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estion : (TCO 4) Susan has a part-time “cottage industry” producing seasonal plywood yard ornaments for resale at local craft fairs and bazaars. She currently works a total of 5 hours per day to produce 10 ornaments. She thinks that by redesigning the ornaments and switching from use of wood glue to a hot glue gun, she can increase her total production to 25 ornaments per day. What is her new productivity?Student Answer: 2 ornaments per hour3 ornaments per hour4 ornaments per hour5 ornaments per hourInstructor Explanation: 25 ornaments/5 hours = 5 ornaments/hour (Formula 1.1, Chapter 1, pages 20 and 21, Solved Problems)Points Received: 3 of 3Comments:Question 4. Question : (TCO 4) The Dulac Box plant produces 500 cypress packing boxes in two 8-hour shifts. The use of new technology has enabled them to increase productivity by 50%. Productivity is now approximately _____.Student Answer: 32.55 boxes per hour40.6 boxes per hour46.875 boxes per hour81.25 boxes per hour300 boxes per hourInstructor Explanation: 500 crates x 150% = 500 x 1.50 = 750 crates/16 hours; 750 crates/16 = 46.875 crates/hour (Formula 1.1, Chapter 1, pages 20 and 21, Solved Problems)Points Received: 3 of 3Comments:Question 5. Question : (TCO 2) A mission is _____.Student Answer: the purpose or rational for an organization’s existencea broad statement of strategiesa simulation used to test various product line optionsa plan for cost reductionan action plan to achieve the missionInstructor Explanation: Chapter 2Points Received: 3 of 3Comments:Question 6. Question : (TCO 2) The impact of a firm’s strategies to achieve their mission is which of the following?Student Answer: They exploit opportunities and strengths.They operate on medium-range tactics.They are not long range.They neutralize threats and avoid weaknesses.They both exploit opportunities and strengths, and they neutralize threats and avoid weaknesses.Instructor Explanation: Chapter 2: They exploit opportunities and strengths and neutralize threats and avoid weaknesses (SWOT).Points Received: 3 of 3Comments:Question 7. Question : (TCO 2) Which of the following are the three areas that are significant in improving productivity?Points Received: 3 of 3Comments:Question 8. Question : (TCO 1) Which one the following is not a reason why productivity is difficult to improve in the service sector?Student Answer: Labor intensiveFocuses on individual attributesOften an intellectual taskEasy to mechanize and automateDifficult to evaluate for qualityInstructor Explanation: Chapter 1Points Received: 3 of 3Comments:Question 9. Question : (TCO 1) What are the five elements in the management process?Student Answer: Plan, direct, organize, pricing, and superviseAccounting/finance, marketing, operations, and managementOrganize, plan, implement, staff, and leadAll of the aboveNone of the aboveInstructor Explanation: Chapter 1: Plan, Organize, Staff, Lead, and ControlPoints Received: 0 of 3Comments:Question 10. Question : (TCO 2) Which of the following are the competing forces in Porter’s five forces model?Student Answer: RivalsPotential entrantsCustomers and suppliersSubstitute productsAll of the aboveInstructor Explanation: Chapter 2, page 42Points Received:1. Question : (TCO 1) What are four reasons why organizations need to study OM?Student Answer: The four reasons why organizations need to study OM are: – To know how OM activities work since it is one of the major functions of an organization – To know how goods and services are produced – To understand how operation managers work since their activities affect other business functions in a organization – To improve the profitability of OM since a larger portion of an organization’s revenue is spent in OM References: Render, J. H. a. B. Operations Management (10th ed). Pearson Learning Solutions. Retrieved from http://devry.vitalsource.com/books/9781256081487/id/ch1tab1Instructor Explanation: 1. To study how people organize themselves for productive enterprise2. To know how goods and services are provided3. To understand what operations managers do4. Because it is such a costly part of an organization5.Points Received: 3 of 6Comments: Your response omits two of the four reasons listed in the text. Please review pg 6 in the text.Question 2. Question : (TCO 1) Services are often produced and consumed simultaneously. Provide two examples, and explain why they are produced and consumed simultaneously.Student Answer: Firstly, a hairdresser produces a haircut that is “consumed” simultaneously. The hairdresser cannot produce the haircut before the customer comes to the hair salon. It is not possible for the hairdresser to produce the haircut beforehand and store it as an inventory good, like shampoo. The haircut can only be “consumed” at the moment it is produced. A dentist produces a teeth checkup and performs the necessary teeth procedures (dental drilling, cleaning); all of these are “consumed” when they are produced simultaneously. The drilled and cleaned teeth cannot be stored as inventory.Instructor Explanation: (Chapter 1) Answers will vary, but the textbook provided: