A route sheet:

a) lists the operations necessary to produce a component.

b) is an instruction to make a given quantity of a particular item.

c) is a schematic showing how a product is assembled.

d) is a document showing the flow of product components.

e) all of the above.

The number of disk drives (in millions) made at a plant in Taiwan during the past 5 years follows:

Forecast the number of disk drives to be made next year, using linear regression.

What are dummy activities? Why are they used in activity-onarrow (AOA) project networks?

Conduct an interview with a prospective purchaser of a new bicycle and translate the customer's wants into the specific hows of the firm.

Rao Technologies, a California-based high-tech manufacturer, is considering outsourcing some of its electronics production. Four firms have responded to its request for bids, and CEO Mohan Rao has started to perform an analysis on the scores his $\mathrm{OM}$ team has entered in the table below.

|| | | RATINGS OF OUTSOURCE PROVIDERS || | | | :--- | ---: | ---: | ---: | ---: | ---: | | FACTOR | WEIGHT | A | B | C | D | | Labor | W | $5$ |$4$ | $3$ | $5$ | | Quality procedures | $30$ | $2$ | $3$ | $5$ | $1$ | | Logistics system | $5$ | $3$ |$4$ | $3$ | $5$ | | Price | $25$ | $5$ | $3$ |$4$ |$4$ | | Trustworthiness | $5$ | $3$ | $2$ | $3$ | $5$ | | Technology in place | $15$ | $2$ | $5$ | $4$ | $4$ | | Management team | $15$ |$5$ | $4$ | $2$ | $1$ |

Weights are on a scale from 1 through 30 , and the outsourcing provider scores are on a scale of 1 through 5 . The weight for the labor factor is shown as a w because Rao's $\mathrm{OM}$ team cannot agree on a value for this weight. For what range of values of $w$, if any, is company $\mathrm{C}$ a recommended outsourcing provider, according to the factor-rating method?

Hokey Min's Kleen Karpet cleaned 65 rugs in October, consuming the following resources:

What is the multifactor productivity?

Brown's, a local bakery, is worried about increased costs-particularly energy. Last year's records can provide a fairly good estimate of the parameters for this year. Wende Brown, the owner, does not believe things have changed much, but she did invest an additional $3,000 for modifications to the bakery's ovens to make them more energy efficient. The modifications were supposed to make the ovens at least 15% more efficient. Brown has asked you to check the energy savings of the new ovens and also to look over other measures of the bakery's productivity to see if the modifications were beneficial. You have the following data to work with:

Describe the differences between joint ventures and alliances.

Using the house of quality sequence, as described in Figure $5.4$ on page 169 , determine how you might deploy resources to achieve the desired quality for a product or service whose production process you understand.

Prepare a house of quality for a mousetrap.

What is time-based competition?

Products are defined by:

a) value analysis.

b) value engineering.

c) routing sheets.

d) assembly charts.

e) engineering drawings.

With hundreds of competitors in the boat business, Regal Marine must work to differentiate itself from the flock. As we saw in the Global Company Profile that opened this chapter, Regal continuously introduces innovative, high-quality new boats. Its differentiation strategy is reflected in a product line consisting of 22 models.

To maintain this stream of innovation, and with so many boats at varying stages of their life cycles, Regal constantly seeks design input from customers, dealers, and consultants. Design ideas rapidly find themselves in the styling studio, where they are placed onto CAD machines in order to speed the development process. Existing boat designs are always evolving as the company tries to stay stylish and competitive. Moreover, with life cycles as short as 3 years, a steady stream of new products is required. A few years ago, the new product was the three-passenger $\$ 11,000$ Rush, a small but powerful boat capable of pulling a water-skier. This was followed with a 20 -foot inboard-outboard performance boat with so many innovations that it won prize after prize in the industry. Another new boat is a redesigned 52 -foot sports yacht that sleeps six in luxury staterooms. With all these models and innovations, Regal designers and production personnel are under pressure to respond quickly.

By getting key suppliers on board early and urging them to participate at the design stage, Regal improves both innovations and quality while speeding product development. Regal finds that the sooner it brings suppliers on board, the faster it can bring new boats to the market. After a development stage that constitutes concept and styling, CAD designs yield product specifications. The first stage in actual production is the creation of the "plug," a foam-based carving used to make the molds for fiberglass hulls and decks. Specifications from the CAD system drive the carving process. Once the plug is carved, the permanent molds for each new hull and deck design are formed. Molds take about 4 to 8 weeks to make and are all handmade. Similar molds are made for many of the other features in Regal boats-from galley and stateroom components to lavatories and steps. Finished molds can be joined and used to make thousands of boats.

What are the likely benefits of the CAD design technology?

Time-based competition focuses on:

a) moving new products to market more quickly.

b) reducing the life cycle of a product.

c) linking QFD to PLM.

d) design database availability.

e) value engineering.