytical, right-brain skill. TrueFalse

False

The center-of-gravity model assigns proportionately less weight to bigger sources of supply. TrueFalse

False

The industrial revolution marked the beginning of good operations management practice.

False

To really execute a customer satisfaction strategy, you need to find out how customers both perceive and measure your firm's performance. TrueFalse

False

Total Cost of Ownership is a concept relevant for accounting and economics, but it is NOT an important consideration for global network design decision-making. TrueFalse

False

Toyota's lean production system has documented that there is a single best or perfect way to make things. TrueFalse

False

When it comes to data capture, bricks-and-mortar stores like Walmart have a distinct advantage over their online rivals. TrueFalse

False

Which "Quality of Service" dimension would you be assessing when asking the question, "How willing, able, and promptly is the service provider to help you?" Responsiveness Assurance Reliability Empathy Tangibles

Responsiveness

The tool that monitors processes and keeps them production high-quality products is? Process capability ratio Statistical process control Returns defect analysis Reengineering None of the above

Statistical process control

The center-of-gravity model requires that you place locations on a grid coordinate system. TrueFalse

True

The core objective in six sigma is to reduce variation in processes. TrueFalse

True

The cost of production inputs, such as raw materials and transportation, vary widely globally. TrueFalse

True

The value chain expresses the idea that different functions within the firm are interconnected and only by working together can the firm effectively create customer value and compete in a tough competitive environment. TrueFalse

True

To find the relative grid position of existing markets, you can place a grid over an ordinary map. TrueFalse

True

You need to evaluate services quality a little differently than you evaluate product quality. TrueFalse

True

Your firm's order management system is responsible for getting the amount of inventory just right—minimizing the costs of overstocks and stockouts. TrueFalse

True

You are a manager at Asda. You have been given the demand data for the past 10 weeks for swim rings for children. You decide to run three different types of forecasting methods on the data to see which gives you best forecast. What would your 3 period moving average forecast be for week 22? 1336 1375 1284 1468 None of the above

1284

You are a manager at Asda. You have been given the demand data for the past 10 weeks for swim rings for children. Using a 3-period weighted moving average (most recent=.6; second most recent=.3, least recent=.1), what is the forecast for week 22? Week Demand 12 1317 13 1307 14 1261 15 1258 16 1267 17 1256 18 1268 19 1277 20 1277 21 1297 1280 1264 1289 1276 None of these

1289

Given the following forecast and demand information, what is the MAD? 12.54 15.05 4.60 14.15 None of the above

15.05

A well-designed scorecard should consist of about ______________ distinctive measures. 5-10 20-25 50 100+

20-25

Which of the following is not a synthesis tool commonly used in scanning initiatives? Simple graphs Cluster analysis Trend diagrams ABC classification Frequency charts

ABC classification

What are the two types of touch points? Acquisition; Utilitarian Acclimated; Utilization Acclimated; Utilitarian Accidental; Utilitarian Accidental; Universal Acquisition; Utilization

Acquisition; Utilization

Which of the following is not one of the steps in the DMAIC quality methodology? Measure Define Act Improve Control

Act

Which of the following is not a process in the SCOR model/methodology? Make Source Activate Plan Deliver

Activate

To make CPFR successful, companies should engage in which of the following collaborative activities? Strategy & planning Demand & supply management Execution Analysis All of the above

All of the above

Which of the following are discussed during the S&OP supply review meeting? How to prevent stockouts Manufacturing capacity Supply chain inventory Logistics/DC capacity All of the above

All of the above

Which of the following are potential sources of variation in the Ishikawa cause-and-effect diagram? People Methods Machines Materials All of the above Only b and c

All of the above

Which of the following accurately describes the bullwhip effect? a. The bullwhip effect argues that variations in supply magnify as they move downstream toward the customer. b. The bullwhip effect argues that variations in demand magnify as they move upstream toward suppliers. c. The bullwhip effect argues that every company needs to hold ample just-in-case inventory. d. The bullwhip effect argues that it is better to stock out than to hold inventory. e. All of the above f. c and d only