because there is not any stored inventory (e.g., haircuts or appendectomies).Points Received: 6 of 6Comments:Question 3. Question : (TCO 2) Define mission and strategy. Describe how a firm’s mission and strategy differ.Student Answer: Mission can be defined as the purpose that an organization exist. Strategy can be defined as the ways that an organization use to achieve its missions and goals. While a firm’s mission is all about why the firm exists, the firm’s strategy is the action plan to achieve the purpose of the firm. A firm must always state its mission first before it can implement the right strategy. References Render, J. H. a. B. Operations Management (10th ed). Pearson Learning Solutions. Retrieved from http://devry.vitalsource.com/books/9781256081487/id/pg34Instructor Explanation: (Chapter 2) A mission is an organization’s purpose; a strategy is an organization’s action plan. Mission specifies where the organization is going, and a strategy specifies how it is going to get there.Points Received: 6 of 6Comments:Question 4. Question : (TCO 2) How can global operations provide better goods and services?Student Answer: Global operations can provide better goods and services by: – Customizing products and services to meet unique cultural needs in foreign markets – Providing quick and adequate service by locating facilities in foreign countries References: Render, J. H. a. B. Operations Management (10th ed). Pearson Learning Solutions. Retrieved from http://devry.vitalsource.com/books/9781256081487/id/pg32Instructor Explanation: (Chapter 1) To assist organizations in understanding the differences in culture and of the way business is handled in different countries. Improved understanding as the result of a local presence permits firms to customize products and services to meet unique cultural needs in foreign markets.Points Received: 6 of 6Comments:Question 5. Question : (TCO 2) The text provides three strategic approaches for achieving competitive advantage. Provide an example of each not provided in the text. Support your choices.Student Answer: Differentiation Apple Inc. uses the differentiation approach – it is the only company that integrates both hardware and software for its devices (Mac, iPod, iPhone, iPad etc). By having a full control over hardware and software of its products, Apple Inc. reduces the problems that often occur between the integration of different hardware and software. As a result, Apple users experience a smooth and flawless use on the devices. Cost leadership Walmart uses the cost leadership strategy – a customer that walks into Walmart will notice that the prices offered in Walmart is always lower than those of other stores. Walmart knows that its customers demand low prices so Walmart works very hard to bring down the prices of its products. Walmart could keep its prices at the lowest possible by managing its supply chain, operations and distribution chain and buying in bulk at a low price from suppliers. Response Domino’s Pizza’s success is based on its response strategy. Whenever a customer makes a call to order a pizza, the pizza will be made and delivered to the customer within 15 minutes or a complimentary pizza will be given. The layout of the Domino’s Pizza shop is organized properly as to increase the efficiency of the pizza makers. All the pizza ingredients are placed in their own containers, separated from one another to keep the pizza making process easy, simple and fast.Instructor Explanation: (Chapter 2) The methods are cost leadership (e.g., Walmart), differentiation (e.g., Hard Rock Cafe), and response (e.g., FedEx). The student answers will vary based on the example they choose.(TCO 5) What is the forecast for May, based on a weighted moving average applied to the following past-demand data and using the weights 4, 3, and 2 (largest weight is for most recent data)?Nov. Dec. Jan. Feb. Mar. Apr.37 36 40 42 47 41Student Answer: 42.533.640.344.143.22Instructor Explanation: W/M/A = [(4 x 41) + (3 x 47) + (2 x 42)]/9 = [164 + 141 + 84]/9 = 389/9 = 43.22 (See Formula 4-2 & example that follows, Chapter 4, pages 137-139)Points Received: 0 of 3Comments:Question 2. Question : (TCO 5) In May, the actual product demand was 195 units. For this month, 200 units had been forecasted. Using exponential smoothing with an alpha of 0.3, determine the June forecast.Student Answer: 185192196198.5Instructor Explanation: E/M = 200 + [0.3(195 200)] = 200+ [0.3 (195 – 200)] = 200+ (-1.5) = 198.5(See Formula 4-3 & example that follows, Chapter 4, pages 137-139)Points Received: 3 of 3Comments:Question 3. Question : (TCO 5) What is the approximate forecast for May using a 4-month moving average?Nov. Dec. Jan. Feb. Mar. Apr.39 36 40 46 50 46Student Answer: 32444845.5Instructor Explanation: M/A (40 + 46 + 50 + 46)/4 = 45.5 (See Formula 4-1 & example that follows, Chapter 4, pages 137-139)Points Received: 0 of 3Comments:Question 4. Question : (TCO 7) Which of the following helps operations managers focus on the trivial few and the critical many?Student Answer: Value analysisValue engineeringFinancial analysisProduct-by-value analysisNone of the aboveInstructor