OPMT 303 UPDATED ACTUAL QUESTIONS AND CORRECT
ANSWERS
Question:
1. Which of the following statements concerning the development of operations' functional mission,
objectives, and strategies is correct?
(a) Strategic operational choices such as make versus buy or handcrafted versus machine-made specify
how operations objectives will be achieved.
(b) Functional-level operations and strategies are determined prior to corporate objectives and strategies.
(c) It is common for many different types of operations to use a common or similar set of business
strategies.
(d) Operations objectives represent a plan for achieving operations strategies.
Answer:
(a) Strategic operational choices such as make versus buy or handcrafted versus machine-made specify
how operations objectives will be achieved.
Question:
2. A global corporation has which of the following characteristics?
(a) A separate subsidiary or division for each country where it does business
(b) Demand based on a worldwide versus a local basis.
(c) Products designed for each individual marketplace
(d) Both a separate subsidiary or division for each country where it does business and products designed
for each individual marketplace
Answer:
(b) Demand based on a worldwide versus a local basis.
Question:
3. Which of the following statements about operations objectives is NOT true?
(a) Focusing attention on improving quality frequently results in lower costs.
(b) Reducing costs often causes improvement in quality.
(c) Each of the operations objectives can be improved nearly simultaneously.
(d) Reducing the time necessary to produce and deliver a product will result in greater flexibility.
Answer:
(b) Reducing costs often causes improvement in quality.
Question:
4. Which of the following should be the first step as operations embarks on a sustainability initiative?
(a) Work with suppliers to reduce input waste.
(b) Focus on reducing energy consumption.
(c) Measure the environmental impact of current operations.
(d) None of the choices are correct.
Answer:
(c) Measure the environmental impact of current operations.
,Question:
5. Which of the following market conditions is best suited by a differentiation strategy?
(a) price sensitivity
(b) mature market
(c) product features sensitivity
(d) high demand
Answer:
(c) product features sensitivity
Question:
6. An example under the capacity area of strategic decisions in operations would be
(a) centralized or decentralized warehouse.
(b) one large or several small facilities.
(c) handmade or machine-made.
(d) high levels or low levels of inventory.
Answer:
(b) one large or several small facilities.
Question:
7. Which of the following is NOT a characteristic of a distinctive competence?
(a) could be based on human resources that are difficult to imitate
(b) could be based on proprietary technology
(c) cannot be copied easily
(d) All of these are characteristics of distinctive competence.
Answer:
(d) All of these are characteristics of distinctive competence.
Question:
8. Which of the following is NOT a characteristic of a global corporation?
(a) Facilities and plants are located on a country-by-country basis.
(b) Global product design and process technology are used.
(c) Logistics and inventory control systems are global in nature.
(d) The corporation is organized into divisions that have global responsibility for the marketing, R&D, and
operations functions.
Answer:
(a) Facilities and plants are located on a country-by-country basis.
Question:
9. According to Michael Porter, the generic types of business strategies include
(a) differentiation, low cost, focus.
(b)high price, high quality, fast delivery.
(c) focus, quality, imitation.
(d) All of these choices are correct.
Answer:
(a) differentiation, low cost, focus.
, Question:
10. Which of the following is NOT an example of an operations distinctive competence?
(a) the ability to make pints of ice cream with a solid chocolate core
(b) the ability to make airplane wings out of composite materials
(c) the ability of a chiropractic clinic to achieve a 99.5 percent customer approval rating
(d) the ability to meet with doctors individually to introduce them to new products
Answer:
(d) the ability to meet with doctors individually to introduce them to new products
Question:
11. The common objectives of operations are
(a) quality, delivery, cost, and innovation.
(b) quality, cost, flexibility, and agility.
(c) quality, cost, delivery, and flexibility.
(d) cost, quality, capacity, and flexibility.
Answer:
(c) quality, cost, delivery, and flexibility.
Question:
12. This includes producing and delivering goods and services that customers want while maintaining the
natural environmental along with the social and financial viability of the firm for future generations.
(a) environmental sustainability
(b) social sustainability
(c) economic sustainability
(d) sustainable operations
Answer:
(d) sustainable operations
Question:
13. Which of the following statements about the development of operations function mission, objectives,
and strategies is FALSE?
(a) Operations objectives and strategies provide both short-term and long-term decision making focus and
direction.
(b) In the development of an operations strategy, it is essential that operations objectives of cost, quality,
delivery dependability, and flexibility are all equally weighted due to their equal importance.
(c) Examples of internal factors, which should be examined in the development of operations strategies,
include product line considerations, the condition of existing equipment, and current facility capacities.
(d) An organization's mission, distinctive competence, objectives, and strategic decisions comprise the
organization's strategy.
Answer:
(b) In the development of an operations strategy, it is essential that operations objectives of cost, quality,
delivery dependability, and flexibility are all equally weighted due to their equal importance.
