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Exam 2: Competitiveness, Strategy, and Productivity

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Question 31

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The hierarchy and sequence of planning and decision making is: mission, organizational strategy, tactics, and operational decisions.

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Question 32

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An example of an operational operations management decision is inventory level management.

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Question 33

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Productivity tends to be only a very minor factor in an organization's ability to compete.

Product design and choice of location are examples of _______ decisions.

An example of a tactical operations management decision is determining employment levels.

Traditional strategies of business organizations have tended to emphasize cost minimization or product differentiation.

Global competition really only applies to multinational organizations.

Mission statements should be as specific as possible regarding exactly how they will be accomplished.

The weekly output of a production process is shown below, together with data for labor and material inputs. The standard inventory value of the output is $125 per unit. Overhead is charged weekly at the rate of $1,500 plus .5 times direct labor cost. Assume a 40-hour week and an hourly wage of $16. Material cost is $10 per running foot. What is the average multifactor productivity for this process? $\begin{array} { l c c c } \text { Week } & \text { Output } & \text { \# Workers } & \text { Material (ft) } \\\hline 1 & 412 & 6 & 2840 \\2 & 364 & 5 & 2550 \\3 & 392 & 5 & 2720 \\4 & 408 & 6 & 2790\end{array}$

The manager of a carpet store is trying to determine the best installation crew size. He has tried various crew sizes with the results shown below. Based on productivity, what crew size do you recommend? $\begin{array} { l c } \text { Crew Size } & \text { Yards Installed } \\\hline 2 & 716 \\4 & 1298 \\3 & 1017 \\3 & 1002 \\4 & 1278 \\2 & 702\end{array}$

Which of the following is not a key step toward improving productivity?

Time-based approaches of business organizations focus on reducing the time to accomplish certain necessary activities. Time reductions seldom apply to:

If people would only work harder, productivity would increase.

A productivity increase in one operation that does not improve overall productivity of the business is not

In the 1970s and early 1980s in the United States, organizations concentrated on:

A characteristic that was once an order winner may become an order qualifier, and vice versa.

Improving efficiency will guarantee a similar improvement in productivity.

A company has introduced a process improvement that reduces processing time for each unit; output is increased by 25 percent with less material, but one additional worker is required. Under the old process, five workers could produce 60 units per hour. Labor costs are $12/hour, and material input was previously $16/unit. For the new process, material is now $10/unit. Overhead is charged at 1.6 times direct labor cost. Finished units sell for $31 each. What increase in productivity is associated with the process improvement?

Productivity is defined as the ratio of input to output.

Increasing the service offered to the customer makes it more difficult to compete on the basis of: