Deck 10: Capacity Management

Question 1

The traditional operations management definition of throughput is:

A) the average number of goods or services completed per time period by a process.
B) anything in an organization that limits it from moving toward its goal.
C) associated with the capacity of a resource such as a machine, employee, or workstation.
D) a physical activity in which idle capacity exists.

Answer 1

the average number of goods or services completed per time period by a process.

Question 2

Magnira Hotels is a leading chain of hotels. Its managers reserve 30% of the rooms available only to the members of its club. They also provide the rooms at subsidized prices to these members. In this scenario, which of the following components of revenue management system is most likely used by Magnira Hotels

A) Investment
B) Allocation
C) Capacity expansion
D) Capacity sharing

Answer 2

Allocation

Question 3

The Theory of Constraints focuses on eliminating all bottleneck activities in a process.

Answer 3

False

Question 4

In the context of strategies for expanding capacity, which of the following statements is true of one large capacity increase

A) This strategy aims to match capacity additions with demand as closely as possible.
B) An advantage of using this strategy is that the fixed costs of construction and operating system setup need to be incurred only once.
C) This strategy waits until demand has increased to a point where additional capacity is necessary.
D) When this strategy is used, there is always excess capacity and safety capacity to meet unexpected demand from large orders is provided.

Question 5

Offering complementary goods or services is an example of a short-term capacity strategy.

Question 6

Unlike a focused factory, an unfocused factory is characterized by:

A) a few key products.
B) particular market segments.
C) identical people skills.
D) dissimilar product lines.

Question 7

Diseconomies of scale are known as the capacity cushion.

Question 8

In the Theory of Constraints, constraints determine the throughput of a facility.

Question 9

A doctor's office charges no-show patients $30 if they do not cancel their appointment 24 hours prior to the appointment. In this scenario, which of the following can be used by the doctor's office to handle the risk of idle service capacity

A) A capacity straddle strategy
B) A capacity lag strategy
C) A revenue management system
D) A pull system

Question 10

_____ occur when the average unit cost of a good or service begins to increase as the capacity and/or volume of throughput increases.

A) Economies of scale
B) Diseconomies of scale
C) Demand lags
D) Nonphysical constraints

Question 11

Scorla Corp. is an apparel manufacturing factory. Its average resource utilization per year is calculated as 70%. The average safety capacity of Scorla Corp. is _____.

A) 20%
B) 30%
C) 40%
D) 50%

Question 12

In a revenue management system, forecasting, allocation, overbooking, and pricing must work in unison if the objective is to:

A) manage a nonperishable asset.
B) meet the future demand of goods and services.
C) determine the single price that needs to be charged to all customers.
D) maximize the revenue generated by a perishable asset.

Question 13

Average safety capacity (%) is computed using the formula:

A) Average resource utilization (%) -100%.
B) 100% - Average resource utilization (%).
C) [Maximum safety capacity (%) + Minimum safety capacity (%)]/2.
D) 100% - Maximum resource utilization (%).

Question 14

Avexim Pharmaceutical Laboratories is an international group of companies that manufactures an antiepileptic prescription drug in huge volumes. The setup time for manufacturing the drug is 75 minutes, the processing time is 8 minutes, and the order size is 700 units. In this case, which of the following is the total time required to meet the given production volume

A) 968 minutes
B) 1300 minutes
C) 4275 minutes
D) 5675 minutes

Question 15

The ideas and methods surrounding a revenue management system are often called yield management.

Question 16

Harlose Suits owns more equipment than required for manufacturing goods during periods of regular demand in order to tackle sudden demand surges. It also has a certain reserve of produced goods to tackle material shortages. In this case, the reserve of equipment and produced goods are examples of _____.

A) a physical constraint
B) the capacity cushion
C) overbooking
D) capacity straddle

Question 17

Long-term capacity decisions usually involve adjusting schedules or staffing levels.

