OMGT 3123 Chapter 3

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1) A manufacturing process decision affects:
A) the type of workforce needed.
B) the type of equipment needed.
C) the type of products that can be made.
D) All of the above are correct.
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Terms in this set (35)
11) Assemble-to-order occurs upstream from: A) design. B) material sourcing. C) fabrication. D) finishing.D) finishing.12) The greater the emphasis on intangible activities, the more management's attention will be directed to: A) buildings and property. B) training employees. C) truck fleets. D) material costs.B) training employees.13) The point where the customer interfaces directly with the service organization is: A) the front room. B) the back room. C) onstage. D) the floor.A) the front room.14) A legal service in a corporate acquisition probably scores: A) low on customization and high on physical activities. B) high on customer contact and low on intangible activities. C) high on customization and high on intangible activities. D) low on customer contact and low on intangible activities.C) high on customization and high on intangible activities.15) No manufacturing process can be best at everything. T FTrue16) A product-based layout arranges resources sequentially according to the steps required to make a product. T FTrue17) Cycle time is the sum of all of the task times. T FFalse18) A job shop manufacturing process is better suited to make a variety of products than a continuous flow process. T FTrueA batch process is less flexible than an assembly line and less efficient that a job shop. T FFalse20) A cellular layout is another name for a functional layout. T FFalse21) A customer service function at an insurance firm that handles claims based on the first letter of the customer's last name is an example of applying group technology to a service operation. T FFalseThe product-process matrix illustrates that low volume, one-of-a-kind products are ideally suited to a job shop process. T FTrue23) Make-to-stock products are probably produced using a production line. T FTrue24) Products that use standard components, but the final configuration of those components is customer-specific, are called make-to-order products. T FTrue25) Activities that take place prior to the point of customization are called upstream activities. T FTrue26) According to the law of variability, converting from an assemble-to-order to a make-to-order production process should increase productivity of the manufacturing processes. T FFalseIn a service process, the greater the emphasis on intangible activities is, the more critical is the training and retention of skilled employees and the development and maintenance of the firm's knowledge assets. T FTrue28) Capability variety is the difference in how customers view an identical service outcome. What some customers might view as economical and thrifty others might view as cheap and poor value. T FFalse29) As the degree of service customization decreases, managers have more opportunity to focus on cost and productivity. T FTrue30) The back room refers to the part of the service process where the customer is not visible to the other customers waiting for service. T FFalse31) In a service blueprint, the line of internal interaction falls between the customer and the onstage service provider. T FFalse32) The three dimensions of service positioning are the service package, the degree of customization and the amount of customer contact. T FTrue33) Takt time is the upper limit on the elapsed time between completions of successive items on a production line. T FTrue34) The shorter the required takt time, the more workstations that will be required to balance a production line. T FTrueA manager deciding where 6 departments could be located in a six room office building has over 500 possible arrangements. T FTrue