Deck 3: Process Choice and Layout Decisions in Manufacturing and Services

Question 1

A supply chain can have ________ manufacturing processes linked together across multiple partners.

A)only one type of
B)at the most two different
C)three or fewer different types of
D)four different types of

Answer 1

four different types of

Question 2

A cellular layout is another name for a functional layout.

Answer 2

False

Question 3

A manufacturing process decision affects:

A)the type of workforce needed.
B)the type of equipment needed.
C)the type of products that can be made.
D)All of the above are correct.

Answer 3

All of the above are correct.

Question 4

Batch processing is less flexible than a production line and less efficient than a job shop.

Question 5

A customer service function at an insurance firm that handles claims based on the first letter of the customer's last name is an example of applying group technology to a service operation.

Question 6

The Devon Tower graces the Oklahoma City skyline and is officially the tallest building in the state. The manufacturing process used to produce this jewel is most likely:

A)a fixed-position layout.
B)a batch manufacturing process.
C)a hybrid process.
D)a job shop.

Question 7

________ gets its name from the fact that items are moved through the different manufacturing steps in groups.

Question 8

Highly automated batch processes that can reduce the cost of making similar groups of products are:

A)functional layouts.
B)flexible manufacturing systems.
C)make-to-stock.
D)adjacent processes.

Question 9

The product-process matrix illustrates that low volume, one-of-a-kind products are ideally suited to a job shop process.

Question 10

In a supply chain, the output from an upstream process is linked to the adjacent downstream process.

Question 11

An advantage of a production line process is:

A)higher volume of output needed to justify the investment.
B)greater degree of flexibility of the process.
C)lower per unit cost of items produced on the line.
D)higher range of output typically produced on such a process.

Question 12

Which of these manufacturing processes involves products that cannot be broken into discrete units?

A)job shop
B)batch
C)production line
D)continuous flow

Question 13

A sporting apparel manufacturer that produces t-shirts to commemorate significant athletic achievements for proud students and alumni probably uses:

A)a fixed position layout.
B)batch manufacturing.
C)a continuous flow process.
D)a production line.

Question 14

The time between completions of successive units on a production line is called:

A)cycle time.
B)takt time.
C)elapsed time.
D)work time.

Question 15

A(n)________ is a highly automated batch process that can reduce the cost of making groups of similar products.

Question 16

The manufacturing process used to make a wide variety of highly customized products in quantities as small as one is a:

A)production line.
B)continuous flow process.
C)job shop.
D)batch manufacturing.

Question 17

A job shop manufacturing process is better suited to make a variety of products than a continuous flow process.

Question 18

A batch manufacturing process may be linked only to another batch manufacturing process in a supply chain.

Question 19

A product-based layout arranges resources sequentially according to the steps required to make a product.

Question 20

No manufacturing process can be best at everything.

Question 21

According to the law of variability, the ________ the random variability either demanded of the process or inherent in the process itself or in the items processed, the ________ productive the process is.

Question 22

Products that are customized only at the very end of the manufacturing process are known as:

A)make-to-stock.
B)assemble-to-order.
C)make-to-order.
D)engineer-to-order.

Question 23

Draw the product-process matrix and discuss the placement of each process type

Question 24

What is a cellular layout and what are its advantages?

Question 25

According to the law of variability, converting from an assemble-to-order to a make-to-order production process should increase productivity of the manufacturing processes.

Question 26

Make-to-stock products are typically produced using a production line.

Question 27

In stark contrast to a product layout, a(n)________ layout is better suited to environments where the process steps can change dramatically from one job or customer to the next.

Question 28

An assemble-to-order process occurs upstream from:

A)design.
B)material sourcing.
C)fabrication.
D)assembly/finishing.

Question 29

________ are products that are customized only at the very end of the manufacturing process.

Question 30

Why are process decisions important?

Question 31

________ products involve no customization but ________ products are completely customized.

Question 32

A cellular layout is essentially the opposite of a(n)________ layout.

Question 33

How can a supply chain operate with multiple different manufacturing processes linked across supply chain partners?

