MGMT 339 Exam #2 || All Solved.
Process Strategy correct answers the pattern of decisions made in managing processes so that
they will achieve their competitive priorities
Process Choice correct answers a way of structuring the process by organizing resources around
the process or organizing them around the products (Job process, batch process, line process,
continuous-flow)
Job Process correct answers a process with the flexibility needed to produce a wide variety of
products in significant quantities, with considerable divergence in the steps performed
Batch Process correct answers a process that differs from the job process with respect to volume,
variety, and quantity
Line Process correct answers a process that lies between the batch and continuous processes on
the continuum; volumes are high and products are standardized, which allows resources to be
organized around particular products
Continuous Flow correct answers the extreme end of high-volume standardized production and
rigid line flows, with production not starting and stopping for long time intervals
Variety vs. Volume correct answers the higher the variety, the lower the volume of products or
services
Flexibility vs. Efficiency correct answers Efficiency means using the minimum amount of
resources, time, and cost to produce and deliver the maximum amount of value. Flexibility
means being able to adapt to changing customer needs, preferences, and expectations, as well as
external factors, such as market conditions, competitors, regulations, or technologies.
, Make to order strategy correct answers a strategy used by manufacturers that make products to
customer specifications in low volumes
assemble-to-order strategy correct answers a strategy for producing a wide variety of products
from relatively few subassemblies and components after the customer orders are received
make-to-stock strategy correct answers a strategy that involves holding items in stock for
immediate delivery, thereby minimizing customer delivery times
Layout correct answers The physical arrangement of operations relative to each other
Customer Contact correct answers the extent to which the customer is present, is actively
involved, and receives personal attention during the service process
Customization correct answers Service level ranging from highly customized to standardized
process divergence correct answers the extent to which the process is highly customized with
considerable latitude as to how its tasks are performed
flow correct answers how the work progresses through the sequence of steps in a process
Plant within a plant (PWP) correct answers different operations within a facility with
individualized competitive priorities, processes, and workforces under the same roof
Focused Factories correct answers the result of a firm's splitting large plants that produced all the
company's products into several specialized smaller plants
Process Reengineering correct answers The fundamental rethinking and radical redesign of
business processes to achieve dramatic improvement in critical measures of performance such as
cost, quality, service, and speed.
Process Strategy correct answers the pattern of decisions made in managing processes so that
they will achieve their competitive priorities
Process Choice correct answers a way of structuring the process by organizing resources around
the process or organizing them around the products (Job process, batch process, line process,
continuous-flow)
Job Process correct answers a process with the flexibility needed to produce a wide variety of
products in significant quantities, with considerable divergence in the steps performed
Batch Process correct answers a process that differs from the job process with respect to volume,
variety, and quantity
Line Process correct answers a process that lies between the batch and continuous processes on
the continuum; volumes are high and products are standardized, which allows resources to be
organized around particular products
Continuous Flow correct answers the extreme end of high-volume standardized production and
rigid line flows, with production not starting and stopping for long time intervals
Variety vs. Volume correct answers the higher the variety, the lower the volume of products or
services
Flexibility vs. Efficiency correct answers Efficiency means using the minimum amount of
resources, time, and cost to produce and deliver the maximum amount of value. Flexibility
means being able to adapt to changing customer needs, preferences, and expectations, as well as
external factors, such as market conditions, competitors, regulations, or technologies.
, Make to order strategy correct answers a strategy used by manufacturers that make products to
customer specifications in low volumes
assemble-to-order strategy correct answers a strategy for producing a wide variety of products
from relatively few subassemblies and components after the customer orders are received
make-to-stock strategy correct answers a strategy that involves holding items in stock for
immediate delivery, thereby minimizing customer delivery times
Layout correct answers The physical arrangement of operations relative to each other
Customer Contact correct answers the extent to which the customer is present, is actively
involved, and receives personal attention during the service process
Customization correct answers Service level ranging from highly customized to standardized
process divergence correct answers the extent to which the process is highly customized with
considerable latitude as to how its tasks are performed
flow correct answers how the work progresses through the sequence of steps in a process
Plant within a plant (PWP) correct answers different operations within a facility with
individualized competitive priorities, processes, and workforces under the same roof
Focused Factories correct answers the result of a firm's splitting large plants that produced all the
company's products into several specialized smaller plants
Process Reengineering correct answers The fundamental rethinking and radical redesign of
business processes to achieve dramatic improvement in critical measures of performance such as
cost, quality, service, and speed.
