Question 1

Decisions regarding which of the following are not part of the production process infrastructure?

Accepted Answer

B

Question 2

What are the two key components of the operations strategy of Federal Express?

Accepted Answer

Federal Express' two key components of their operations strategy are owning their own fleet of airplanes and using a sophisticated bar code technology for tracking and sorting packages. These two components enable Federal Express to provide fast and reliable delivery services.

Question 3

Decisions regarding which of the following are not part of the production process structure?

Accepted Answer

Management policies are not directly related to the production process structure, but rather are an aspect of overall corporate strategy and governance. The other options listed are all components of the production process structure.

Question 4

Which of the following competitive priorities typically requires the use of more general-purpose equipment?

Accepted Answer

Flexibility typically requires the use of more general-purpose equipment to facilitate a wider range of tasks or processes. The other competitive priorities may require more specialized equipment to optimize performance in specific areas.

Question 5

During the 1970s and 1980s, firms from which country provided the most serious competitive threat to U.S. companies?

Accepted Answer

During the 1970s and 1980s, Japan emerged as a major player in various industries such as electronics, automobiles, and steel. Japanese companies were able to produce high-quality goods at lower prices due to their efficient manufacturing methods and technological innovation. This provided a serious competitive threat to U.S. companies, leading to concerns about the decline of American manufacturing.

Question 6

What are the three primary types of technology?

Accepted Answer

The three primary types of technology are product technology (the technology used to create the product or service), process technology (the technology used to create the processes for creating the product or service), and information technology (the technology used to manage and process information).

Question 7

Which of the following is not considered one of the four broad categories of competitive priorities?

Accepted Answer

Technology is not considered one of the four broad categories of competitive priorities. The four categories are cost, quality, flexibility, and time.

Question 8

.Environmental scanning would not provide information on:

Accepted Answer

Environmental scanning focuses on external factors that can impact the organization, such as opportunities, threats, changes in technology, and global competition. Internal issues, such as an inefficient distribution system, are not part of the external environment and thus would not be included in environmental scanning. The other choices (A, C, D, E) all relate to external factors that would be included in environmental scanning.

Question 9

What term describes the process of obtaining goods or services from an outside provider?

Accepted Answer

Outsourcing is the term used to describe the process of obtaining goods or services from an outside provider. The other options (outproviding, transferization, subsourcing, and supersourcing) are not commonly-used terms in the field of outsourcing and do not accurately describe the process.

Question 10

Which of the following would not be considered a core competency that a company might have?

Accepted Answer

An inefficient distribution system would not be considered a core competency as it would hinder the company's ability to deliver products or services effectively. The other choices are all examples of core competencies that would give the company a competitive advantage in the market.

Question 11

Order winners and qualifiers:

Accepted Answer

Order winners and qualifiers can change over time due to changes in customer preferences, technology, and competition. This applies to both manufacturing and service organizations. They are not limited to responding to formal competitive bid requests and are relevant in any competitive situation. Therefore, option D is the correct answer. Option A and E are incorrect because order winners and qualifiers apply to both manufacturing and service organizations, and they are not limited to quasi-manufacturing firms. Option C is also incorrect because order winners and qualifiers can change over time.

Question 12

The process of monitoring the external environment is called what?

Accepted Answer

Environmental scanning is the term used to describe the process of monitoring the external environment. Choice A, B, and D use similar terms, but they are not the most commonly used term for this process. Choice C uses a similar term, but 'scrutiny' implies a more intense examination rather than the ongoing monitoring that environmental scanning describes.

Question 13

Which of the following is not typically considered to be a core competency?

Accepted Answer

A core competency refers to a defining capability or advantage that distinguishes an enterprise from its competitors. The mission of a company, while important, is not considered a core competency. Core competencies are more about specific capabilities or advantages in areas such as technology, workforce skills, market understanding, or facilities that a company can leverage to stand out from competitors.

Question 14

Operational efficiency is:

Accepted Answer

Operational efficiency refers to performing operations tasks well, which can result in a decrease in input requirements or an increase in output. While it may help with driving the business strategy or ensuring the right tasks are performed, these are secondary to the primary goal of performing operations tasks well.

Question 15

Once a business strategy has been developed:

Accepted Answer

Once a business strategy has been developed, the next step is to formulate an operations strategy that aligns with the overall business strategy. This involves determining the resources needed, designing processes and procedures, and setting performance goals. The other options may be important components of a business strategy, but they do not necessarily follow the development of the strategy itself.

Question 16

When making competitive priority decisions the firm:

Accepted Answer

Competitive priority decisions involve choosing which priorities to focus on, often at the expense of others. This means that trade-offs must be made between competing priorities, such as cost versus quality or speed versus customization. Therefore, the best choice is D, as the firm must make trade-off decisions when determining their competitive priorities. A, B, C, and E are not necessarily true or relevant to competitive priority decisions.

Question 17

Highly-skilled hourly workers would be most needed by companies employing which of the following competitive priorities?

Accepted Answer

Companies that prioritize flexibility would require highly-skilled hourly workers who are able to adapt to changes in demand, product design, and production processes. These workers would be able to quickly reconfigure machines and adjust production processes as needed, allowing the company to respond to changing customer needs and market conditions.

Question 18

How does Federal Express maintain its ability to compete on time during peak demand periods?

Accepted Answer

Federal Express maintains its ability to compete on time during peak demand periods by using a very flexible part-time workforce, allowing them to adjust labor capacity as needed.

Question 19

Empire West displays what by specializing in making a wide variety of products?

Accepted Answer

Empire West's specialization in making a wide variety of products suggests that the company is flexible in its operations, capable of adapting to changing demands and requirements from customers.

Question 20

Teflon is an example of what?

Accepted Answer

Teflon is a brand name for a type of non-stick coating used on cookware and other products. Therefore, it is an example of product technology.

Quiz 2: Operations Strategy and Competitiveness