Question 34

The product process matrix uses a scale of ________ and ________.

Question 35

Products that use standard components but the final configuration of those components is customer-specific are known as:

A)make-to-stock.
B)assemble-to-order.
C)make-to-order.
D)engineer-to-order.

Question 36

Provide an example (other than the one offered in the text)of a supply chain composed of manufacturers using at least three different types of manufacturing processes.

Question 37

Products that use standard components, but the final configuration of those components is customer-specific, are called make-to-order products.

Question 38

Activities that take place prior to the point of customization are called upstream activities.

Question 39

"My tour of the Duff Brewery was the greatest experience of my life," Homer recalled. Lenny's favorite part was the batch process that was evident during the fermenting stage but Carl's favorite part was the high speed continuous flow process evident in the bottling line. "You're both right," Homer declared, "Duff takes both elements to create a(n)________ process."

Question 40

What are the two types of product-based layouts? What are their similarities and differences and their advantages and disadvantages compared with other types of layouts and processes?

Question 41

What are the four levels of customization and at what place does each occur in the supply chain?

Question 42

As the degree of service customization decreases, managers have more opportunity to focus on cost and productivity.

Question 43

Capability variety is the difference in how customers view an identical service outcome. What some customers might view as economical and thrifty others might view as cheap and poor value.

Question 44

The back room refers to the part of the service process where the customer is not visible to the other customers waiting for service.

Question 45

The greater the emphasis on intangible activities, the more management's attention will be directed to:

A)buildings and property.
B)training employees.
C)truck fleets.
D)material costs.

Question 46

In a service blueprint, the two layers the customer is involved with are the ________ and the ________.

Question 47

The ________ includes all the value-added physical and intangible activities that a service organization provides to the customer.

Question 48

In a service package the greater the emphasis on intangible activities is, the more critical is the training and retention of skilled employees and the development and maintenance of the firm's knowledge assets.

Question 49

A complete makeover by Jose Eber on daytime TV for an unemployed daytime TV viewer that has pretty much given up probably scores:

A)low on customization and high on intangible activities.
B)high on customer contact and high on physical activities.
C)high on customization and high on intangible activities.
D)low on customer contact and low on intangible activities.

Question 50

The point where the customer interfaces directly with the service organization is:

A)the front room.
B)the back room.
C)onstage.
D)the floor.

Question 51

Service positioning is based on the three axes of contact, customization, and cost.

Question 52

The three dimensions of service positioning are the nature of the service package, the degree of customization and the degree of customer contact.

Question 53

A mass lecture for 500 freshmen in the College of Business probably scores:

A)low on customization and high on intangible activities.
B)high on customer contact and low on intangible activities.
C)high on customization and high on intangible activities.
D)low on customer contact and low on intangible activities.

Question 54

A legal service in a corporate acquisition probably scores:

A)low on customization and high on physical activities.
B)high on customer contact and low on intangible activities.
C)high on customization and high on intangible activities.
D)low on customer contact and low on intangible activities.

Question 55

As the degree of customer contact decreases, more of the service package is provided by the ________ room.

Question 56

The service package continuum ranges from immediate to delayed.

Question 57

Define the term service package and describe management's focus for each activity.

Question 58

Service operations compete and position themselves in the marketplace based on the three dimensions - ________, ________, and ________.

Question 59

An independent study for a graduate student in the College of Business probably scores:

A)low on customization and high on intangible activities.
B)high on customer contact and low on intangible activities.
C)high on customization and high on intangible activities.
D)low on customer contact and low on intangible activities.

Question 60

In a service blueprint, the line of internal interaction falls between the customer and the onstage service provider.

