运营管理 考试题库krajewskiom9tif06.docx

1、运营管理 考试题库krajewskiom9tif06Chapter6Capacity PlanningTRUE/FALSE1. Capacity is the maximum rate of output of a process.Answer: TrueReference: IntroductionDifficulty: EasyKeywords: capacity, maximum output rate2. Capacity decisions should be made separate from strategic decisions.Answer: FalseReference:

2、 Introduction Difficulty: ModerateKeywords: capacity decision, strategic decisions3. Capacity can be expressed by output or input measures.Answer: TrueReference: Planning Long-Term CapacityDifficulty: ModerateKeywords: capacity, input measures, output measures4. Input measures of capacity are inhere

3、ntly more accurate than output measures of capacity.Answer: FalseReference: Planning Long-Term CapacityDifficulty: ModerateKeywords: input measures, output measures, capacity5. Utilization is the degree to which equipment, space, or labor is currently being used.Answer: TrueReference: Planning Long-

4、Term CapacityDifficulty: EasyKeywords: utilization, equipment used, space used, labor used6. One reason economies of scale drive down cost is the spreading of fixed costs.Answer: TrueReference: Planning Long-Term CapacityDifficulty: ModerateKeywords: economies of scale, fixed cost7. Economies of sca

5、le drive down cost even though the cost of purchased materials can be expected to increase. Answer: FalseReference: Planning Long-Term CapacityDifficulty: ModerateKeywords: economies of scale, purchased materials cost 8. Diseconomies of scale is a concept that states that the average unit cost of a

6、service or good can be reduced by increasing its output rate. Answer: FalseReference: Planning Long-Term CapacityDifficulty: EasyKeywords: diseconomies of scale, average unit cost, output rate 9. A capacity cushion is the amount of inventory that a firm maintains to handle sudden increases in demand

7、 or temporary loss of production capacity.Answer: FalseReference: Capacity Timing and Sizing StrategiesDifficulty: ModerateKeywords: capacity cushion10. A larger capacity cushion may be required due to variation in demand, changing product mix, or supply uncertainty. Answer: TrueReference: Capacity

8、Timing and Sizing StrategiesDifficulty: ModerateKeywords: capacity cushion, variation in demand, changing product mix, supply uncertainty 11. A smaller capacity cushion may be required if a process is highly capital intensive.Answer: TrueReference: Capacity Timing and Sizing StrategiesDifficulty: Mo

9、derateKeywords: capacity cushion, capital intensity 12. A larger capacity cushion can help firms uncover process inefficiencies, so they can find ways to correct them.Answer: FalseReference: Capacity Timing and Sizing StrategiesDifficulty: ModerateKeywords: capacity cushion, process inefficiencies 1

10、3. Capacity cushions may be lowered if companies smooth the output rate by raising prices when inventory is low and decreasing prices when it is high.Answer: TrueReference: Capacity Timing and Sizing StrategiesDifficulty: ModerateKeywords: capacity cushion, output rate, changes in pricing, inventory

11、 levels 14. An expansionist capacity strategy involves large, infrequent jumps in capacity, where a wait-and-see strategy involves smaller, more frequent jumps. Answer: TrueReference: Capacity Timing and Sizing StrategiesDifficulty: ModerateKeywords: expansionist strategy, wait-and-see strategy, siz

12、e and timing of capacity increases 15. A wait-and-see capacity strategy minimizes the chances of lost sales due to insufficient capacity. Answer: FalseReference: Capacity Timing and Sizing StrategiesDifficulty: ModerateKeywords: expansionist strategy, lost sales, insufficient capacity 16. A firm may

13、 preempt the expansion of competitive firms by using an expansionist capacity strategy and announcing a large capacity expansion. Answer: TrueReference: Capacity Timing and Sizing StrategiesDifficulty: ModerateKeywords: expansionist strategy, capacity expansion 17. An expansionist capacity strategy

14、minimizes the risks of overexpansion due to overly optimistic demand forecasts. Answer: FalseReference: Capacity Timing and Sizing StrategiesDifficulty: ModerateKeywords: wait-and-see strategy, overexpansion, demand forecasts 18. A processs capacity requirement states the future process capacity nee

15、ded to meet projected customer demands, and includes an allowance for the desired capacity cushion.Answer: TrueReference: A Systematic Approach to Long-Term Capacity DecisionsDifficulty: ModerateKeywords: capacity requirement, customer demand, capacity cushion19. A planning horizon is defined as the

16、 period beyond which the company does not have customer orders.Answer: FalseReference: A Systematic Approach to Long-term Capacity DecisionsDifficulty: ModerateKeywords: time horizon20. Output measures are used for estimating capacity requirements when product variety and process divergence are high