Explanation: Chapter 5, page 156Points Received: 0 of 3Comments:Question 5. Question : (TCO 7) A product’s life cycle is divided into four stages, which are _____.Student Answer: maturity, decline, introduction, and growthintroduction, growth, stability, and declineintroduction, maturity, saturation, and declineintroduction, growth, maturity, and decideNone of the aboveInstructor Explanation: Figure 5.1, Chapter 5, page 156Points Received: 3 of 3Comments:Question 6. Question : (TCO 7) A forecast with a time horizon of less than three months is typically called a _____.Student Answer: long-range forecastmedium-range forecastshort-range forecastweather forecaststrategic forecastInstructor Explanation: Chapter 3, page 104Points Received: 3 of 3Comments:Question 7. Question : (TCO 7) A product’s life cycle is divided into four stages, which are _____.Student Answer: introduction, growth, decline, and maturityintroduction, growth, stability, and declineintroduction, maturity, saturation, and declineintroduction, growth, immaturity, and declineNone of the aboveInstructor Explanation: Figure 5.1, Chapter 5, page 156Points Received: 3 of 3Comments:Question 8. Question : (TCO 7) Which of the following helps to keep production running when small variations in production or assembly occur?Student Answer: Modular designValue engineeringValue analysisRobust designPLMInstructor Explanation: Chapter 5, page 163Points Received: 3 of 3Comments:Question 9. Question : (TCO 5) Which of the following uses three types of participants: decision makers, staff personnel, and respondents?Student Answer: Executive opinionsSales force compositeDelphi methodConsumer surveysTime series analysisInstructor Explanation: Chapter 4, page 107Points Received: 3 of 3Comments:Question 10. Question : (TCO 6) Which of the following typically shows instructions to make a given quantity of a particular item?Student Answer: Engineering drawingRoute sheetBill of materialWork orderInstructor Explanation: Chapter 5, page 172Points Received: 3 of 3Comments:Page: 1 2* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)(TCO 7) Provide four examples of service design that can reduce costs and enhance the product.Points Received: 1 of 6Comments: I think you were confused by the wording of this question. Please see my suggested response as well as pg 174-175 in the text.Question 2. Question : (TCO 7) Explain what is meant by robust design. Please provide an example.Question 3. Question : (TCO 5) What are the five quantitative forecasting models?6.Points Received: 4 of 6Comments: Your response includes forecasting models that are beyond the scope of this course. Please see the bottom of page 107 for the forecasting models we discussed this week.Question 4. Question : (TCO 5) Describe the three forecasting time horizons and identify the benefits of using each.Question 5. Question : (TCO 6) What is a make-or-buy decision and why is it so important?Page: 1 2* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)(TCO 3) Customer dissatisfaction, rework, and warranty costs are cost associated with the _____.Student Answer: quality loss function (QLF)Pareto chartcost of qualityprocess chartInstructor Explanation: Chapter 6, page 192Points Received: 2 of 2Comments:Question 2. Question : (TCO 3) The cost of quality (COQ) is associated with _____.Student Answer: training costsinspection costsscrap and rework costswarranty and service costsAll of the aboveInstructor Explanation: Chapter 6, page 192Points Received: 0 of 2Comments:Question 3. Question : (TCO 3) “Quality lies in the eyes of the beholder” is _____.Student Answer: the definition proposed by the American Society for Quality Controla process-based definition of qualitya manufacturing-based definition of qualitya product-based definition of qualityNone of the aboveInstructor Explanation: (Chapter 6, page 192) “Quality lies in the eyes of the beholder” is user-based.Points Received: 0 of 2Comments:Question 4. Question : (TCO 3) A hospital is an example of a _____.Student Answer: repetitive processproduct-focused processprocess-focused processspecialized processInstructor Explanation: Chapter 7, page 252Points Received: 2 of 2Comments:Question 5. Question : (TCO 3) Which of the following does total quality management emphasize?Student Answer: Employee empowermentThe responsibility of the quality control staff to identify and solve all quality-related problemsA system where strong managers are the only decision makersA process where mostly statisticians get involvedISO 14000 certificationInstructor Explanation: Chapter 6, page 194Points Received: 0 of 2Comments:Question 6. Question : (TCO 3) “Poka yoke” is a Japanese term meaning _____.Student Answer: a foolproof mechanismjust-in-time (JIT)a fishbone diagramsetting standardscontinuous improvementInstructor Explanation: Chapter 6, page 195Points Received: 2 of 2Comments:Question 7. Question : (TCO 8) Which one of the following products is most likely made in a job shop environment?Student Answer: AutomobilesGraphite pencilsTelevision setsCigarettesNone of the aboveInstructor Explanation: Chapter 7, page 257Points Received: 0 of 