Question 61

The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time and predecessor as shown in the table. They work a 7 hour day and want to produce at a rate of 360 units per day. What should their takt time be? $$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 40 & \text { A } \\\hline \text { D } & 55 & \text { B, C } \\\hline \text { E } & 40 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { F, G } \\\hline\end{array}$$

A)70 seconds
B)65 seconds
C)52 seconds
D)25 seconds

Question 62

Use this scenario for the following question(s).
The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 7.5 productive hours available in a day and the manufacturer wishes to produce 400 units. Balance the line by assigning tasks to workstations to fill up as much takt time as possible. Break ties by assigning the longest task first.
$$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 20 & \text { A } \\\hline \text { D } & 55 & \text { A } \\\hline \text { E } & 15 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { B, C, F, G } \\\hline\end{array}$$

-Refer to the scenario above. Without using more than one worker per station, what is the maximum output achievable in the 7.5 hour work day?

A)1000 units
B)1800 units
C)1258 units
D)415 units

Question 63

Use this scenario for the following question(s).
The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 7.5 productive hours available in a day and the manufacturer wishes to produce 400 units. Balance the line by assigning tasks to workstations to fill up as much takt time as possible. Break ties by assigning the longest task first.
$$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 20 & \text { A } \\\hline \text { D } & 55 & \text { A } \\\hline \text { E } & 15 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { B, C, F, G } \\\hline\end{array}$$

-Refer to the scenario above. What is the takt time?

A)53.3 seconds
B)67.5 seconds
C)75.8 seconds
D)90 seconds

Question 64

Name a service business that relies heavily on intangible activities. How does the level of intangibility fit with the degrees of contact and customization?

Question 65

Use this scenario for the following question(s).
The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 7.5 productive hours available in a day and the manufacturer wishes to produce 400 units. Balance the line by assigning tasks to workstations to fill up as much takt time as possible. Break ties by assigning the longest task first.
$$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 20 & \text { A } \\\hline \text { D } & 55 & \text { A } \\\hline \text { E } & 15 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { B, C, F, G } \\\hline\end{array}$$

-Refer to the scenario above. The process design team realizes that the potential spike in demand for this device requires increased output. They elect to add a seventh worker to their production team at the first station. What is the net effect of adding this worker?

A)Nothing-the output rate does not change.
B)The output rate increases by 20%.
C)The output rate increases by 10%.
D)The output rate increases by 5%.

Question 66

The table depicts a production line that has been balanced with a takt time of 2 minutes. What is the efficiency of this balance? $$\begin{array} { | l | c | c | c | c | c | c | } \hline \text { Workstation } & 1 & 2 & 3 & 4 & 5 & 6 \\\hline \text { Task } & \mathrm { A } , \mathrm { B } & \mathrm { C } & \mathrm { D } , \mathrm { E } , \mathrm { F } & \mathrm { G } , \mathrm { H } & \mathrm { I } & \mathrm { J } , \mathrm { K } , \mathrm { L } \\\hline \text { Time } ( \mathrm { min } ) & 1,1 & 1.8 & 1,0.5,0.4 & 0.9,0.8 & 1.8 & 0.5,0.5,0.6 \\\hline\end{array}$$

A)82.5%
B)85%
C)87.5%
D)90%

Question 67

Use this scenario for the following question(s).
The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 8 productive hours available in a day and the manufacturer wishes to produce 400 units. Use this information to answer the following question(s).
$$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \mathrm { J } & 45 & \cdots \\\hline \text { K } & 50 & \mathrm {~J} \\\hline \mathrm { L } & 40 & \mathrm {~J} \\\hline \mathrm { M } & 55 & \mathrm {~K} , \mathrm {~L} \\\hline \mathrm { N } & 40 & \mathrm { M } \\\hline \mathrm { O } & 65 & \mathrm { M } \\\hline \text { P } & 25 & \mathrm {~N} \\\hline \text { R } & 35 & \mathrm { O } , \mathrm { P } \\\hline\end{array}$$

-Refer to the scenario above. What is the theoretical minimum number of stations?

A)four
B)five
C)six
D)seven

Question 68

Name two restaurants that score differently on at least two scales in the service positioning space and provide examples of how they differ.