B

Your company is evaluating four locations in South America for its new manufacturing center. The ratings for each location are provided below using a rating system of 1 (least desirable) to 100 (most desirable) to evaluate each factor. Factor Weight Rating Scale (1-100) Brazil Chile Paraguay Bolivia Market Size 0.25 95 60 50 35 Future demand 0.25 90 70 50 35 Incentives 0.20 80 80 70 60 Per capita income 0.15 70 80 40 40 Political risk 0.05 70 90 70 70 Exchange rate 0.05 80 80 40 40 Labor climate 0.05 90 70 70 75 Using only the results of a multi-criteria analysis, which location should you recommend? Paraguay Brazil and Bolivia Bolivia Chile Brazil

Brazil

Because services can't be shipped, you lose decision-making flexibility. ___________________ and _____________________ are everything. a. Location; Location b. Location; Interaction c. Location; Timing d. Interaction; Timing e. Interaction; Tangibility f. Tangibility; Timing

C

_______________ processes influence how you deal with information; ________________ processes influence how you react to experiences. Affective; Cognitive Cognitive; Affective Affective; Conative Cognitive; Conative Conative; Affective

Cognitive; Affective

With respect to control chart logic, controls limits based on the level of confidence you want to have the process perform at is called? Target Variability Confidence Quality None of the above

Confidence

The lack of total costing negatively influences investments needed to improve service levels, _______________, and lifetime stream of profits. Customer Satisfaction Accounting Performance Relevant Costs Short-term Organizational Performance Functional Efficiencies

Customer Satisfaction

Which of the following customer-service strategies focuses on meeting industry standards in key operational areas like product quality, productivity, product availability, on-time delivery, and service reliability? Customer Loyalty Strategy Customer Satisfaction Strategy Customer Success Strategy Customer Service Strategy Customer Delight Strategy

Customer Service Strategy

Which of the following primary technology systems is needed to make sense of data by making hidden relationships visible? Data Capture Big Data Cloud Analytics Data Analytics Data Display Data Storage

Data Display

Focusing on the loyalty curve, what are the three outcomes that can result from a customer experience? Defection, Satisfaction, and Delight Outrage, Satisfaction, and Delight Delight, Outrage, and Pain Outrage, Parity, and Delight Delight, Dissatisfaction, and Defection

Defection, Satisfaction, and Delight

Which of the following is not a key benefit of a measurement strategy that is based on the use of balanced scorecards? Communicates top management's vision Links behavior to strategy Drives a fundamental focus on financial performance Promotes future capability development Imposes discipline None of the above; i.e., they are key benefits

Drives a fundamental focus on financial performance

Which "Quality of Product" dimension would you be assessing when asking the question, "How long will the product perform or last, and under what conditions?" Reliability Serviceability Performance Durability Conformance

Durability

Which of the following describes possession utility? Efforts to communicate (i.e., promote) a product's value and then facilitate the exchange process. Acquiring inputs and transforming them into products or services of greater customer value. Effectively managing all value-added processes that influence when a product is available for purchase. Assuring that products and services are where customers expect to find them—when they are needed. All of the above

Efforts to communicate (i.e., promote) a product's value and then facilitate the exchange process.

Which of the following approaches to gathering information about customers provides the best insight into how customers really use a product? Surveys In-depth Interviews Expert Panels Focus Groups Ethnographic Studies

Ethnographic Studies

Aggressive benchmarking will enable you to become the best-in-class company on the practice/process you are benchmarking. TrueFalse

False

Although service industries account for about 80% of jobs in the U.S. economy, they only represent about 40% of the U.S. GDP. TrueFalse

False

As a rule of thumb, a Cpk of less than 1.5 indicates that your process can meet your desired quality levels. TrueFalse

False

Which of the following activities play a key, but interconnected role in the value chain? a. Operations b. Logistics c. Marketing d. Finance e. Human Resources f. All of the above g. a, b, and c only