2Comments:Question 8. Question : (TCO 8) Strategies for improving productivity in services include _____.Student Answer: separation, self-i, automation, and schedulinglean production, strategy-driven investments, automation, and process focusreduce inventory, reduce waste, reduce inspection, and reduce reworkseparation, postponement, automation, and trainingInstructor Explanation: Chapter 7, page 265, Table 7.3Points Received: 2 of 2Comments:Question 9. Question : (TCO 8) Which of the following is the most correct?Student Answer: Mass customization is about providing low-cost goods/services.Mass customization is about fulfilling unique customer desires.Mass customization is about providing low-cost goods/services and fulfilling unique customer desires.Mass customization is about making exactly what the producer wants, when they want it, and at a low cost too.None of the above are correctInstructor Explanation: Chapter 7, pages 254-256Points Received: 0 of 2Comments:Question 10. Question : (TCO 8) Four types of process strategies include _____.Student Answer: repetitive focus, process focus, mass customization, and product focusmanual, automated, computer, and serviceprocess focus, repetitive focus, mass customization, and people focusmodular, continuous, discrete, and technologicalInstructor Explanation: Chapter 7, page 252Points Received: 2 of 2Comments:Page: 1 2* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)(TCO 8) Match the terms with the descriptions.Student Answer: : _____ is used to determine and control temperatures and pressures in refineries. » 6 : process control: Machinery with its own computer and memory is called _____. » 7 : CNC: Products with a high service content may warrant the use of this process technique. » 5 : service blueprinting: A(n) _____ uses time and distance as a way to record the activities of a process. » 9 : process chart: A(n) _____ is similar to a flow diagram with time added it. » 2 : process map: The _____ is used with high-volume, low-variety process. » 10 : product-focused process: _____ is about making what the customer wants when the customer wants it. » 8 : mass customization: _____ is the classic assembly line. » 1 : repetitive focus: A job shop strategy.» 4 : process focus: An approach to convert resources into goods and services is called its _____. » 3 :transformation strategyInstructor Explanation: Chapter 7Points Received: 20 of 20Comments:Question 2. Question : (TCO 3) Identify four of Deming’s 14 points and explain how they relate to TQM.response is a great effort. However, I do not think “cost focus” is one of Deming’s 14 points that we discussed this week. Please review page 194, Table 6.2/Question 3. Question : (TCO 3) Identify the five steps of DMAIC and explain how they are applied.Points Received: 5 of 5Comments:Question 4. Question : (TCO 3) Briefly explain the five steps necessary when developing benchmarks.6.Points Received: 4 of 5Comments: Your response omits “form a benchmarking team”.Question 5. Question : (TCO 8) What are seven tools of TQM? Identify applications for each.The seven tools of TQM are:• checksheet;• histograms;• Pareto charts;• flow charts;• cause-and-effect diagrams; and• statistical process control.•Points Received: 5 of 5Comments:Page: 1 2* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)(TCO 8) ABC Motors, Inc., wants to increase capacity by adding another wheel balancer. The fixed costs for the machine is $16,000, and its variable cost is $4.50 per unit. ABC charges $8.50 to balance one wheel, the break-even point for the balancer. What is her break-even point in units?Student Answer: 250 wheels1600 wheels3000 wheels4000 wheelsInstructor Explanation: See equation S7-4, Chapter 7, Page 296. BEU = total fixed cost/(price – variable cost) = $16,000/($8.50 – $4.50) = $16,000/$4 = 4,000 wheels balancedPoints Received: 5 of 5Comments:Question 2. Question : (TCO 9) A full-service restaurant is considering opening a new facility in a specific city. The table below shows its ratings of four factors at each of two potential sites.Factor Weight Midtown BaysideAffluence of local population .30 40 40Traffic flow .10 50 20Parking availability .40 30 40Growth potential .20 20 10The score for Midtown is _____ and the score for Bayside is ______.Student Answer: Midtown = 7; Bayside = 8Midtown = 30; Bayside = 29Midtown = 30; Bayside = 45Midtown = 33; Bayside = 32Instructor Explanation: See Example #1, Chapter 8, Page 319-323. Midtown = [(0.30 x 40) + (0.10 x 50) + (0.40 x 30) + (0.20 x 20)] = [12 + 5 + 12 + 4] = 33:Bayside = [(0.30 x 40) + (0.10 x 20) + (0.40 x 40) + (0.20 x 10)] = [12 + 2 + 16 + 2] = 32Points Received: 5 of 5Comments:Question 3. Question : (TCO 8) A bakery has a design capacity to bake 250 loaves of bread a day. However, due to scheduled maintenance of their equipment, management feels that they can bake 100 loaves a day. Yesterday the gas was turned off while the city was repairing a leak and only eight loaves where baked. What is the utilization of the ovens yesterday?Student Answer: 5%3%2.5%3.2%Instructor Explanation: See equation S7-1, Chapter 7, Page 283. Utilization = actual