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Material Type: Exam; Professor: Favre; Class: Operations Management; Subject: Business Management; University: North Carolina State University; Term: Fall 2012;
Typology: Exams
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BUS 370 – Fall 2012 – Test 1
Directions: Fill in your name and student ID. Shade the corresponding letters and numbers on the answer sheet. For the “Special Codes” section to the left of the identification number, put the number 946768 and shade the bubbles below. Answer each question with the one best choice by marking the letter of the answer on the attached answer sheet. Each of the 25 questions is worth 4 points for a total of 100 points.
a) Operations Function b) Supply Chain c) Service Operations d) Operations Management
a) Finance Operation b) Manufacturing Operation c) Service Operation d) Accounting Operation
a) Retailers (Target) b) Capable Toys c) Electronics (microchip) Company d) Special paper (Tyvek) Company
a) Purchasing b) Logistics c) Capacity Planning d) Forecasting
a) Order Winner b) Value Index c) Order Qualifier d) Process Capability
a) Cross-structural b) Infrastructural c) Mega-structural d) Structural
a) Quality b) Time c) Flexibility d) Cost
Importance Supplier Performance HOG KAW BUL Cost 2 1 5 3 Performance 3 4 2 5 Safety 1 2 3 1
a) HOG b) KAW c) BUL d) Tie
a) Productivity b) Benchmarking c) Efficiency d) Cycle Time
Note: All prior tasks must be complete before you can collect cash
Using the data from the process map above, the reduction in maximum cycle time (in Minutes) when changing from the serial process (1 worker) to the parallel process ( workers) is:
a) 0 b) 10 c) 13 d) 15
a) Wasted Food b) Employee Retention Rate c) Profit Margin d) Customer Satisfaction
Change Oil
Inflate Tires
Check Wipers
Change Filter
Collect Cash
Maximum Time (Minutes)
10 3 2 8 2
Change Oil
Inflate Tires
Check Wipers
Change Filter
Collect Cash
The picture above depicts the following continuous improvement tool:
a) Histogram b) Check Sheet c) Fishbone Diagram d) Bar Graph
a) Conformance b) Reliability c) Aesthetics d) Value
a) Process Changes, Formal Procedures and Training b) Final Inspection c) Destroy the plates before they are shipped d) Control Charts
a) 1. b) 1. c) 2. d) (2.17, 1.17)
Day Late Deliveries Number of Observations 1 6 100 2 4 100 3 8 100 4 6 100
(Round ALL calculations to the nearest thousandth) A failure is defined as a late delivery. The following information was taken while the process was in control and producing a quality service. The upper control limit is:
a). b). c). d).
a) Network Diagram b) Critical Path Method c) Crashing d) Slack Time
Use the information below for the next 3 questions:
Duration # Weeks Activity Activity (Weeks) Predecessor(s) Crash Cost per Week Can be Crashed A 4 None N/A B 8 A $ 600 3 C 2 A $150 1 D 5 B, C N/A E 6 C $100 1 F 4 D $350 1 G 1 E N/A
a) 4 b) 6 c) 12 d) 17
a) 12 b) 13 c) 20 d) 21
a) $ 250 b) $ 700 c) $ 950 d) $ 1200
Upper control limit for X chart:
Lower control limit for X chart:
Upper control limit for R chart:
Lower control limit for R chart:
Sample proportion:
n
a p
n
Where:
n = number of observations in the sample
ai 0 if the attribute is not present for the ith observation, and 1 if it is.
Average sample proportion for an attribute:
m
p p
m
j
Where:
pj = p value for the jth sample
m = number of samples used to develop the control chart
Upper control limit for p chart:
UCLp p 3 * Sp [4-15]
Lower control limit for p chart:
LCL (^) p p 3 * Sp [4-16]
Standard deviation for attribute samples: [4-17]
n
p p S (^) p
Where:
n = size of each sample
Project Management
Earliest start time for a project activity:
ES = Latest EF for all immediate predecessors [5-1]
Earliest finish time for a project activity:
EF = ES + Activity’s duration [5-2]
Latest finish time for a project activity:
LF = Earliest LS for all immediate successors [5-3]
Latest start time for a project activity:
LS = LF – Activity’s Duration [5-4]
Slack time for a project activity:
Slack time = LS – ES [5-5]