17、. Answer: FalseReference: A Systematic Approach to Long-Term Capacity DecisionsDifficulty: ModerateKeywords: input measures, capacity requirements, product variety, process divergence 21. When a firm makes a long-term capacity decision, selecting the base case alternative means doing nothing and los

18、ing orders from any demand that exceeds current capacity, or incurring costs due to excess capacity. Answer: TrueReference: A Systematic Approach to Long-Term Capacity DecisionsDifficulty: ModerateKeywords: base case alternative, capacity decisions, capacity 22. Waiting line models are often used fo

19、r capacity planning.Answer: TrueReference: Tools for Capacity PlanningDifficulty: ModerateKeywords: waiting line models, capacity planningMULTIPLE CHOICE23. Long-term capacity plans deal with:a. investments in new facilities.b. workforce size.c. inventories.d. overtime budgets.Answer: aReference: Pl

20、anning Long-Term CapacityDifficulty: ModerateKeywords: long-term capacity, new facilities24. Long-term capacity decisions that confront managers include all of the following except: a. capital equipment.b. additional land.c. buildings.d. workforce size.Answer: dReference: Capacity Planning Over Long

21、er Time HorizonsDifficulty: ModerateKeywords: long-term capacity25. Regarding the measurement of capacity, when a firm provides a relatively small number of standardized products and services:a. capacity cannot be determined reliably.b. input measures are typically used.c. output measures are typica

22、lly used.d. utilization becomes equal to capacity.Answer: cReference: Planning Long-Term CapacityDifficulty: ModerateKeywords: output measure, capacity26. Input measures include such metrics as:a. the number of customers served per hour.b. the number of trucks produced per day.c. the number of machi

23、ne hours available.d. the number of bills processed in a week.Answer: cReference: Planning Long-Term CapacityDifficulty: ModerateKeywords: input measure, capacity27. The degree to which equipment, space, or labor is being used is commonly referred to as:a. capacity.b. output.c. utilization.d. cushio

24、n.Answer: cReference: Planning Long-Term CapacityDifficulty: ModerateKeywords: utilization, capacity28. A manufacturing plant is capable of producing 10 tons of product per day when run three shifts with no breakdowns and plenty of raw materials. Over the past week, the plant has produced an average

25、 of 7.3 tons per day because the third shift has devoted much of their time to preventive maintenance. What is the utilization of the plant?a. 10 tons/dayb. 7.3 tons/dayc. 137%d. 73%Answer: dReference: Planning Long-Term CapacityDifficulty: ModerateKeywords: utilization, capacity29. A manufacturing

26、plant is capable of producing 10 tons of product per day when run three shifts with no breakdowns and plenty of raw materials. Over the past week, the plant has produced an average of 7.3 tons per day since the third shift has devoted much of their time to preventive maintenance. What is the capacit

27、y of the plant?a. 10 tons/dayb. 7.3 tons/dayc. 73%d. 137%Answer: aReference: Planning Long-Term CapacityDifficulty: ModerateKeywords: utilization, capacity30. A lumber mill is capable of producing 10,000 board feet of lumber per day when run ten hours per day with minimal breaks. Over the past year,

28、 forestry legislation has reduced the availability of raw materials, so the mill has produced an average of 4,575 board feet per day. What is the capacity of the plant?a. 4,575 board feet/dayb. 10,000 board feet/dayc. 45.75%d. 219%Answer: bReference: Planning Long-Term CapacityDifficulty: ModerateKe

29、ywords: utilization, capacity31. A lumber mill is capable of producing 10,000 board feet of lumber per day when run ten hours per day with minimal breaks. Over the past year, forestry legislation has reduced the availability of raw materials, so the mill has produced an average of 4,575 board feet p

30、er day. What is the utilization of the plant?a. 4,575 board feet/dayb. 10,000 board feet/dayc. 219%d. 45.75%Answer: dReference: Planning Long-Term CapacityDifficulty: ModerateKeywords: utilization, capacity32. The transition from economies of scale to diseconomies of scale:a. is more likely to occur

31、 in a service operation.b. is more likely to occur in a manufacturing operation.c. is more likely to occur when utilization is low.d. contains the point at which average unit costs are at their lowest.Answer: dReference: Capacity Planning Over Longer Time HorizonsDifficulty: ModerateKeywords: economies of scale, diseconomies of scale33. Large, infrequent jumps in capacity are characteristic of companies that:a. have an expansionist strategy.b. have a wait-and-see strategy.c. have low utilization.d. have high utilization.Answer: aReference: Capacity T