output/design capacity = (8/250) x 100 = 0.032 x 100 = 3.2%Points Received: 0 of 5Comments:Question 4. Question : (TCO 8) A bakery has a design capacity to bake 200 loaves of bread a day. However, due to scheduled maintenance of their equipment, management feels that they can bake 100 loaves a day. Yesterday the gas was turned off while the city was repairing a leak and only 22 loaves where baked. What was the efficiency of the ovens yesterday?Student Answer: 5%7%10%22%Instructor Explanation: See equation S7-1, Chapter 7, Page 283. Efficiency = actual output/effective capacity = (22/100) x 100 = 0.22 x 100 = 22.0%Points Received: 5 of 5Comments:Question 5. Question : (TCO 8) Breakeven is the number of units at which:Student Answer: total revenue equals price times quantitytotal revenue equals total costtotal revenue equals total fixed costtotal profit equals total costtotal revenue equals total variable costInstructor Explanation: Chapter 7, Page 292Points Received: 3 of 3Comments:Question 6. Question : (TCO 8) Basic break-even analysis typically assumes that:Student Answer: revenues decrease in direct proportion to the volume of production, while costs increase at a decreasing rate as production volume increases.costs and revenue are not shown as straight lines.neither costs and revenues are made up of fixed and variable portions.costs decrease in direct proportion to the volume of production, while revenues increase at a decreasing rate as production volume increases because of the need to give quantity discounts.none of the above are assumptions in the basic break-even model.Instructor Explanation: Chapter 7, Page 292Points Received: 3 of 3Comments:Question 7. Question : (TCO 9) When making a location decision at the region/community level, which of these would be considered?Student Answer: government rules, attitudes, stability, and incentiveslocation of marketsair, rail, highway, and waterway systemszoning restrictionsnone of the aboveInstructor Explanation: Figure 8.1, Chapter 8, Page 315Points Received: 0 of 3Comments:Question 8. Question : (TCO 9) Globalization of the location decision is the result of all of the following except:Student Answer: market economicshigher differences in labor costsease of capital flow between countrieshigher quality of labor overseasmore rapid, reliable travel and shippingInstructor Explanation: Chapter 8Points Received: 3 of 3Comments:Question 9. Question : (TCO 9) Community attitudes, zoning restrictions, and quality of labor force are likely to be considered in which of the following location decision methods?Student Answer: transportation methodlocational break-even analysisfactor rating methodsimulationfactor processesInstructor Explanation: Figure 8.1, Chapter 8, Pages 315 and 323Points Received: 3 of 3Comments:Question 1. Question : (TCO 8) What are the four special considerations for a good capacity decision?Points Received: 5 of 5Comments:Question 2. Question : (TCO 8) What is the fundamental distinction between design capacity and effective capacity?Points Received: 5 of 5Comments:Question 3. Question : (TCO 9) What are the eight major components of volume and revenue for a service firm?Points Received: 5 of 5Comments:Question 4. Question : (TCO 9) Why is the factor-rating method popular?see my suggested response.Question 5. Question : (TCO 9) What are the major/critical factors that affect region/community location decisions?1. corp. desires2. attractiveness of region3. labor availability4. cost & availability of utilities5. environmental regulations6. government incentives7. location to raw materials8. construction costs9.Points Received: 2.5 of 5Comments: Your response omits several of the major/critical factors that affect region/community location decisions discussed in the text. Please see my suggested response.Page: 1 2* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)(TCO 8) A good layout requires determining:Student Answer: material handling requirementscapacity and space requirementsenvironment and aestheticscost of moving between various work areasall of the aboveInstructor Explanation: Chapter 9, Pages 348-349Points Received: 2 of 2Comments:Question 2. Question : (TCO 8) A process-oriented layout is best suited for:Student Answer: the assembly of products like automobiles and applianceslow-volume, high-variety productionthe mass production of uniform productslow-volume, low-variety productionconstruction of a shipInstructor Explanation: Chapter 9, Page 352Points Received: 2 of 2Comments:Question 3. Question : (TCO 8) The most common tactic followed in process-layout planning is to arrange departments or work centers so they:Student Answer: reduce the flow of parts and people between departmentsmaximize the machine utilizationallocate the available space equally to all the departmentsmaximize the costs of material handlingInstructor Explanation: Chapter 9, Page 352Points Received: 2 of 2Comments:Question 4. Question : (TCO 8) The layout strategy that deals with high volume of similar products or families is:Student Answer: fixed-position layoutrepetitive layoutwarehouse layoutoffice layoutprocess-orientated layoutInstructor