运营管理 考试题库krajewskiom9tif06文档格式.docx
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运营管理 考试题库krajewskiom9tif06文档格式.docx
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Keywords:
capacity,maximumoutputrate
2.Capacitydecisionsshouldbemadeseparatefromstrategicdecisions.
False
Introduction
Moderate
capacitydecision,strategicdecisions
3.Capacitycanbeexpressedbyoutputorinputmeasures.
PlanningLong-TermCapacity
capacity,inputmeasures,outputmeasures
4.Inputmeasuresofcapacityareinherentlymoreaccuratethanoutputmeasuresofcapacity.
inputmeasures,outputmeasures,capacity
5.Utilizationisthedegreetowhichequipment,space,orlaboriscurrentlybeingused.
utilization,equipmentused,spaceused,laborused
6.Onereasoneconomiesofscaledrivedowncostisthespreadingoffixedcosts.
economiesofscale,fixedcost
7.
Economiesofscaledrivedowncosteventhoughthecostofpurchasedmaterialscanbeexpectedtoincrease.
economiesofscale,purchasedmaterialscost
8.Diseconomiesofscaleisaconceptthatstatesthattheaverageunitcostofaserviceorgoodcanbereducedbyincreasingitsoutputrate.
diseconomiesofscale,averageunitcost,outputrate
9.Acapacitycushionistheamountofinventorythatafirmmaintainstohandlesuddenincreasesindemandortemporarylossofproductioncapacity.
CapacityTimingandSizingStrategies
capacitycushion
10.Alargercapacitycushionmayberequiredduetovariationindemand,changingproductmix,orsupplyuncertainty.
capacitycushion,variationindemand,changingproductmix,supplyuncertainty
11.Asmallercapacitycushionmayberequiredifaprocessishighlycapitalintensive.
capacitycushion,capitalintensity
12.Alargercapacitycushioncanhelpfirmsuncoverprocessinefficiencies,sotheycanfindwaystocorrectthem.
capacitycushion,processinefficiencies
13.Capacitycushionsmaybeloweredifcompaniessmooththeoutputratebyraisingpriceswheninventoryislowanddecreasingpriceswhenitishigh.
capacitycushion,outputrate,changesinpricing,inventorylevels
14.
Anexpansionistcapacitystrategyinvolveslarge,infrequentjumpsincapacity,whereawait-and-seestrategyinvolvessmaller,morefrequentjumps.
expansioniststrategy,wait-and-seestrategy,sizeandtimingofcapacityincreases
15.Await-and-seecapacitystrategyminimizesthechancesoflostsalesduetoinsufficientcapacity.
expansioniststrategy,lostsales,insufficientcapacity
16.Afirmmaypreempttheexpansionofcompetitivefirmsbyusinganexpansionistcapacitystrategyandannouncingalargecapacityexpansion.
expansioniststrategy,capacityexpansion
17.Anexpansionistcapacitystrategyminimizestherisksofoverexpansionduetooverlyoptimisticdemandforecasts.
wait-and-seestrategy,overexpansion,demandforecasts
18.Aprocess’scapacityrequirementstatesthefutureprocesscapacityneededtomeetprojectedcustomerdemands,andincludesanallowanceforthedesiredcapacitycushion.
ASystematicApproachtoLong-TermCapacityDecisions
capacityrequirement,customerdemand,capacitycushion
19.Aplanninghorizonisdefinedastheperiodbeyondwhichthecompanydoesnothavecustomerorders.
ASystematicApproachtoLong-termCapacityDecisions
timehorizon
20.Outputmeasuresareusedforestimatingcapacityrequirementswhenproductvarietyandprocessdivergencearehigh.
inputmeasures,capacityrequirements,productvariety,processdivergence
21.
Whenafirmmakesalong-termcapacitydecision,selectingthebasecasealternativemeansdoingnothingandlosingordersfromanydemandthatexceedscurrentcapacity,orincurringcostsduetoexcesscapacity.
basecasealternative,capacitydecisions,capacity
22.Waitinglinemodelsareoftenusedforcapacityplanning.
ToolsforCapacityPlanning
waitinglinemodels,capacityplanning
MULTIPLECHOICE
23.Long-termcapacityplansdealwith:
a.investmentsinnewfacilities.
b.workforcesize.
c.inventories.
d.overtimebudgets.
a
long-termcapacity,newfacilities
24.Long-termcapacitydecisionsthatconfrontmanagersincludeallofthefollowingexcept:
a.capitalequipment.
b.additionalland.
c.buildings.
d.workforcesize.
d
CapacityPlanningOverLongerTimeHorizons
long-termcapacity
25.Regardingthemeasurementofcapacity,whenafirmprovidesarelativelysmallnumberofstandardizedproductsandservices:
a.capacitycannotbedeterminedreliably.
b.inputmeasuresaretypicallyused.
c.outputmeasuresaretypicallyused.
d.utilizationbecomesequaltocapacity.
c
outputmeasure,capacity
26.
Inputmeasuresincludesuchmetricsas:
a.thenumberofcustomersservedperhour.
b.thenumberoftrucksproducedperday.
c.thenumberofmachinehoursavailable.
d.thenumberofbillsprocessedinaweek.
inputmeasure,capacity
27.Thedegreetowhichequipment,space,orlaborisbeingusediscommonlyreferredtoas:
a.capacity.
b.output.
c.utilization.
d.cushion.
utilization,capacity
28.Amanufacturingplantiscapableofproducing10tonsofproductperdaywhenrunthreeshiftswithnobreakdownsandplentyofrawmaterials.Overthepastweek,theplanthasproducedanaverageof7.3tonsperdaybecausethethirdshifthasdevotedmuchoftheirtimetopreventivemaintenance.Whatistheutilizationoftheplant?
a.10tons/day
b.7.3tons/day
c.137%
d.73%
29.Amanufacturingplantiscapableofproducing10tonsofproductperdaywhenrunthreeshiftswithnobreakdownsandplentyofrawmaterials.Overthepastweek,theplanthasproducedanaverageof7.3tonsperdaysincethethirdshifthasdevotedmuchoftheirtimetopreventivemaintenance.Whatisthecapacityoftheplant?
c.73%
d.137%
30.
Alumbermilliscapableofproducing10,000boardfeetoflumberperdaywhenruntenhoursperdaywithminimalbreaks.Overthepastyear,forestrylegislationhasreducedtheavailabilityofrawmaterials,sothemillhasproducedanaverageof4,575boardfeetperday.Whatisthecapacityoftheplant?
a.4,575boardfeet/day
b.10,000boardfeet/day
c.45.75%
d.219%
b
31.Alumbermilliscapableofproducing10,000boardfeetoflumberperdaywhenruntenhoursperdaywithminimalbreaks.Overthepastyear,forestrylegislationhasreducedtheavailabilityofrawmaterials,sothemillhasproducedanaverageof4,575boardfeetperday.Whatistheutilizationoftheplant?
c.219%
d.45.75%
32.Thetransitionfromeconomiesofscaletodiseconomiesofscale:
a.ismorelikelytooccurinaserviceoperation.
b.ismorelikelytooccurinamanufacturingoperation.
c.ismorelikelytooccurwhenutilizationislow.
d.containsthepointatwhichaverageunitcostsareattheirlowest.
economiesofscale,diseconomiesofscale
33.Large,infrequentjumpsincapacityarecharacteristicofcompaniesthat:
a.haveanexpansioniststrategy.
b.haveawait-and-seestrategy.
c.havelowutilization.
d.havehighutilization.
CapacityT
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