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TEST BANK For Operations and Supply Chain Management, 11th Edition by Roberta S. Russell, Bernard W. Taylor, Verified Chapters 1 - 17, Complete Newest Version£18.85
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TEST BANK For Operations and Supply Chain Management, 11th Edition by Roberta S. Russell, Bernard W. Taylor, Verified Chapters 1 - 17, Complete Newest Version
TEST BANK For Operations and Supply Chain Management, 11th Edition by Roberta S. Russell, Bernard W. Taylor, Verified Chapters 1 - 17, Complete Newest Version TEST BANK For Operations and Supply Chain Management, 11th Edition by Roberta S. Russell, Bernard W. Taylor, Verified Chapters 1 - 17, Compl...
TEST BANK Operations Management Creating Value Along the Supply Chain, 11th Edition by Russell all Chapters 1-17 complete, ISBN: 9781119905677
TEST BANK Operations Management Creating Value Along the Supply Chain 11th Edition by Russell all Chapters 1-17 Complete
TEST BANK For Operations and Supply Chain Management, 11th Edition by Roberta S. Russell, Bernard W. Taylor, Verified Chapters 1 - 17, Complete Newest Version
S8 Operational Decision-Making Tools: Work Measurement
9 Project Management
10 Supply Chain Management Strategy and Design
11 Global Supply Chain Procurement and Distribution
S11 Operational Decision-Making Tools: Transportation and Transshipment Models
12 Forecasting
13 Inventory Management
S13 Operational Decision-Making Tools: Simulation
14 Sales and Operations Planning
S14 Operational Decision-Making Tools: Linear Programming
15 Resource Planning Systems
16 Lean Production Systems
17 Scheduling
Operations Management Creating Value Along the Supply Chain
,Operations Management Creating Value Along the Supply Chain 11th EditionRoberta S. Russell,
Bernard W. Taylor
Concept Check Questions for Learning Objectives
Chapter 1 – Introduction to Operations and Supply Chain Management
The Operations Function
1. The operations function interacts with
a. Marketing
b. Suppliers
c. Human resources
d. Finance
e. All of the above
Difficulty: Easy
Answer: d
2. Operations is often described as
a. the creative core of an organization
b. a transformation process
c. the source of firm profitability
d. all of the above
Difficulty: Easy
Answer: b
The Evolution of Operations and Supply Chain Management
1. helped to enable the Industrial Revolution.
a. Linear programming
b. Quality circles
c. Interchangeable parts
d. The Internet
Difficulty: Easy
Answer: c
2. The Principles of Scientific Management were proposed by
a. Adam Smith
b. Henry Ford
c. Frederick Taylor
Operations Management Creating Value Along the Supply Chain
, d. Elton Mayo
Difficulty: Easy
Answer: c
3. Supply chain management emerged as
a. companies started to outsource production
b. the number of suppliers for each company grew
c. globalization expanded the reach of suppliers and customers
d. all of the above
Difficulty: Easy
Answer: d
4. The quality revolution was brought to us by
a. Germany
b. Japan
c. China
d. Mexico
Difficulty: Easy
Answer: b
Globalization
1. Globalization has grown rapidly due to
a. World trade agreements
b. The Internet
c. Outsourcing
d. All of the above
Difficulty: Easy
Answer: d
2. Which of the following countries has the highest hourly wage rate?
a. Norway
b. U.S.
c. Germany
d. South Korea
Difficulty: Moderate
Answer: a
3. Companies go global to
Operations Management Creating Value Along the Supply Chain
,a. take advantage of favorable costs
Operations Management Creating Value Along the Supply Chain
, b. gain access to international markets
c. build reliable sources of supply
d. all of the above
Difficulty: Easy
Answer: d
4. Which of the following countries has the highest trade in goods as a percent of GDP?
a. U.S.