Explanation: Chapter 9, Page 360Points Received: 0 of 2Comments:Question 5. Question : (TCO 11) In the make-or-buy decision, one of the reasons for “buying” is:Student Answer: utilize internal capacitylower acquisition of new productsto obtain desired qualityto remove supplier collusionnone of the aboveInstructor Explanation: Chapter 11, Page 425Points Received: 0 of 2Comments:Question 6. Question : (TCO 11) The purchasing approach that places the burden of meeting the buyer’s demands on the supplier is:Student Answer: many suppliersfew supplierskeiretsuvertical integrationvirtual companiesInstructor Explanation: Chapter 11, Page 425Points Received: 2 of 2Comments:Question 7. Question : (TCO 11) Which of the following is a component of negotiation strategies?Student Answer: Invoice-less biddingCost-based price modelMarket-based price modelCompetitive biddingCost-based price model, market-based price model, and competitive biddingInstructor Explanation: Chapter 11, Page 434Points Received: 0 of 2Comments:Question 8. Question : (TCO 11) Building a chain of suppliers that focuses on maximizing value to the ultimate customer is:Student Answer: the primary objective of supply chain strategyto select suppliers primarily on response or differentiationthe goal of production lead timeto increase the number of suppliersInstructor Explanation: Chapter 11, Page 425Points Received: 2 of 2Comments:Question 9. Question : (TCO 11) All of the following are “opportunities” in an integrated supply chain except:Student Answer: modification or customization of productsdrop shipmentstandardizationlot size reductionaccurate pull dataInstructor Explanation: Chapter 11, Pages 429-430Points Received: 2 of 2Comments:Question 10. Question : (TCO 11) In the make-or-buy decision, which of the following is a reason for making an item?Student Answer: management can focus on its primary businessto assure an adequate supply in terms of quantityinadequate capacityreduce inventory costsInstructor Explanation: Chapter 11, Page 424Points Received: 0 of 2Comments:Page: 1 2* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)(TCO 8) For each of the following products or operations, indicate the most appropriate type of layout.Student Answer: : Custom Picture Framing» 2 : Process Oriented: Petroleum production» 5 : Product Oriented: Ship Building» 4 : Fixed Position: Accounting firm» 3 : Office: Finished goods storage» 1 : WarehouseInstructor Explanation: Table 9.1, Chapter 9, Page 345Points Received: 6 of 10Comments:Question 2. Question : (TCO 8) What are the advantages and disadvantages of a process-orientated layout?Points Received: 2 of 5Comments: Your response is correct, but your discussion of the advantages and disadvantages is incomplete. Please see my suggested response.Question 3. Question : (TCO 11) What are the objectives of Supply Chain management? Identify three ways that this is accomplished.Points Received: 5 of 5Comments:Question 4. Question : (TCO 11) What is the EOQ inventory model? Identify two of the assumptions for the EOQ.7.Points Received: 5 of 5Comments:Question 5. Question : (TCO 11) What is the difference between independent and dependent demand? Provide an example of each type..Question 6. Question : (TCO 11) Name the types of inventories for a banking institution, an automobile manufacturer, and a hospital?Points Received: 5 of 5Comments:Question 7. Question : (TCO 11) What are the three aspects of ethics in the supply chain?Student Answer: 1. use power appropriately 2. Do not indulge in corruption 3. promote social responsibility and sustainabilityInstructor Explanation: Chapter 11, Page 4231. Personal Ethics2. Ethics within the supply chain3. Ethical behavior regarding the environment4.Points Received: 1 of 5Comments: Your response does not indicate a clear understanding of the aspect of ethics in the supply chain as discussed in our text. Please see my suggested response and review the course textbook for further insight.Page: 1 2* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)(TCO 3) Which one of the following is a benefit of the implementation of JIT?Student Answer: increased costoverproductionincreased delays in production timequality improvementInstructor Explanation: Chapter 16, Page 634Points Received: 2 of 2Comments:Question 2. Question : (TCO 3) In the just-in-time framework, waste is:Student Answer: steps that add value.necessary to the elimination of variability.the natural by-product of a push systemanything that does not add valueInstructor Explanation: Chapter 16, Page 634Points Received: 2 of 2Comments:Question 3. Question : (TCO 3) Which one of the following is a concern expressed by suppliers?Student Answer: elimination of in-plant inventorylead timecapital budgets, processes, or technology may limit quantitylarge lot sizesInstructor Explanation: Chapter 16, Page 627Points Received: 2 of 2Comments:Question 4. Question : (TCO 3) Which of the following is not a benefit of small production lots?Student Answer: work-in-process inventory is smallerholding costs decreaseworkstations can be placed closer togethermanufacturing cycle time is longerInstructor Explanation: Chapter 16, Page 628Points Received: 0 of 2Comments:Question 5. Question : (TCO 3) Level schedules:Student Answer: requires that schedules be met with variationprocess many small batches rather than one large oneis known as “kidney bean” schedulingall of the above are true regarding level schedulingInstructor Explanation: Chapter 16, Page 630Points Received: 2 of 2Comments:Question 6. Question : (TCO 12) __________ scheduling begins as soon as the requirements are known.Student Answer: SidewaysInput-output controlBackwardNone of the aboveInstructor Explanation: Chapter 15Points Received: 2 of 2Comments:Question 7. Question : (TCO 12) The short-term scheduling activity called loading:Student Answer: assigns dates to specific jobs or operations stepsspecifies the order in which jobs should be done at each centeraligns materials to work centersassigns workers to jobsassigns processing centers or work to jobsInstructor Explanation: Chapter 16, Page 588Points Received: 2 of 2Comments:Question 8. Question : (TCO 12) Aggregate planning is prepared:Student Answer: directly from the short-term schedulingdirectly from the capacity plansfrom work center loading upfrom master schedulesfrom the dispatch plansInstructor Explanation: Chapter 16, Page 585, Figure 15.1Points Received: 2 of 2Comments:Question 9. Question : (TCO 12) Which of the following aggregate planning strategies is not a “capacity option”?Student Answer: influencing demand by changing priceabsorb change in demand during the planning periodmodify the workforce to absorb fluctuationschanges due to varying size of the workforceall of the above are capacity optionsInstructor Explanation: Chapter 13, Page 514Points Received: 0 of 2Comments:Question 10. Question : (TCO 12) Which of the following is the term used for medium range capacity planning with a time horizon of three to 18 months?Student Answer: material requirements planningshort-range planningstrategic planningaggregate planningInstructor Explanation: Chapter 13, Page 520Points Received: 2 of 2Comments:Page: 1 2* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)Question 1. Question : (TCO 3) Match the following terms with their correct definition.Student Answer: : Aggregate Planning» 1 : An approach to determine the quality and timing of production for the intermediate future.: Kanban» 2 : The Japanese word for “card”, which has come to mean a signal to move parts through a production.: Yield Management» 3 : Capacity decisions that determine the allocation of resources to maximize profit or yield.: Chase Strategy» 4 : A planning strategy that sets production equal to forecasted demand.: A timetable that specifies what is to be made and when » 5 : Master Production ScheduleInstructor Explanation: Chapter 13Points Received: 10 of 10Comments:Question 2. Question : (TCO 3) What are the three sources of variability that are fundamental to operations management.Points Received: 0 of 5Comments: Feedback: Your response discusses the benefits of JIT (p 622-624) rather than the three sources of variability fundamental to operations management. Please see my suggested response as well as page 623.Question 3. Question : (TCO 3) Discuss how the concept of Kanban from the Japanese has application in the study of JIT.Comments:Question 4. Question : (TCO 3) Explain why understanding manufacturing cycle time is so important.Points Received: 5 of 5Comments:Question 5. Question : (TCO 12) What is a master schedule, and what is its importance?Points Received: 5 of 5Comments:Question 6. Question : (TCO 12) What is disaggregation?Points Received: 5 of 5Comments:Question 7. Question : (TCO 12) Explain, in your own words, how backward and forward scheduling differ.Student Answer:Points Received: 5 of 5Comments:Page: 1 2* Times are displayed in (GMT-07:00) Mountain Time (US & Canada)(TCO 13) Which one of the following statements about maintenance is not true?Student Answer: Preventive maintenance guarantees zero breakdowns.Breakdown maintenance is reactive.Preventive maintenance is proactivePreventive maintenance is not about keeping machinery and equipment running.Human resources are not needed in order for maintenance management to be effective.Instructor Explanation: Chapter 17, Page 651Points Received: 2 of 2Comments:Question 2. Question : (TCO 13) The probability that a product will function properly for a specified time under stated conditions is _____.Student Answer: functionalitymaintenancedurabilityreliabilityfitness for useInstructor Explanation: Chapter 17, Page 650Points Received: 2 of 2Comments:Question 3. Question : (TCO 10) Job rotation is a version of _____.Student Answer: job enrichmentjob schedulingjob trainingjob enlargementjob incentiveQuestion 4. Question : (TCO 10) The behavioral approach to job design that involves adding tasks of requiring similar skills to an existing job is _____.Student Answer: job involvementjob enrichmentjob enhancementjob rotationNone of the aboveQuestion 5. Question : (TCO 10) Management and labor share the labor cost reductions in which of these compensation schemes?Student Answer: Bonus systemQuota systemScepter planNone of the aboveQuestion 