F

Which of the following hobbies illustrates a transformation process? a. Art b. Cooking c. Do-it-yourself projects d. Mountain biking e. All of the above f. a, b, and c Only

F

Why should you care about needing to learn how to effectively manage services? a. Services are a small part of the economy b. Services are very different from manufacturing operations. c. Services productivity growth and innovation are critical to future prosperity. d. Services are overrated, but they are still important. e. All of the above f. b & c only

F

According to Scott Adams, creator of the Dilbert comic strip, "Employees are our most valuable asset" is the great management truth. TrueFalse

False

According to the courseware, an ugly aspect of the "flattening" of the global economic playing field is that companies can access sources of innovation and cost reduction around the globe. TrueFalse

False

According to the courseware, the main strategic driver for global operations is market access. TrueFalse

False

The Ishikawa cause-and-effect diagram is also known as the Ishi's quality diagram Fishbone diagram Pareto diagram Push back diagram None of the above

Fishbone diagram

By calculating ________________, you gain insight into the quality of your data and method. Cycle times Joint cost Forecast error Lead times, time sensitive None of the above

Forecast error

Total costing is hard because relevant costs can arise in _________________ or at other ________________. Functions; Domains Functions; Times Accounts; Functions Functions; Locations Resources; Functions

Functions; Times

Which of the following is not a fundamental question you should ask as you design your company's balanced scorecard? How can we maximize share price? What are our goals? What skills do we need? What metrics do we need? None of the above; i.e., they are all fundamental questions

How can we maximize share price?

By investing in prevention and appraisal costs, your real goas is what? Approved suppliers for doing business Understand and computerize the human thought process Identify and eliminate the causes of problems before they occur Refer to the lowest level of division for a process or a product None of the above

Identify and eliminate the causes of problems before they occur

Too often, companies sacrifice __________ measurement on the altar of __________ measurement. Insightful; Elegant Insightful; Easy Thoughtful; Esoteric Easy; Elegant Easy; Insistent

Insightful; Easy

Which of the following is not a critical design decision? Product Design Process Design Facility Layout Facility Location Inventory Management None of the above; i.e., they are all critical design decisions

Inventory Management

When measuring forecast error, which forecasting error expresses the forecast error as a percentage from the mean? ME MSE MAD MAPE

MAPE

When it comes to achieving corporate goals, which of the following is more important than measurement? Setting the right strategy Hiring the right people Providing the right training All of the above None of the above

None of the above

Which of the following is not a functional area that should be included in a well-designed rotation program designed to cultivate the cross-experienced supply chain manager? Assembly line Production control Logistics Purchasing Finance None of the above; that is, they should all be included

None of the above; that is, they should all be included

_______________ and _______________ are primarily responsible for creating form utility. Purchasing; Marketing Marketing; Research & Development Operations; Human Resources Research & Development; Finance Operations; Purchasing Finance; Operations

Operations; Purchasing

Which of the following is not an objective of proactive scanning? Promote an adaptable, forward-looking mind-set among managers and employees. Help managers understand the company's strengths and weaknesses. Paint a picture of the future 20+ years into the future. Detect important cultural, economic, legal, political, and technological events and trends. Identify and define potential opportunities and threats.

Paint a picture of the future 20+ years into the future.

Which of the following tools would you use to identify the most-likely cause of a quality problem? Brainstorming session Pareto chart A fishbone diagram PDCA analysis Ishikawa cause-and-effect diagram

Pareto chart

Which of the following helps you make priorities visible by showing the frequency at which each cause occurs? PDCA Fishbone diagram Pareto diagram Ishikawa cause-and-effect diagram None of the above

Pareto diagram

What are the two primary types of scanning? Passive & Progressive Active & Proactive Passive & Proactive Legitimate & Symbolic Lame & Meaningful

Passive & Proactive

Which of the following represents the dark side of modern data analytics and the trend toward customer profiling? Predictive analytics reveals causality. Past buying behavior does not always predict future behavior. Although huge amounts of data can be collected, the tools for analyzing data are still rather unsophisticated. People never believe the data and the stories they tell. All of the above

Past buying behavior does not always predict future behavior.