ANSWERS
Question:
1. Which of the following statements concerning the development of operations' functional mission,
objectives, and strategies is correct?
(a) Strategic operational choices such as make versus buy or handcrafted versus machine-made specify
how operations objectives will be achieved.
(b) Functional-level operations and strategies are determined prior to corporate objectives and strategies.
(c) It is common for many different types of operations to use a common or similar set of business
strategies.
(d) Operations objectives represent a plan for achieving operations strategies.
Answer:
(a) Strategic operational choices such as make versus buy or handcrafted versus machine-made specify
how operations objectives will be achieved.
Question:
2. A global corporation has which of the following characteristics?
(a) A separate subsidiary or division for each country where it does business
(b) Demand based on a worldwide versus a local basis.
(c) Products designed for each individual marketplace
(d) Both a separate subsidiary or division for each country where it does business and products designed
for each individual marketplace
Answer:
(b) Demand based on a worldwide versus a local basis.
Question:
3. Which of the following statements about operations objectives is NOT true?
(a) Focusing attention on improving quality frequently results in lower costs.
(b) Reducing costs often causes improvement in quality.
(c) Each of the operations objectives can be improved nearly simultaneously.
(d) Reducing the time necessary to produce and deliver a product will result in greater flexibility.
Answer:
(b) Reducing costs often causes improvement in quality.
Question:
4. Which of the following should be the first step as operations embarks on a sustainability initiative?
(a) Work with suppliers to reduce input waste.
(b) Focus on reducing energy consumption.
(c) Measure the environmental impact of current operations.
(d) None of the choices are correct.
Answer:
(c) Measure the environmental impact of current operations.
,Question:
5. Which of the following market conditions is best suited by a differentiation strategy?
(a) price sensitivity
(b) mature market
(c) product features sensitivity
(d) high demand
Answer:
(c) product features sensitivity
Question:
6. An example under the capacity area of strategic decisions in operations would be
(a) centralized or decentralized warehouse.
(b) one large or several small facilities.
(c) handmade or machine-made.
(d) high levels or low levels of inventory.
Answer:
(b) one large or several small facilities.
Question:
7. Which of the following is NOT a characteristic of a distinctive competence?
(a) could be based on human resources that are difficult to imitate
(b) could be based on proprietary technology
(c) cannot be copied easily
(d) All of these are characteristics of distinctive competence.
Answer:
(d) All of these are characteristics of distinctive competence.
Question:
8. Which of the following is NOT a characteristic of a global corporation?
(a) Facilities and plants are located on a country-by-country basis.
(b) Global product design and process technology are used.
(c) Logistics and inventory control systems are global in nature.
(d) The corporation is organized into divisions that have global responsibility for the marketing, R&D, and
operations functions.
Answer:
(a) Facilities and plants are located on a country-by-country basis.
Question:
9. According to Michael Porter, the generic types of business strategies include
(a) differentiation, low cost, focus.
(b)high price, high quality, fast delivery.
(c) focus, quality, imitation.
(d) All of these choices are correct.
Answer:
(a) differentiation, low cost, focus.
, Question:
10. Which of the following is NOT an example of an operations distinctive competence?
(a) the ability to make pints of ice cream with a solid chocolate core
(b) the ability to make airplane wings out of composite materials
(c) the ability of a chiropractic clinic to achieve a 99.5 percent customer approval rating
(d) the ability to meet with doctors individually to introduce them to new products
Answer:
(d) the ability to meet with doctors individually to introduce them to new products
Question:
11. The common objectives of operations are
(a) quality, delivery, cost, and innovation.
(b) quality, cost, flexibility, and agility.
(c) quality, cost, delivery, and flexibility.
(d) cost, quality, capacity, and flexibility.
Answer:
(c) quality, cost, delivery, and flexibility.
Question:
12. This includes producing and delivering goods and services that customers want while maintaining the
natural environmental along with the social and financial viability of the firm for future generations.
(a) environmental sustainability
(b) social sustainability
(c) economic sustainability
(d) sustainable operations
Answer:
(d) sustainable operations
Question:
13. Which of the following statements about the development of operations function mission, objectives,
and strategies is FALSE?
(a) Operations objectives and strategies provide both short-term and long-term decision making focus and
direction.
(b) In the development of an operations strategy, it is essential that operations objectives of cost, quality,
delivery dependability, and flexibility are all equally weighted due to their equal importance.
(c) Examples of internal factors, which should be examined in the development of operations strategies,
include product line considerations, the condition of existing equipment, and current facility capacities.
(d) An organization's mission, distinctive competence, objectives, and strategic decisions comprise the
organization's strategy.
Answer:
(b) In the development of an operations strategy, it is essential that operations objectives of cost, quality,
delivery dependability, and flexibility are all equally weighted due to their equal importance.
