Competing with Operations Tutorial
Chapter
1
TRUE/FALSE
Competing with Operations Tutorial
Processes Inputs 1. Operations management refers to the direction and control of inputs that transform processes into products and services. F Main functions 2. As a functional area of a business, Operations translates materials and services into outputs. T
3. The three main line functions of any business include Operations, Finance and Marketing. T 4. Support functions in an organization include Operations, Finance and Marketing. 5. A process involves transforming inputs into outputs. 6. Inputs to a process can include human resources.
Internal/external 7. Every process has a customer. T T T F
Products too (hotel -service and room) 8. At the level of the firm, service providers offer just services and manufacturers offer just products. F Cannot store services 9. In a service process, output can be inventoried. F Intangible and perishable 10. Quality is more easily measured in a service process than in a manufacturing process. F
11. Contact with the customer is usually higher in a manufacturing process than in a service process.
Customer relationship 12. A core process is a set of activities that delivers value to external customers. T 4core F
13. The supplier relationship process selects the suppliers of services, materials and information, while the order fulfillment process facilitates the timely and efficient flow of these items into the firm. F 14. Flexibility is a possible competitive priority. T Besides speed, time, dependability.. 15. Consistent quality is not important to today’s consumers.
F
Has ability to change how, when they produce 16. Volume flexibility involves accelerating or decelerating the rate of production of services or products to handle large fluctuations in demand. T
17. Labor productivity is an index of the output per person or hours worked.
T
Knowing what is right or wrong Globalization 18. The increased global presence of many firms has lessened
1
TRUE/FALSE
Competing with Operations Tutorial
Processes Inputs 1. Operations management refers to the direction and control of inputs that transform processes into products and services. F Main functions 2. As a functional area of a business, Operations translates materials and services into outputs. T
3. The three main line functions of any business include Operations, Finance and Marketing. T 4. Support functions in an organization include Operations, Finance and Marketing. 5. A process involves transforming inputs into outputs. 6. Inputs to a process can include human resources.
Internal/external 7. Every process has a customer. T T T F
Products too (hotel -service and room) 8. At the level of the firm, service providers offer just services and manufacturers offer just products. F Cannot store services 9. In a service process, output can be inventoried. F Intangible and perishable 10. Quality is more easily measured in a service process than in a manufacturing process. F
11. Contact with the customer is usually higher in a manufacturing process than in a service process.
Customer relationship 12. A core process is a set of activities that delivers value to external customers. T 4core F
13. The supplier relationship process selects the suppliers of services, materials and information, while the order fulfillment process facilitates the timely and efficient flow of these items into the firm. F 14. Flexibility is a possible competitive priority. T Besides speed, time, dependability.. 15. Consistent quality is not important to today’s consumers.
F
Has ability to change how, when they produce 16. Volume flexibility involves accelerating or decelerating the rate of production of services or products to handle large fluctuations in demand. T
17. Labor productivity is an index of the output per person or hours worked.
T
Knowing what is right or wrong Globalization 18. The increased global presence of many firms has lessened