Operations Management

Front 1

A forward pass is used in evaluating a project network to determine earliest start time and latest start time for each task.

Back 1

False

Front 2

A linear program will have more than one objective function.

Back 2

False

Front 3

A phantom bill of materials is a specialized bill of material that is used when you want to save paperwork on a kit of items that will be used up by a product.

Back 3

False

Front 4

Advanced communication technologies such as EDI and teleconferencing are not used in manufacturing operations, just in services and business office settings.

Back 4

False

Front 5

Aggregate planning should only be used in manufacturing and not in services, because services do not have inventory.

Back 5

False

Front 6

Aggregate production plans that attempt to modify both demand and supply simultaneously are easier to develop and can result in higher profits than aggregate plans that are based upon modifying supply only.

Back 6

False

Front 7

Cellular layouts (from manufacturing cells) seek to have the flexibility of a production line while being efficient too.

Back 7

False

Front 8

Cross-docking has nothing to do with improving supply chain performance.

Back 8

False

Front 9

Duty roster specialists are a great asset to a global supply chain manager.

Back 9

False

Front 10

Exponential smoothing is one of the better qualitative forms of forecasting.

Back 10

False

Front 11

Finite scheduling is more 'limiting' than Infinite scheduling, so finite scheduling is not very practical and should not be used in practice.

Back 11

False

Front 12

In scheduling, the term "sequencing" refers to allocating work to machines or work centers (assuming that adequate materials, machines, and labor are available.

Back 12

False

Front 13

JIT seeks to reduce profits and ROI by increasing waste.

Back 13

False

Front 14

Most businesses attempt to modify demand and capacity while doing aggregate planning, because doing so can result in higher profits.

Back 14

False

Front 15

Production scheduling is a intermediate time frame planning activity.

Back 15

False

Front 16

Scheduling applies only to manufacturing products, not the services operations.

Back 16

False

Front 17

The advantage of the management coefficients approach to aggregate production planning is that you will get an optimal solution.

Back 17

False

Front 18

The choice of which sequencing rule to use in production scheduling does not need to be related to the firms operations strategy.

Back 18

False

Front 19

The fewer periods of data that you include in a moving average forecast, the more "smoothed" out the forecasts will be.

Back 19

False

Front 20

The PERT method of Project Scheduling uses known activity times.

Back 20

False

Front 21

The spreadsheet approach to linear programming provides an opportunity to apply linear decision rules in aggregate production planning.

Back 21

False

Front 22

The theory of constraints (also called synchronous manufacturing) suggests that the scheduling of a bottleneck resource should be guided by the capacity of a non-bottleneck resource.

Back 22

False

Front 23

A "process" oriented layout groups people, machines, or equipment by the process that they perform.

Back 23

True

Front 24

A marketing manager might use linear programming to find the optimal marketing mix.

Back 24

True

Front 25

A master production schedule may be based upon forecast demand, actual demand, or a combination of both.

Back 25

True

Front 26

A Supply chain is a highly interdependent system.

Back 26

True

Front 27

A Supply Chain is the sequence of business processes and information that provides a product or service from suppliers through manufacturing and distribution to the ultimate consumer.

Back 27

True

Front 28

Aggregate production planning establishes a company-wide game plan for allocating resources.

Back 28

True

Front 29

As technology becomes more complex, and especially more expensive, firms want to see higher utilization rates for that technology.

Back 29

True

Front 30

Costs that are allocated to a project generally increase as project duration increases, while direct costs of a project may generally decrease as project duration increases.

Back 30

True

Front 31

Crashing costs increase as project duration decreases.

Back 31

True

Front 32

If MSE is about the same size as MAD2 (MAD squared), then you probably don't have unusually large forecast errors.

Back 32

True

Front 33

If you calculate and EOQ and the number is inconvenient, you can round it of to a relatively close, but more convenient number, and the total annual costs of inventory will not be substantailly affected adversely.

Back 33

True

Front 34

In an AON project network, nodes of the network represent the activities.

Back 34

True

Front 35

In class, Professor Hollingworth stated that JIT and LEAN manufacturing involve essentially the same concepts.

Back 35

True

Front 36

In linear programming, changing the objective function will not change the feasible region (feasbile set of choices).

Back 36

True

Front 37

In linear programming, decision variables are mathematical symbols representing levels of activity.

Back 37

True

Front 38

Inefficient and undersized transportation systems can be problems in global supply chains.

Back 38

True

Front 39

Inventory records must be over 99% accurate for MRP to function properly.

Back 39

True

Front 40

It is possible to use Excel to do linear programming.

Back 40

True

Front 41

JIT considers inventory to be a "waste".

Back 41

True

Front 42

JIT is a set of inter-related and inter-dependent practices.

Back 42

True

Front 43

Job shop production situations often use scheduling rules that are not optimal.

Back 43

True

Front 44

MRP inputs include: Master production schedule, product structure data, and inventory data.

Back 44

True

Front 45

Of the methods discussed in class for modelling aggregate planning situations, only linear programming and linear decision rules will identify optimal solutions -- the other methods will NOT identify their solutions as optimal.

Back 45

True

Front 46

Production scheduling matches production resources with production requirements.

Back 46

True

Front 47

Safety stock is extra inventory that is typically used to buffer for variation in demand.

Back 47

True

Front 48

Scheduling job shop complicated.

Back 48

True

Front 49

Sequencing rules are often used instead of "optimal" job assignments because job shop (batch) production environments are complex and dynamic.

Back 49

True

Front 50

Simulation can be very useful in aggregate planning, even though you may not ever find an optimal solution to your aggregate plan.

Back 50

True

Front 51

Strengths of break-even analysis include: it is easily understood and easily calculated.

Back 51

True

Front 52

The "Delphi" method of forecasting is NOT ideal for facilitating short term decision making in operations A disadvantage of the SPT (shortest processing time) is that it puts long jobs off until later.

Back 52

True

Front 53

Time series methods of forecasting all make the same assumption - that the future will look like the past.

Back 53

True

Front 54

Total replenishment time (lead time) and feedback time are critical variables for the accelerator effect.

Back 54

True

Front 55

Unlike most of the scheduling rules discussed in class, Johnson's rule actually finds an "optimal" production schedule.

Back 55

True

Front 56

Use of continuous review inventory approaches assumes that you can order whenever you need to.

Back 56

True

Front 57

Using a re-order point/EOQ system for managing inventory assumes that demand is relatively constant and known.

Back 57

True

Front 58

While a specific scheduling rule may give the best results for one set of jobs, it may not always give the best results for all sets of jobs.

Back 58

True