By asking "what if" questions when using the multi-criteria tool, you are doing what? Transforming the qualitative criteria into quantitative Performing the all-important sensitivity analysis Creating the ratings for the various locations Modeling the scoring system for the locations None of the above

Performing the all-important sensitivity analysis

What are the four stems to E. Edward Deming's four-step continuous improvement processes? Stop, Review, Regroup, Start Review, Plan, Find, Repeat Plan, Do, Check, Act Check, Repeat, Reassess, Act None of the above

Plan, Do, Check, Act

As you look at a supply chain map, you can be confident you are looking at a winning supply chain if it depicts the right ______________ and the right _________________. Players; Price Players; Relationships Products; Price Players; Products Price; Promotion

Players;Relationships

The total-cost-of quality framework breaks out quality costs into which four categories Internal failure costs, appraisal costs, preventions costs, accreditation costs Prevention costs, appraisal costs, Internal failure costs, external failure costs Appraisal costs, external failure costs, accreditation costs, aggregate costs Accreditation costs, routing costs, external failure costs None of the above

Prevention costs, appraisal costs, Internal failure costs, external failure costs

Which of the following is not one of the core value dimensions? Cost Agility Process Improvement Quality Delivery Innovation None of the above; that is, they are all core value propositions.

Process Improvement

Which "Quality of Product" dimension would you be assessing when asking the question, "Is the product relatively easy to maintain and repair?" Serviceability Durability Conformance Reliability Performance

Serviceability

The balanced scorecard was developed to help companies avoid the counterproductive decisions that emerged from too much emphasis on ______________ and ______________ measures. Long-term; Financially Oriented Financially; Functionally Oriented Static; Change-oriented Short-term; Financially Oriented Change-oriented; Functionally Oriented

Short-term; Financially Oriented

When the cost of excess inventory or stockouts is low, you can probably use a ____________ forecasting method. Simple Complex Long Sophisticated None of the above

Simple

Your company wants to take advantage of the growing Asian market and plans to build a manufacturing facility in the southeast region to support the expansion. Management identified a set of critical factors to evaluate the prospective location, as shown in the table below; they used a rating system of 1 (least desirable) to 100 (most desirable) to evaluate each factor. Factor Weight Rating Scale (1-100) Taiwan Thailand Singapore Vietnam Technology 0.15 85 95 40 30 Level of Education 0.15 85 20 95 20 Economic aspects 0.20 70 65 75 55 Social aspects 0.10 85 50 85 50 Political risk 0.40 30 70 70 60 Using only the results of a multi-criteria analysis, which location should you recommend? Taiwan Taiwan or Thailand Vietnam Thailand Singapore

Singapore

With respect to control chart logic, processes that are designed to produce to a specific quality number is called? Target Variability Confidence Quality None of the above

Target

Which of the following is not one of the characteristics of an indispensable supply chain manager? Cross functionalist Choreographer Catalyst Coach Topper

Topper

Which of the following companies invented the lean six sigma paradigm shift? Ford Sony General Electric Samsung Toyota

Toyota

A bad scorecard is worse than no scorecard. TrueFalse

True

A first action in site analysis is understanding the geography of supply and demand. TrueFalse

True

A successful supply chain leader achieves key goals through the people you work with. TrueFalse

True

ABC classification relies on the Pareto principle. The Pareto principle observes that 80% of your customers drive 20% of the benefits. TrueFalse

True

Agility enables companies to deal with the risk inherent in lean, global operations. TrueFalse

True

Almost every decision you make in business is based on a forecast. TrueFalse

True

An open systems view reiterates that companies operate in a dynamic, ever-changing environment, requiring managers to constantly adapt in order to remain competitive. True/False

True

As an operations manager, your job is to create customer value. TrueFalse

True

At companies that value proactive scanning, scanning is part of everyone's job. TrueFalse

True

Control decisions are the day-to-day decisions that define how you make things. TrueFalse

True

Cross training only works when you 1) give workers the chance to make real decisions that make an impact and 2) reward them for the value they create. TrueFalse