6. Question : (TCO 10) “A chart depicting right and left hand motions” describes _____.Student Answer: an operations chartan activity charta flow diagrama control chartQuestion 7. Question : (TCO 10) The objective of a human resource strategy is to _____.Student Answer: produce the demand forecast at lowest labor costmatch employment levels with demandachieve a reasonable quality of work life at low costmanage labor and materials so people are effectively and efficiently utilizedNone of the aboveQuestion 8. Question : (TCO 10) Methods analysis employs which of the following charts?Student Answer: Process chartFlow diagramActivity chartOperations chartAll of the aboveIQuestion 9. Question : (TCO 10) Shadow boards and foot printing are elements of _____.Student Answer: the Hawthorne studiesworkplace noise reductionproject management in service firmsthe visual workplacespecialization of laborInstructor Explanation: Chapter 10, Page 387Points Received: 2 of 2Comments:Question 10. Question : (TCO 10) The difference between job enrichment and job enlargement is that _____.(TCO 10) Match the following terms with their correct definition:Labour standards »: Method analysis »: Ergonomics: Flow diagram: Process chart:Question 2. Question : (TCO 10) What are the five core characteristics of a good job design?Question 3. Question : (TCO 10) What are the differences among job enrichment, job enlargement, job rotation, job specialization, and employee empowerment?:Question 4. Question : (TCO 10) List and explain the four tools used in methods analysis.Question 5. Question : (TCO 13) What effect does variability have on reliability?Question 6. Question : (TCO 13) What is the primary responsibility of the maintenance and reliability?Question 7. Question : (TCO 13) Discuss how redundancy improves product reliability in two or more sentencesQuestionweek1 discussion 1Aligning Operations Management & Strategy (graded)What are the benefits to an organization that aligns their operations management processes with their strategic direction? Describe how your present organization aligns their operations management processes with their strategic direction. Please provide examples.Week 1 discussion 2Operations Management & Competition (graded)Define and explain three different ways that a firm can utilize operations management as a competitive advantage. Describe how well your present organization practices this concept and please provide examples.Week 2 discussion 1Forecasting (graded)Describe the steps that are used to develop a forecasting system. Explain the benefits of using a forecasting system.Week 2 discussion 2Design of Goods & Services (graded)Explain what is meant by the moment of truth in service design. Why is it so important for businesses to understand this concept?Week 3 discussion 1Managing Quality (graded)Explain the role and behaviors of the operations manager in addressing the major aspects of service quality. Please provide examples.Week 3 discussion 2Process Strategy (graded)Name and briefly describe the four basic process strategies. Now, identify a unique product or service that is created utilizing each of these strategies. Can you make your example unique?Capacity Planning (graded)Distinguish between the definitions of the following: design capacity, effective capacity, and efficiency. Explain their importance to OM and also describe how they are linked. Please provide examples.Week 4 discussion 2Location Strategy (graded)There are organizations that frequently make location decisions based on region, country, community, etc. Identify at least three factors upon which these decisions are based; provide examples and discuss the impact of these decisions on the organization.Week 5 discussion 1Layout Strategy & Inventory Management (graded)Identify the seven layout strategies defined in Chapter 9. Then explain in detail the layout strategies that your present or past firm has utilized. Describe in detail, whether you think they are using the correct strategy and if not, identify which one(s) they should be using.Week 5 discussion 2Supply Chain Management (graded)Identify what the objectives of supply chain management are. Then describe in detail the type of issues (the pros and cons of their systems) your present firm or past firm is experience with their supply chain management processes.Week 6 discussion 1Aggregate Planning & SchedulingList the strategic objectives of aggregate planning. Which one of these is the most important? Please explain why.Week 6 discussion 2JIT & Lean Systems (graded)Identify and discuss three lean techniques that work in both the manufacturing and service sectors? Please provide examples.Week 7 discussion 1Maintenance and Reliability (graded)What is the objective of maintenance and reliability? How can these assist in providing a competitive advantage?Week 7 discussion 2Human Resource Strategies (graded)Identify the five core characteristics of good job design. Relate them to your job at work and describe how well your job design measures up to the five core characteristics of good job design.

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