Stevenson - Operations Management - 11e, ISBN 0073525251
Table of Contents
Chapter 01 Introduction to Operations Management
Chapter 02 Competitiveness, Strategy, and Productivity
Chapter 03 Forecasting
Chapter 04 Product and Service Design
Chapter 04S Reliability
Chapter 05 Strategic Capacity Planning for Products and Services
Chapter 05S Decision Theory
Chapter 06 Process Selection and Facility Layout
Chapter 07 Work Design and Measurement
Chapter 07S Learning Curves
Chapter 08 Location Planning and Analysis
Chapter 08S The Transportation Model
Chapter 09 Management of Quality
Chapter 10 Quality Control
Chapter 10S Acceptance Sampling
Chapter 11 Aggregate Planning and Master Scheduling
,Chapter 12 MRP and ERP
Chapter 13 Inventory Management
Chapter 14 JIT and Lean Operations
Chapter 14S Maintenance
Chapter 15 Supply Chain Management
Chapter 16 Scheduling
Chapter 17 Project Management
,Chapter 18 Management of Waiting Lines
Chapter 19 Linear Programming
Chapter 01 Introduction to Operations Management
Student:
1. Operations managers are responsible for assessing consumer wants and needs and selling and
promoting the organization's goods or services.
True False
2. Often, the collective success or failure of companies' operations functions will impact the
ability of a nation to compete with other nations.
True False
3. Companies are either producing goods or delivering services. This means that only one of the
two types of operations management strategies are used.
True False
4. Operations, marketing, and finance function independently of each other in most
organizations.
True False
5. The greater the degree of customer involvement, the more challenging the design and
management of operations.
True False
, 6. Goods vproducing vorganizations vare vnot vinvolved vin vservice
vactivities. vTrue False
7. Service voperations vrequire vadditional vinventory vbecause vof vthe vunpredictability vof
vconsumer vdemand.
True False
8. The vvalue vof voutputs vis vmeasured vby vthe vprices vcustomers vare vwilling vto vpay vfor vgoods
vor vservices.
True False
9. The vuse vof vmodels vwill vguarantee vthe vbest vpossible
vdecisions. vTrue False
10. People vwho vwork vin vthe vfield vof voperations vshould vhave vskills vthat vinclude vboth
vknowledge vand vpeople vskills.
True False
11. Assembly vlines vachieved vproductivity vbut vat vthe vexpense vof vstandard vof
vliving. vTrue False
12. The voperations vmanager vhas vprimary vresponsibility vfor vmaking voperations vsystem
vdesign vdecisions, vsuch vas vsystem vcapacity vand vlocation vof vfacilities.
True False
13. The vword v"technology" vis vused vonly vto vrefer vto v"information
vtechnology". vTrue False
Table of Contents
Chapter 01 Introduction to Operations Management
Chapter 02 Competitiveness, Strategy, and Productivity
Chapter 03 Forecasting
Chapter 04 Product and Service Design
Chapter 04S Reliability
Chapter 05 Strategic Capacity Planning for Products and Services
Chapter 05S Decision Theory
Chapter 06 Process Selection and Facility Layout
Chapter 07 Work Design and Measurement
Chapter 07S Learning Curves
Chapter 08 Location Planning and Analysis
Chapter 08S The Transportation Model
Chapter 09 Management of Quality
Chapter 10 Quality Control
Chapter 10S Acceptance Sampling
Chapter 11 Aggregate Planning and Master Scheduling
,Chapter 12 MRP and ERP
Chapter 13 Inventory Management
Chapter 14 JIT and Lean Operations
Chapter 14S Maintenance
Chapter 15 Supply Chain Management
Chapter 16 Scheduling
Chapter 17 Project Management
,Chapter 18 Management of Waiting Lines
Chapter 19 Linear Programming
Chapter 01 Introduction to Operations Management
Student:
1. Operations managers are responsible for assessing consumer wants and needs and selling and
promoting the organization's goods or services.
True False
2. Often, the collective success or failure of companies' operations functions will impact the
ability of a nation to compete with other nations.
True False
3. Companies are either producing goods or delivering services. This means that only one of the
two types of operations management strategies are used.
True False
4. Operations, marketing, and finance function independently of each other in most
organizations.
True False
5. The greater the degree of customer involvement, the more challenging the design and
management of operations.
True False
, 6. Goods vproducing vorganizations vare vnot vinvolved vin vservice
vactivities. vTrue False
7. Service voperations vrequire vadditional vinventory vbecause vof vthe vunpredictability vof
vconsumer vdemand.
True False
8. The vvalue vof voutputs vis vmeasured vby vthe vprices vcustomers vare vwilling vto vpay vfor vgoods
vor vservices.
True False
9. The vuse vof vmodels vwill vguarantee vthe vbest vpossible
vdecisions. vTrue False
10. People vwho vwork vin vthe vfield vof voperations vshould vhave vskills vthat vinclude vboth
vknowledge vand vpeople vskills.
True False
11. Assembly vlines vachieved vproductivity vbut vat vthe vexpense vof vstandard vof
vliving. vTrue False
12. The voperations vmanager vhas vprimary vresponsibility vfor vmaking voperations vsystem
vdesign vdecisions, vsuch vas vsystem vcapacity vand vlocation vof vfacilities.
True False
13. The vword v"technology" vis vused vonly vto vrefer vto v"information
vtechnology". vTrue False