Question 18

Which of the following is a way to manage capacity by shifting and stimulating demand

A) Adding peripheral goods and/or services
B) Adding or sharing equipment
C) Changing labor schedules
D) Changing labor skill mix

Question 19

Greyon Spinning Mills Inc. owns 600 spinning machines. Out of these, only 500 are used in a given year. Given this information, the utilization of spinning machines at Greyon Spinning Mills Inc. is _____.

A) 0.75
B) 0.83
C) 1
D) 1.2

Question 20

A work order is a specification of work to be performed for a customer or a client.

Question 21

A__________consists of dynamic methods to forecast demand, allocate perishable assets across market segments, decide when to overbook and by how much, and determine what price to charge different customer classes.

A) focused factory
B) work order
C) revenue management system
D) nonbottleneck work activity

Question 22

A__________matches capacity additions with demand as closely as possible.

A) capacity lag strategy
B) capacity straddle strategy
C) capacity lead strategy
D) capacity reduction strategy

Question 23

Which of the following statements is true of a work order

A) It is also called the capacity cushion.
B) It includes processing requirements for a type of work.
C) It cannot be defined for services.
D) It does not include resources needed for a type of work.

Question 24

__________are achieved when the average unit cost of a good or service decreases as the capacity and/or volume of throughput increases.

A) Unfocused factories
B) Safety capacities
C) Diseconomies of scale
D) Economies of scale

Question 25

The earliest revenue management systems focused solely on__________.

A) forecasting
B) overbooking
C) allocation
D) pricing

Question 26

Which of the following is a way to manage capacity by adjusting short-term capacity levels

A) Varying the price of goods or services
B) Adding peripheral goods and/or services
C) Providing reservations
D) Shifting work to slack periods

Question 27

Blyrie Inc., a sports goods manufacturing company, follows a policy that involves manufacturing only when the demand exceeds the amount of goods already manufactured. Given this information, Blyrie Inc. most likely uses a _____ to expand its capacity.

A) capacity lead strategy
B) capacity reduction strategy
C) capacity straddle strategy
D) capacity lag strategy

Question 28

In service industries, capacity is often viewed as the _____.

A) minimum rate of output per unit time
B) units of resource availability
C) amount of setup time
D) amount of overtime scheduled

Question 29

A _____ is a strategy for expanding capacity that waits until demand has increased to a point where additional capacity is necessary.

A) capacity lag strategy
B) capacity lead strategy
C) capacity reduction strategy
D) capacity match strategy

Question 30

Nonbottleneck management principles differ from bottleneck management principles because according to nonbottleneck management principles, _____.

A) idle time is acceptable if there is no work to do
B) an hour lost at a nonbottleneck resource is an hour lost for the entire process or factory output
C) large order sizes should be used to minimize setup time and maximize resource utilization
D) the input should always exceed the capacity

Question 31

At Rues and West Bros., a spare parts manufacturing company, the most important competitive priority is quality. Only a few key spare parts are produced using similar process designs. In this scenario, Rues and West Bros. _____.

A) is a focused factory
B) has no throughput
C) is an unfocused factory
D) uses a mass customization strategy

Question 32

In the Theory of Constraints, a__________is one that effectively limits the capacity of the entire process.

A) nonbottleneck activity
B) bottleneck work activity
C) nonphysical activity
D) core process activity

Question 33

Lumeris Inc., an automobile manufacturer, has an inflexible work schedule and requires its workers to work nine hours a day and six days a week. Its laborers do not have adequate skills to perform their job efficiently. The inflexible work schedule and inadequate labor skills are examples of _____.

A) physical constraints
B) nonphysical constraints
C) bottleneck activities
D) work orders

Question 34

Which of the following statements is true of setup time

A) It is independent of order size for manufacturing work orders.
B) It varies with the volume of work orders.
C) It is the most insignificant part of total system capacity.
D) It is usually the same for manufacturing and service-providing applications.