True

Customers should really be at the center of your decision-making world because they are the only entity that puts money into a supply chain. TrueFalse

True

Effective measurement helps managers make better decisions by helping them understand how processes work. True/false

True

Empowerment programs/strategies can work in almost any industry, improving worker engagement and learning. TrueFalse

True

Even a bad scorecard is better than traditional measurement. TrueFalse

True

Higher coordination of production activities globally can create economies of scale. TrueFalse

True

If your demand shifts are temporary and non-representative, you should place minimal weight on your previous period's actual demand. TrueFalse

True

In the process capability ratio, if the upper and lower specification limits are greater than the process variability, you can be pretty confident that the process can achieve your desired quality level. TrueFalse

True

Locating operations in global regions with lower cost factors is not always beneficial for a company. TrueFalse

True

Multi-criteria analysis can be a very effective tool to evaluate potential facility locations. TrueFalse

True

Non-competitive benchmarking focuses on benchmarking practices/process that are not essential to your firm's competitive success. TrueFalse

True

People mold their expectations and behavior to measures; therefore, you need to measure the right things.. TrueFalse

True

Quality has more influence on a company than any other value-added dimensions. TrueFalse

True

Supply chain management involves working closely with key suppliers (and customers) to co-create customer value. TrueFalse

True

With respect to control chart logic, processes performed include some variation is called? Target Variability Confidence Quality None of the above

Variability

Six Sigma is built on which very critical fact? Mannerisms are inherent in human acts during the purchasing process Capacity should be understood and defined for each level in the organization It takes time for cash to flow back into the company after it has been spent Variability in a process produces defects, errors, and waste None of the above

Variability in a process produces defects, errors, and waste

What does a process capability analysis allow you to do? Meets adjustments to change or switchover the type of products produced on a manufacturing line Verify that your process is capable of performing at your desired quality level Help make the decision for which carrier to use for a service route Allows you to visualize the status of inventory in the supply chain from some point upstream None of the above

Verify that your process is capable of performing at your desired quality level

Which quality guru is responsible for the four step—Plan, Do, Check, Act (PDCA)—cycle that is used by almost every global manufacturer today? Joseph M. Juran Armand V. Feigenbaum Shigeo Shingo W. Edward Deming None of the above

W. Edward Deming

What is guardbanding? Capturing mutual agreements on the work activity deliverables When engineers set product specifications tighter than they need to be Keeping the workplace clean and neat by making cleaning a daily activity A practice that uses point-of-sale scanner data to manage payment, promotion and replenishment None of the above

When engineers set product specifications tighter than they need to be

Which of the following is the missing phrase in this extended measurement mantra: "If you can't measure it, _________________________, therefore, you can't manage it." You don't understand it You are in a world of hurt You're only guessing You will lose sleep at night

You don't understand it

Under what circumstances would you use process capability analysis? You want to improve the performance process You need to find out what is causing poor quality You want to verify that the process is capable of consistently producing good outputs You don't know what you are doing All of the above

You want to verify that the process is capable of consistently producing good outputs

A control chart that measures attributes measures what? a. Characteristic that has a discrete value and can be counted b. Characteristics that can be measured on a continuum of value like weight and volume c. Characteristics that are soft and pliable d. Characteristics that can be controlled e. All of the above f. Only a and c

a

Which of the following companies made the advertising tagline, "Everyday low price," famous? A&P Compaq Computer Pan-AM Intel Circuit City

a&P

Which of the following is a consideration in network design decision-making? what a company will make and what it will source configuration and coordination specific site location all of the above none of the above

all of the above

Business forecasting is the process of using _____________, _____________, ____________, and experience to make predictions and respond to various business needs. a. Insights, definitions, capacity b. Analytics, data, insights c. Definitions, purchase orders, data d. Capacity, purchase orders, data e. None of the above

b

How is the statistical concept of six sigma used? a. Consistently meets established quality, cost, delivery, financial and cost objectives b. Uses tools to help you identify which type of variation is present in your processes as well as how to address that variation to improve your process c. Meets adjustments to change or switchover the type of products produced on a manufacturing line d. Partners between distribution channel members that changes the traditional replenishment process from distribution-generated purchase orders e. All of the above f. Both b and d

b

The answer to the question, "Does strategic intent translate into results?" is ___________. a. Yes b. No, not very often c. Absolutely d. Most of the time e. Only on Wednesday

b

Which of the following is true regarding productivity measurement? a. It's easy b. It involves assessing tradeoffs c. Nobody does it any more d. It leads to greater efficiency and more satisfied customers e. It drives ROI up

b

A forecast error is a. A computer term which describes activities performed using computer systems. b. A retail category management technique which identifies merchandise budgeted for purchase during a certain time period that has not yet been ordered. c. The difference between what you predict and what actually happens. d. A metric defined as % of orders received on time by the company from its suppliers, or delivered on time to the company's customers. e. Both B & C

c

Which of the following is NOT a reason to sell abroad? a. to expand the company's potential market b. to diversify the company's customer base c. to safeguard the company's dependence on the domestic economy d. a and b only e. a, b, and c

c

The location that minimizes the weighted distance or cost between a facility and the market is the... weighted score for the location center of gravity the grid pattern the sensitivity none of the above

center of gravity

Boeing exchanges information among its globally distributed R&D centers. This exemplifies a/an... uncoordinated global supply network coordinated global supply network concentrated global supply network configuration dispersed global supply network configuration none of the above

coordinated global supply network

Your company decides to locate an R&D center in Campo Grande, Brazil; a Design Center in Cupertino, California; and an assembly plant in Xi'an, Shaanxi. This is a(n) _________ decision. integration coordination configuration autonomy none of the above

coordination

By changing the manufacturing environment it is possible to achieve higher levels of performance across all value dimensions. Which of the following is a critical aspect of improving the environment? a. Increase process visibility b. Better share information c. Build a flexible workforce d. All of the above e. a and c only

d

Having good data is critical to building accurate forecasts. But, data availability isn't sufficient. You need to choose the right _______________ to make the most of your data. a. Logistics b. Materials planning c. Measure d. Forecasting technique e. None of the above

d

To achieve quality at the source, you need to focus on which of the following? a. Prevention b. Personal responsibility c. Standardization d. All of the above e. Only b and c

d

Which of the following are general drivers for global operations? a. market access b. resource access c. vertical integration d. both a and b e. none of the above

d

Which of the following are issues that make services challenging to manage effectively? a. Services can't be shipped b. Services can't be inventoried c. Services delivery is hard to control d. All of the above e. a and b only f. a and c only

d

Which of the following is a documented benefit of S&OP? a. Reduced safety stock b. Improved on-time delivery c. Increased sales revenue d. All of the above e. Only a and c

d

If you are using a simple-moving average and you want your forecast to ignore occasional noise in the data, which of the following is true? a. You want a stable forecast b. You want a responsible forecast c. You use more periods of data d. You use fewer periods of data e. Only a and c f. Only b and d

e

S&OP is used to bring the customer-facing and supply-facing sides of your company together to get everyone to agree to which of the following? a. The nature of the business environment b. A single forecast c. How to increase the profit margin d. All of the above e. Only a and b

e

What is the goal of the multi-criteria analysis? a. Consider likely alternatives quickly and efficiently b. Make yourself vulnerable c. Make your decision robust d. All of the above e. Only a and c

e

Which of the following accurately depict elements of a proactive scanning process? a. Look everywhere—both inside and outside the firm. b. Use a variety of tools—both formal and informal. c. Synthesize insights by looking for common themes and trends d. Communicate persuasively by creating a sticky message. e. All of the above f. a, b, and c only

e

Which of the following are intangible benefits of collaborative planning? a. Quicker implementation of new ideas b. Less time for strategic planning c. More trust d. All of the above e. Only a and c

e

Which of the following are reasons to set up global operations? a. unique resources b. closeness to the most important markets c. new sources of revenue d. a and c only e. a, b, and c

