Test Bank for Operations & Supply Chain Management, 8th Canadian Edition by William J Stevenson| Complete Chapters
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Course
Operations Management
Institution
Operations Management
Complete test bank for Operations & Supply Chain Management 8ce 8th Canadian Edition by William J Stevenson, Hydeh Mottaghi, Behrouz Bakhtiari. This document includes Multiple Choice questions, True False and Short Questions in it. Supplements are included too in the test bank. Table of contents gi...
Test Bank for Operations & Supply Chain Management 8th Canadian Edition by
William J Stevenson, Hydeh Mottaghi
Chapter 01 8e Stevenson Answers Included ✅
1) As a service business, the operations management activities of an airline company have
nothing in common with the operations management activities within a bicycle
manufacturing company.
⊚ true
⊚ false
2) Operations managers are responsible for managing activities and resources that produce
goods and/or provide services.
⊚ true
⊚ false
3) Effectiveness refers to achieving intended goals whereas efficiency refers to minimizing cost
and time.
⊚ true
⊚ false
4) Operations, marketing, and finance function independently of each other in most
organizations.
⊚ true
⊚ false
5) The operations function exists only in firms that are goods-oriented.
⊚ true
⊚ false
6) Operations management pertains almost exclusively to the management of manufacturing
operations.
⊚ true
⊚ false
1
,7) Value-added refers to the cost of the inputs required to produce goods and services.
⊚ true
⊚ false
8) As long as a product is ready in advance of when customers demand it, the timing of when a
product is manufactured does not influence the value-added.
⊚ true
⊚ false
9) Storing an item earlier than the scheduled delivery date is an example of a value adding
activity.
⊚ true
⊚ false
10) Management information systems (MIS) are concerned with providing management with the
information it needs to effectively manage.
⊚ true
⊚ false
11) Operations management involves both system design and planning/control decisions.
⊚ true
⊚ false
12) System design decisions have very little impact on planning/control decisions.
⊚ true
⊚ false
13) An example of an operations control decision is the choice of location.
⊚ true
⊚ false
2
,14) Scheduling jobs is a system design decision and not a planning decision.
⊚ true
⊚ false
15) Design decisions are usually strategic and long-term, while planning decisions are usually
tactical and medium-term.
⊚ true
⊚ false
16) Managing inventory levels is considered a planning/control operations decision area.
⊚ true
⊚ false
17) A basic difference between manufacturing and service organizations is that a service is
focused on acts while manufacturing is focused on goods.
⊚ true
⊚ false
18) Service involves a much higher degree of customer contact than the production of goods.
⊚ true
⊚ false
19) Service often requires a higher labour content, whereas the production of goods is more
capital intensive.
⊚ true
⊚ false
20) Measurement of productivity in service is more straightforward than in goods production due
to the high degree of uniformity of inputs.
⊚ true
⊚ false
3
, 21) Models are simplified representations of something and thus ignore important aspects of a
situation.
⊚ true
⊚ false
22) Quantitative techniques are often quick applications of simple mathematical principles.
⊚ true
⊚ false
23) A systems approach emphasizes interrelationships among subsystems, but its main theme is
that the whole is greater than the sum of its individual parts.
⊚ true
⊚ false
24) Queuing techniques are useful for analyzing situations in which waiting lines form.
⊚ true
⊚ false
25) It is essential to use the systems approach when something is being designed, redesigned,
implemented, improved, or otherwise changed.
⊚ true
⊚ false
26) A systems approach is to concentrate on efficiency within a subsystem and thereby achieve
overall efficiency.
⊚ true
⊚ false
27) Many operations management decisions can be described as trade-offs.
⊚ true
⊚ false
4
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