OPMA 317 MIDTERM EXAM QUESTIONS AND ANSWERS OPERATIONS MANAGEMENT STUDY
GUIDE 2026/2027 | COMPLETE MIDTERM REVIEW
Process flow chart - ANS ✔✔a diagram outlining the process from start to finish to compete a
target goals, shows precedents, tasks, and time
Processing time - ANS ✔✔time to produce an order
Throughput time - ANS ✔✔the total timer required to complete a process
How does knowing capacity help (3) - ANS ✔✔customer order promising (don't over promise),
pricing/profit per unit (need to satisfy a return), inventory supplies (track required raw materials
for operation)
Bottleneck processing time - ANS ✔✔is equal to the the cycle time for the entire process
Cycle time - ANS ✔✔the time between the completion of two consecutive final steps in a
process
Bottleneck - ANS ✔✔the slowest part of the a process that constrains capacity
Capacity - ANS ✔✔the maximum production output possible in a time period
Capacity formula - ANS ✔✔= Total Time/Cycle Time
Capacity calculation with warm-up - ANS ✔✔must delay the start time by the warm up period
then determine the capacity over the post warm up period
,Offering a discount - ANS ✔✔only offer a discount if it can help the bottleneck because the only
"savings" is slack time
Risks considered in OPMA - ANS ✔✔legal, financial, organizational, and technical
Make-to-order - ANS ✔✔customer specific production that is personalized and delivered upon
ordering
Assemble-to-order - ANS ✔✔half outsourcing to standardize production and half customer
specific production, includes "postponement"
Make-to-stock - ANS ✔✔outsource entire process to have fully standardized production
Consideration for increasing capacity (2) - ANS ✔✔magnitude of demand and incremental cash
flow, increasing capacity also creates a new bottleneck
What is true about cycle time - ANS ✔✔it is the process time for the slowest step and it is the
time between completion of two consecutive orders
OPMA Majors % - ANS ✔✔8.6%, third highest concentration
Operations and supply chain management - ANS ✔✔design, operation, and improvement of the
systems that create and deliver goods and services. Follows source, make, and deliver
Operations - ANS ✔✔manufacturing and service processes that use an organization's resources
to transform inputs into outputs
Supply chain management - ANS ✔✔processes that move information and material to and from
the operations processes where transformation occurs
, S&O transformation examples - ANS ✔✔physical (manufacturing), locational (logistics),
physiological (healthcare), informational (telecom)
Cross functional integration - ANS ✔✔financing the capital expenditures, budgeting, and
accounting for the related expenses, human resource considerations, information system
requirements, marketing and public relations, legal, etc.
Triple bottom line - ANS ✔✔increasing focus on economic prosperity (profit), environmental
stewardship (planet), and social responsibility (people)
OPMA addressing the triple bottom line - ANS ✔✔profit through efficiency, planet through
logistics, and people through suppliers. Operations and SCM has the largest direct impact
Why would a supply chain focus on outsourcing - ANS ✔✔time to market (speed), materials,
employee knowledge/experience, and to secure different segment sales
Outside factors for linking with customers and suppliers transformation process - ANS
✔✔purchasing, marketing, finance, human resources
Factors enabling global competition - ANS ✔✔technology (info./comm.), transportation
infrastructure, newly industrialized countries, and free trade
OMs contributions to society - ANS ✔✔higher standard of living (higher productivity = lower
price goods = more discretionary income), better quality of goods and services (six sigma),
sustainable growth (environmentally friendly), and improved working conditions (automation of
mundane tasks)
Is WalMart goods-producing or service producing - ANS ✔✔service producing (service retail
trade)
GUIDE 2026/2027 | COMPLETE MIDTERM REVIEW
Process flow chart - ANS ✔✔a diagram outlining the process from start to finish to compete a
target goals, shows precedents, tasks, and time
Processing time - ANS ✔✔time to produce an order
Throughput time - ANS ✔✔the total timer required to complete a process
How does knowing capacity help (3) - ANS ✔✔customer order promising (don't over promise),
pricing/profit per unit (need to satisfy a return), inventory supplies (track required raw materials
for operation)
Bottleneck processing time - ANS ✔✔is equal to the the cycle time for the entire process
Cycle time - ANS ✔✔the time between the completion of two consecutive final steps in a
process
Bottleneck - ANS ✔✔the slowest part of the a process that constrains capacity
Capacity - ANS ✔✔the maximum production output possible in a time period
Capacity formula - ANS ✔✔= Total Time/Cycle Time
Capacity calculation with warm-up - ANS ✔✔must delay the start time by the warm up period
then determine the capacity over the post warm up period
,Offering a discount - ANS ✔✔only offer a discount if it can help the bottleneck because the only
"savings" is slack time
Risks considered in OPMA - ANS ✔✔legal, financial, organizational, and technical
Make-to-order - ANS ✔✔customer specific production that is personalized and delivered upon
ordering
Assemble-to-order - ANS ✔✔half outsourcing to standardize production and half customer
specific production, includes "postponement"
Make-to-stock - ANS ✔✔outsource entire process to have fully standardized production
Consideration for increasing capacity (2) - ANS ✔✔magnitude of demand and incremental cash
flow, increasing capacity also creates a new bottleneck
What is true about cycle time - ANS ✔✔it is the process time for the slowest step and it is the
time between completion of two consecutive orders
OPMA Majors % - ANS ✔✔8.6%, third highest concentration
Operations and supply chain management - ANS ✔✔design, operation, and improvement of the
systems that create and deliver goods and services. Follows source, make, and deliver
Operations - ANS ✔✔manufacturing and service processes that use an organization's resources
to transform inputs into outputs
Supply chain management - ANS ✔✔processes that move information and material to and from
the operations processes where transformation occurs
, S&O transformation examples - ANS ✔✔physical (manufacturing), locational (logistics),
physiological (healthcare), informational (telecom)
Cross functional integration - ANS ✔✔financing the capital expenditures, budgeting, and
accounting for the related expenses, human resource considerations, information system
requirements, marketing and public relations, legal, etc.
Triple bottom line - ANS ✔✔increasing focus on economic prosperity (profit), environmental
stewardship (planet), and social responsibility (people)
OPMA addressing the triple bottom line - ANS ✔✔profit through efficiency, planet through
logistics, and people through suppliers. Operations and SCM has the largest direct impact
Why would a supply chain focus on outsourcing - ANS ✔✔time to market (speed), materials,
employee knowledge/experience, and to secure different segment sales
Outside factors for linking with customers and suppliers transformation process - ANS
✔✔purchasing, marketing, finance, human resources
Factors enabling global competition - ANS ✔✔technology (info./comm.), transportation
infrastructure, newly industrialized countries, and free trade
OMs contributions to society - ANS ✔✔higher standard of living (higher productivity = lower
price goods = more discretionary income), better quality of goods and services (six sigma),
sustainable growth (environmentally friendly), and improved working conditions (automation of
mundane tasks)
Is WalMart goods-producing or service producing - ANS ✔✔service producing (service retail
trade)