Question 69

Use this scenario for the following question(s).
The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 8 productive hours available in a day and the manufacturer wishes to produce 400 units. Use this information to answer the following question(s).
$$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \mathrm { J } & 45 & \cdots \\\hline \text { K } & 50 & \mathrm {~J} \\\hline \mathrm { L } & 40 & \mathrm {~J} \\\hline \mathrm { M } & 55 & \mathrm {~K} , \mathrm {~L} \\\hline \mathrm { N } & 40 & \mathrm { M } \\\hline \mathrm { O } & 65 & \mathrm { M } \\\hline \text { P } & 25 & \mathrm {~N} \\\hline \text { R } & 35 & \mathrm { O } , \mathrm { P } \\\hline\end{array}$$

-Refer to the scenario above. The manager assigns tasks to workstations and breaks ties using a longest operation heuristic. That is, if two or three tasks could be assigned to a given station, the manager assigns the longest task first and then fills in the remaining time at the workstation as completely as possible. Using this approach, what task(s)would be assigned at the fourth station?

A)N, P
B)M
C)N, O
D)O, P

Question 70

The table depicts a production line that has been balanced with a takt time of 2 minutes. What is the percent idle time of this balance? $$\begin{array} { | l | c | c | c | c | c | c | } \hline \text { Workstation } & 1 & 2 & 3 & 4 & 5 & 6 \\\hline \text { Task } & \mathrm { A } , \mathrm { B } & \mathrm { C } & \mathrm { D } , \mathrm { E } , \mathrm { F } & \mathrm { G } , \mathrm { H } & \mathrm { I } & \mathrm { J } , \mathrm { K } , \mathrm { L } \\\hline \text { Time } ( \mathrm { min } ) & 1,1 & 1.8 & 1,0.5,0.4 & 0.9,0.8 & 1.8 & 0.5,0.5,0.6 \\\hline\end{array}$$

A)5%
B)10%
C)15%
D)Cannot be determined from the information provided.

Question 71

The table depicts an production line that has been balanced with a takt time of 2 minutes. Where would you add a worker if you wanted to increase the output rate while keeping six work stations? $$\begin{array} { | l | c | c | c | c | c | c | } \hline \text { Workstation } & 1 & 2 & 3 & 4 & 5 & 6 \\\hline \text { Task } & \mathrm { A } , \mathrm { B } & \mathrm { C } & \mathrm { D } , \mathrm { E } , \mathrm { F } & \mathrm { G } , \mathrm { H } & \mathrm { I } & \mathrm { J } , \mathrm { K } , \mathrm { L } \\\hline \text { Time } ( \mathrm { min } ) & 1,1 & 1.8 & 1,0.5,0.4 & 0.9,0.8 & 1.8 & 0.5,0.5,0.6 \\\hline\end{array}$$

A)station 1
B)station 2
C)station 3
D)station 6

Question 72

Use this scenario for the following question(s).
The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 7.5 productive hours available in a day and the manufacturer wishes to produce 400 units. Balance the line by assigning tasks to workstations to fill up as much takt time as possible. Break ties by assigning the longest task first.
$$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 20 & \text { A } \\\hline \text { D } & 55 & \text { A } \\\hline \text { E } & 15 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { B, C, F, G } \\\hline\end{array}$$

-Refer to the scenario above. What task(s)should be assigned at the third workstation?

A)B and E
B)D
C)C, E, and G
D)F

Question 73

Use this scenario for the following question(s).
The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 7.5 productive hours available in a day and the manufacturer wishes to produce 400 units. Balance the line by assigning tasks to workstations to fill up as much takt time as possible. Break ties by assigning the longest task first.
$$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 20 & \text { A } \\\hline \text { D } & 55 & \text { A } \\\hline \text { E } & 15 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { B, C, F, G } \\\hline\end{array}$$

-Refer to the scenario above. What is the theoretical minimum number of stations that will be used if the line is balanced using the appropriate takt time?

A)3
B)4
C)5
D)6

Question 74

Where should a business consultant position herself on the three axes of contact, customization, and cost.