b. Germany
c. Japan
d. China
Difficulty: moderate
Answer: b
Productivity and Competitiveness
1. The most common measure of productivity is
a. Labor productivity
b. Multifactor productivity
c. Material productivity
d. Technological productivity
Difficulty: Easy
Answer: a
2. Productivity is defined as
a. output over input
b. input over output
c. process yield
d. exports minus imports
Difficulty: Easy
Answer: a
Strategy and Operations
1. A company's is what they do better than anyone else.
a. primary task
b. core competence
c. order qualifier
d. positioning strategy
Operations Management Creating Value Along the Supply Chain
, Difficulty: Easy
Answer: b
2. The balanced scorecard keeps strategy on track by measuring
a. Finance, marketing, operations, and human resources
b. Finance, customers, processes, and learning and growing
c. Shareholder value, customer satisfaction, production efficiency, and worker satisfaction
d. Inputs and outputs to each critical process
Difficulty: Moderate
Answer: b
3. converts strategy into measurable objectives down through the organization.
a. Strategic positioning
b. Policy deployment
c. Production planning
d. Vertical integration
Difficulty: easy
Answer: b
4. The last factor considered in a purchasing decision is the
a. order qualifier
b. order winner
c. quality factor
d. core competency
Difficulty: Easy
Answer: b
Concept Check Questions for Learning Objectives
Chapter 1 Supplement – Operational Decision-Making Tools: Decision Analysis
Decision Analysis With and Without Probabilities
1. In a decision-making situation, events that may occur in the future are known as
a. risks
b. payoffs
c. states of nature
d. uncertainties
Difficulty: easy
Answer: c
2. A decision-making criterion that can be used for decision-making situations under conditions of risk is
a. maximax
b. maximin
c. minimax regret
d. expected value
Operations Management Creating Value Along the Supply Chain
, Difficulty: easy
Answer: d
3. In the Hurwicz criterion if the coefficient of optimism is 0.7 then the decision maker is
a. completely optimistic
b. completely pessimistic
c. somewhat optimistic
d. somewhat pessimistic
Difficulty: easy
Answer: c
4. The maximum amount that a decision maker would pay for perfect information is
a. the expected value of the best decision
b. the expected value given perfect information
c. the expected value of perfect information
d. the sum of the expected values for all decision alternative
Difficulty: easy
Answer: c
5. A decision tree is used instead of a payoff table when
a. there are more than 3 states of nature
b. there are more than 3 decision payoffs
c. the decisions situation encompasses and extended time period
d. a sequence of decisions is required
1. The final definition of quality is the customer’s perception of a product’s or service’s
a. quality of conformance
b. quality of design
c. fitness for use
d. process capability
Difficulty: Easy
Answer: c
2. The quality of conformance depends on
a. the specifications required by the product or design
b. the product’s or service’s dimensions of quality
c. the quality of design
Operations Management Creating Value Along the Supply Chain
, d. the value the customer expects
Difficulty: Easy
Answer: a
3. From the producer’s perspective an important consideration in achieving quality of conformance is
a. quality cost
b. product cost
c. design cost
d. labor cost
Difficulty: Easy
Answer: b
4. The final judgement regarding quality is made by
a. top management
b. customer satisfaction surveys
c. the producer
d. the customer
Difficulty: Easy
Answer: d
Operations Management Creating Value Along the Supply Chain
, Quality Management System
1. A quality “guru” known for developing and promoting the PDCA cycle is
a. W.E. Deming
b. Joseph Juran
c. Phillip Crosby
d. Kaoru Ishikawa
Difficulty: Easy
Answer: a
2. A quality “guru” who proposed that quality improvement is achieved by focusing on projectsto solve problems
and securing breakthrough solutions is
a. W.E. Deming
b. Joseph Juran
c. Phillip Crosby
d. Walter Shewart
Difficulty: Easy
Answer: b
3. A quality “guru” who emphasized that the costs of poor quality far outweigh the cost ofpreventing poor
quality is
a. W.E. Deming
b. Joseph Juran
c. Phillip Crosby
d. Armand V. Feigenbaum
Difficulty: Easy
Answer: c
4. The PDCA cycle stands for
a. process-develop-conform-approve
b. prevent-determine-conform-action
c. plan-develop-conform-accept
d. plan-do-check-act
Difficulty: Easy
Answer: d
Operations Management Creating Value Along the Supply Chain
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