e

Which of the following are steps in ABC classification? a. Classify companies by sales b. Define line responsibility for each customer c. Modify classifications based on strategic issues d. Restructure companies based on size e. a and c only

e

Which of the following is a cost associated with overstock situations? a. Opportunity costs b. Holding costs c. Markdown costs d. Disposal costs e. All of the above f. Only a, b, and c

e

Which of the following is a definition of Quality? a. Conformance to specifications b. Whether or not a product or service lives up to customer expectations c. The act of making a group or individual responsible for certain activities or outcomes d. All of the above e. Only a and b

e

Which of the following is a strategy companies use to reduce manufacturing costs? a. Process Improvement b. Automation c. Offshoring d. Outsourcing e. All of the above f. b, c, and d only

e

If your product is relatively new and your data is limited, your best option is to... a. Look at sales history of a similar product b. Use qualitative data c. Make up a forecast d. Do a milk run e. All of the above f. Either A or B

f

Statistical process control charts measure what? a. Variables b. Attributes c. Rates d. Quality e. All of the above f. Only a and b

f

What are some of the biggest challenges to effective order management? a. Complexity b. Ownership c. Uncertainty d. Flexibility e. All of the above f. Only a, b, and c

f

What are your viable options when a key customer does not value your distinctive competencies? a. Persuade the customer to think differently—i.e., to value your competencies. b. Abandon the customer and dedicate resources to other customers. c. Milk the relationship for a lifetime stream of revenues. d. Figure out what the customer really values. e. All of the above f. a and b only g. b and c only

f

Which of the following are elements of an empowerment culture? a. Communicate the right expectations b. Measure the right things c. Reward the right behavior d. Support with the right resources e. Give employees the right opportunity f. All of the above g. A, B, C, & E only

f

Which of the following are examples of acquisition and utilization touch points, respectively? a. Choosing a brand of shampoo; Washing your hair with the shampoo b. Researching a new car; Driving the car to school c. Showrooming; Webrooming d. Eating dinner at a fine restaurant; Looking for a place to eat on Yelp e. All of the above f. a and b only g. c and d only

f

Which of the following are important sources of ideas for KPIs that you should include as part of your balanced scorecard? a. Environmental Scans b. Industry Standards c. Customer Feedback d. Best-in-class Benchmarks e. All of the above f. B, C, & D only

f

Which of the following are potential sources of variation in the Ishikawa cause-and-effect diagram? a. Materials b. Measurements c. Environment d. Prices e. All of the above f. Only a, b, and c

f

Which of the following characterizes a goal-setting culture? a. Innovation and change happen without coercion. b. Change is viewed as a threat to job security. c. Personal autonomy is restricted. d. Passion emerges and people achieve higher levels of personal growth e. All of the above f. a and d only

f

Which of the following is a factor that influenced the evolution of operations management? a. The industrial revolution b. The emergence of a consumer society c. Economic globalization d. eCommerce e. Sustainability f. All of the above g. c, d, and e only

f

Which of the following is a type of team you are likely to encounter in today's supply chain decision-making environment? a. Advisory Councils b. Commodity Team c. Customer Relationship Management Team d. Problem-solving Team e. Supplier Development Team f. All of the above g. a, b, d, and e only

f

Which of the following measurement mantras focuses on what you should measure? a. Measure twice; cut once b. What gets measured gets done c. If you can't measure it, you can't manage it d. All of the above e. a and c only f. b and c only

f

Focusing on the 3M fish story, which of the following are benefits of empowerment? a. Empowerment increases employee turnover. b. Empowerment is an essential element of the learning organization. c. Empowerment can lead to innovation and better new products. d. Empowerment helps increase managerial control over value-added processes. e. All of the above f. a and d only g. b and c only

g

Which of the following accurately describe a supply chain map? a. To read a supply chain map, you start with the focal firm. b. Suppliers are mapped on the left side of the focal firm. c. Customers are depicted on the right side of the focal firm. d. Suppliers and customers are organized in columns called tiers. e. Demand information flows from left to right. f. All of the above g. a, b, c, and d only

