Operations Management: Sustainability and Supply Chain Management 13th edition by Jay Heizer Test ba

Answer:  E
Diff: 2
Objective:  LO 1.4 Explain the distinction between goods and services
Learning Outcome:  Discuss operations and operations management as a competitive advantage for the organization
 

24) A small metal shop operates 10 hours each day, producing 100 parts/hour. If productivity were increased 20%, how many hours would the plant have to work to produce 1000 parts?
A) less than 2 hours
B) between 9 and 10 hours
C) between 2 and 6 hours
D) between 6 and 8 hours
E) between 8 and 9 hours
Answer:  E
Diff: 3
Objective:  LO 1.6 Compute single-factor productivity
AACSB:  Analytical thinking
Learning Outcome:  Discuss operations and operations management as a competitive advantage for the organization
 
25) A cleaning company uses 10 lbs each of chemicals A, B and C for each house it cleans. After some quality complaints, the company has decided to increase its use of chemical A by an additional 10 lbs for each house. By what % has productivity (houses per pound of chemical) fallen?
A) 0%
B) 10%
C) 15%
D) 25%
E) 33%
Answer:  D
Diff: 3
Objective:  LO 1.6 Compute single-factor productivity
AACSB:  Analytical thinking
Learning Outcome:  Discuss operations and operations management as a competitive advantage for the organization
 
26) A cleaning company uses $10 of chemicals, $40 of labor, and $5 of misc. expenses for each house it cleans. After some quality complaints, the company has decided to increase its use of chemicals by 50%. By what percentage has multifactor productivity fallen?
A) 0%
B) 8.3%
C) 25%
D) 50%
E) 16.7%
Answer:  B
Diff: 3
Objective:  LO 1.7 Compute multifactor productivity
AACSB:  Analytical thinking
Learning Outcome:  Discuss operations and operations management as a competitive advantage for the organization
 

27) Starbucks stopped requiring signatures on credit-card purchases under $25 in an attempt to reduce ________.
Answer:  transaction time (or service time)
Diff: 1
Learning Outcome:  Discuss operations and operations management as a competitive advantage for the organization
 
28) ________ is the total of all outputs produced by the transformation process divided by the total of the inputs.
Answer:  Multifactor productivity
Diff: 1
Objective:  LO 1.7 Compute multifactor productivity
Learning Outcome:  Discuss operations and operations management as a competitive advantage for the organization
 
29) Productivity is the ratio of ________ to ________. Using this relationship, productivity can be improved by ________ or ________.
Answer:  outputs; inputs; reducing inputs while holding outputs constant; increasing outputs while holding inputs constant.
Diff: 2
Objective:  LO 1.6 Compute single-factor productivity
Learning Outcome:  Discuss operations and operations management as a competitive advantage for the organization
 
30) Identify the three productivity variables used in the text.
Answer:  The three common variables are labor, capital, and management.
Diff: 2
Objective:  LO 1.8 Identify the critical variables in enhancing productivity
Learning Outcome:  Discuss operations and operations management as a competitive advantage for the organization
 
31) What is a knowledge society?
Answer:  A knowledge society is one in which much of the labor force has migrated from manual work to work based on knowledge.
Diff: 2
Objective:  LO 1.8 Identify the critical variables in enhancing productivity
Learning Outcome:  Discuss operations and operations management as a competitive advantage for the organization
 

32) As the administrative manager in a law office, you have been asked to develop a system for evaluating the productivity of the 15 lawyers in the office. What difficulties are you going to have in doing this, and how are you going to overcome them?
Answer:  Productivity measures for a law office are difficult. Simple criteria, like number of cases processed, fail to consider complexity of the case. Even counting wins is difficult, as many cases are settled with some sort of compromise. External elements such as the quality of the opposing counsel and the tenacity of the opposition also make counting look rather silly.
 
Categories of cases can help (i.e., uncontested divorce, no personal injury auto case, etc.). However, many firms end up counting hours billed. This in turn leads to other problems, as noted by the number of false billing cases.
Diff: 3
AACSB:  Reflective thinking
Learning Outcome:  Discuss operations and operations management as a competitive advantage for the organization