Question 75

Use this scenario for the following question(s).
The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 7.5 productive hours available in a day and the manufacturer wishes to produce 400 units. Balance the line by assigning tasks to workstations to fill up as much takt time as possible. Break ties by assigning the longest task first.
$$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 20 & \text { A } \\\hline \text { D } & 55 & \text { A } \\\hline \text { E } & 15 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { B, C, F, G } \\\hline\end{array}$$

-Refer to the scenario above. How many workstations must be added to increase the output rate to one unit per minute?

A)1
B)2
C)3
D)4

Question 76

Champion Cooling has just signed a contract to assemble window air conditioners for another company. The list of tasks, including time requirements and immediate predecessors, follows. Each task may not be shortened. Initially, the plan was to make 300 units in an eight hour day but as the summer months approach, Champion Cooling finds themselves far behind in total production. They wish to reconfigure their production line in order to produce maximum output. What should their takt time be? $$\begin{array} { | l | c | c | } \hline \text { Task } & \text { Time (min) } & \text { Predecessor } \\\hline \text { Bolt compressor to base } & 5 & \text { None } \\\hline \text { Install coils and lines } & 6 & \text { Bolt compressor to base } \\\hline \text { Install fan motor } & 7 & \text { Install coils and lines } \\\hline \text { Install switch and thermostat } & 5 & \text { Install fan motor } \\\hline \text { Charge system and test } & 10 & \text { Install switch and thermostat } \\\hline \text { Cosmetic detailing } & 7 & \text { Charge system and test } \\\hline\end{array}$$

A)5
B)6
C)7
D)10

Question 77

Which poses the greatest underlying managerial challenges - a service that is extremely high on customization, contact, and tangibility or perchance a service that is extremely low on contact, customization and tangibility? Provide an example of a service that fits each space and defend your answer.

Question 78

Define the terms front room and back room and describe the roles these processes play in service operations. What must operations managers take into consideration when setting up these two processes?

Question 79

Use this scenario for the following question(s).
The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 7.5 productive hours available in a day and the manufacturer wishes to produce 400 units. Balance the line by assigning tasks to workstations to fill up as much takt time as possible. Break ties by assigning the longest task first.
$$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \text { A } & 45 & \cdots \\\hline \text { B } & 50 & \text { A } \\\hline \text { C } & 20 & \text { A } \\\hline \text { D } & 55 & \text { A } \\\hline \text { E } & 15 & \text { D } \\\hline \text { F } & 65 & \text { D } \\\hline \text { G } & 25 & \text { E } \\\hline \text { H } & 35 & \text { B, C, F, G } \\\hline\end{array}$$

-Refer to the scenario above. The process engineer calculates the takt time and examines the task times indicated in the table. He decides to use the minimum cycle time instead and have the workers leave early each day once they have built 400 units. How much earlier would the workers leave?

A)12 minutes and 53.3 seconds
B)14 minutes and 20 seconds
C)16 minutes and 40 seconds
D)18 minutes and 15 seconds

Question 80

Use this scenario for the following question(s).
The process design team at a manufacturer has broken an assembly process into eight basic steps, each with a required time, and predecessor as shown in the table. There are 8 productive hours available in a day and the manufacturer wishes to produce 400 units. Use this information to answer the following question(s).
$$\begin{array} { | c | c | c | } \hline \text { Task } & \text { Time } ( \mathrm { sec } ) & \text { Predecessor } \\\hline \mathrm { J } & 45 & \cdots \\\hline \text { K } & 50 & \mathrm {~J} \\\hline \mathrm { L } & 40 & \mathrm {~J} \\\hline \mathrm { M } & 55 & \mathrm {~K} , \mathrm {~L} \\\hline \mathrm { N } & 40 & \mathrm { M } \\\hline \mathrm { O } & 65 & \mathrm { M } \\\hline \text { P } & 25 & \mathrm {~N} \\\hline \text { R } & 35 & \mathrm { O } , \mathrm { P } \\\hline\end{array}$$

-Refer to the scenario above. Operations managers and process engineers design a line that contains seven stations. What is the percentage of idle time?

A)21.9%
B)14.3%
C)25.6%
D)17.8%