g

Which of the following are the two characteristics that distinguish service operations? a. Customer contact b. Inevitability c. Tangibility d. Capital intensity e. a & b f. b & d g. a & c

g

Which of the following are ways to manage the fact that services are perishable—i.e., they cannot be inventoried? a. Automate your existing warehouses b. Buy a bigger warehouse c. Build capacity for peak demand and live with excess capacity during off-peak demand d. Build capacity for average demand and be willing to lose sales when demand is higher e. Try to influence consumer behavior to match demand to supply—e.g., discounts for non-peak times. f. All of the above g. c, d, and e only

g

Which of the following are ways to manage the fact that services are perishable—i.e., they cannot be inventoried? a. Buy a bigger warehouse b. Build capacity for peak demand and live with excess capacity during off-peak demand c. Automate your existing warehouses d. Build capacity for average demand and be willing to lose sales when demand is higher e. Try to influence consumer behavior to match demand to supply—e.g., discounts for non-peak times. f. All of the above g. b, d, and e only

g

Which of the following initiatives represents a true customer-success strategy? a. At the customer, for the customer b. New ways of working together c. Six sigma at the customer d. The customer-driven kaizen burst e. Value-stream mapping f. All of the above g. Both a and c

g

Which of the following is a primary technology system employed in customer relationship management suites? a. Enterprise Resource Planning b. Data Capture c. Data Storage d. Inventory Management System e. All of the above f. a and d only g. b and c only

g

Which of the following is an important mantra that helps explain why effective measurement is so important to supply chain management? a. What gets measured gets done b. Measure thrice cut twice c. If you can't measure it, you can't manage it d. Time tells e. All of the above f. A, B, & C only g. A & C only

g

Which of the following is not one of the steps in W. Edward Deming's PDCA cycle? a. Plan b. Procrastinate c. Do d. Check e. Calculate f. Act g. Both b and e

g

Which of the following is one of the fundamental steps in resource orchestration? a. Scan the environment b. Select team members c. Assign team roles d. Identify free agents e. All of the above f. a and d only g. b and c only

g

Which of the following tools are bricks-and-mortar stores commonly using to improve data capture and customer profiling? a. RFID b. Loyalty Cards c. Cookies d. Security Cameras e. Self-scan Technology (e.g., Scan & Go) f. All of the above g. b and e only

g

Which of the following practices/techniques helps to eliminate poorly designed jobs that alienate workers, reduce productivity, and stifle learning? a. Job Magnification b. Job Enrichment c. Job Attribution d. Job Enlargement e. Employee Involvement f. All of the above g. a, b, and c only h. b, d, and e only

h

In the process capability ratio, the farther off center the process is operating, the more likely it is to produce unacceptable parts. This adjustment is represented by which symbol? µ λ k P None of the above

k

In terms of configuration, if you are mainly concerned with scale economies... locate in fewer places locate larger facilities in fewer places locate close to partners locate close to resources

locate larger facilities in fewer places

GM's global plants typically operate with certain autonomy from each other, because________. the operations activities are highly concentrated the operations activities are very dispersed the operations activities are tightly linked together the operations activities are very coordinated none of the above

none of the above

In order for a company to win the "first moment of truth" it needs to have the right _______ at the right _______ at the right _______ at the lowest possible _______. niche, market, time, fare product, place, time, cost product, location, view, risk niche, place, time, cost None of the above

product, place, time, cost

Since we know our forecast is going to be __________, we _______________. good, should forecast less frequently wrong, shouldn't forecast at all. time consuming, should forecast less frequently wrong, should frequently update it with the most current information

wrong, should frequently update it with the most current information

A control chart that is constructed using a mean is called a/an... x̄ chart R-chart p-chart s-chart None of the above

x̄ chart

Once you have calculated the coordinates for a new facility... you can set the facility on those coordinates none of the above this is the final step of your analysis you must consider additional factors before making a decision both a and c

you must consider additional factors before making a decision