Oregon DSC 335 Chapter 4· Process Analysis MULTIPLE CHOICE question 34 to question 137
Oregon DSC 335 Chapter 4 – Process Analysis True/false
July 16, 2018Oregon DSC 335 Chapter 4· Process Analysis FILL IN THE BLANK question 138 to question 168
July 16, 2018Oregon DSC 335 Chapter 4· Process Analysis MULTIPLE
CHOICE question 34 to question 137
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34.
Process
analysis focuses on:
a.
how
work is actually done.
b.
who
is responsible for the customer.
c.
the
customerâs needs.
d.
the
number of steps in between supplier and customer.
35.
Which
of these is NOT a core process that managers would focus on for improvement
opportunities?
a.
Supplier
relationships
b.
New
product/service development
c.
Order
fulfillment
d.
Employee
training
36.
A
voluntary system by which employees submit their ideas on process improvements
is used in the:
a.
scope
definition phase of process analysis.
b.
process
redesign phase of process analysis.
c.
performance
evaluation phase of process analysis.
d.
opportunity
identification phase of process analysis.
37.
A
voluntary system by which employees submit their ideas on process improvements
is called:
a.
process
contribution.
b.
a
suggestion system.
c.
a
brainstorming session.
d.
a
Pareto system.
38.
The
step in process analysis that immediately follows the scope definition phase is
the:
a.
document
process phase.
b.
evaluate
performance phase.
c.
redesign
process phase.
d.
implement
changes phase.
39.
The
step in process analysis that immediately follows the process documentation
phase is the:
a.
define
scope phase.
b.
evaluate
performance phase.
c.
redesign
process phase.
d.
implement
changes phase.
40.
The
step in process analysis that immediately follows the performance evaluation
phase is the:
a.
document
process phase.
b.
define
scope phase.
c.
redesign
process phase.
d.
implement
changes phase.
41.
A
systematic approach to process analysis includes the step:
a.
reengineering.
b.
integration.
c.
order
fulfillment.
d.
define
scope.
42.
An
examination of strategic issues such as possible gaps between a processâs
competitive priorities and current competitive capabilities falls in the:
a.
document
process phase of process analysis.
b.
evaluate
performance phase of process analysis.
c.
redesign
process phase of process analysis.
d.
identify
opportunities phase of process analysis.
43.
The
resources that management assigns to improving or reengineering the process
should:
a.
outweigh
the consequences.
b.
match
the processâs scope.
c.
be
at risk for less time than the redesign takes.
d.
be
less costly than the total downtime during redesign.
44.
If
a process under analysis is extensive and cuts across several departmental
lines, it may benefit from forming a(n):
a.
brainstorming
team.
b.
benchmarking
team.
c.
steering
team.
d.
implementation
team.
45.
Performance
measures such as average response times, repair times, and percent defective
are referred to as:
a.
benchmarks.
b.
metrics.
c.
targets.
d.
tactics.
46.
Gaps
between actual and desired performance are termed:
a.
faults.
b.
metrics.
c.
opportunities.
d.
disconnects.
47.
Once
the root causes of performance gaps have been discovered, it is necessary to:
a.
shift
from analytical thinking to creative thinking.
b.
shift
from creative thinking to analytical thinking.
c.
form
a benchmarking team.
d.
form
a steering team.
48.
Widespread
participation in process analysis is essential not only because of the work
involved but also because:
a.
employees
tend to neglect their regular work duties, thus no one falls too far behind.
b.
it
builds commitment.
c.
no
one can analyze a process by himself.
d.
a
silo mentality should prevail and this requires large numbers of workers.
49.
A
flowchart traces the flow of all EXCEPT the following:
a.
information
through a process
b.
customers
through a process
c.
equipment
through a process
d.
safety
regulations through a process
50.
A
flowchart created at the strategic level of an organization should show:
a.
core
processes and their linkages.
b.
details
of a process as bracketed by its scope.
c.
individual
steps that may have been aggregated at a higher level of analysis.
d.
areas
that are seen and unseen by the customer.
Chapter 4· Process Analysis
170
Copyright
©2010 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4·
Process Analysis
51.
When
a process is high in divergence, it is likely to have:
a.
few
rectangle-shaped symbols.
b.
many
rectangle-shaped symbols.
c.
few
diamond-shaped symbols.
d.
many
diamond-shaped symbols.
52.
Cross-functional
coordination is at particular risk where:
a.
there
is low process divergence.
b.
there
are handoffs in the process.
c.
functional
silos exist.
d.
it
is not possible to create a flowchart.
53.
An
effective tool for showing steps of a service process with a high level of
customer contact is a:
a.
Pareto
chart.
b.
flowchart.
c.
service
blueprint.
d.
check
sheet.
54.
A
special feature that service blueprints often use to distinguish steps that are
seen by the customer from those that are not seen by the customer is:
a.
separation
using different pages.
b.
a
line of visibility.
c.
a
Pareto-type analysis.
d.
a
separating using different pages.
55.
A
process chart activity that changes, creates, or adds something is a(n):
a.
operation.
b.
transportation.
c.
inspection.
d.
delay.
Chapter 4·
Process Analysis
Keywords:process
chart, symbol, operation
56.
A
process chart activity that checks or verifies something but does not change it
is a(n):
a.
operation.
b.
transportation.
c.
inspection.
d.
delay.
57.
Which
one of the following statements concerning flowcharts is NOT true?
a.
Flowcharts
can take many forms.
b.
It
is helpful on flowcharts to label each step with process measurements such as
cost, capacity, or total elapsed time.
c.
Flowcharts
trace the flow of information, customers, equipment, employees, or materials
through a process.
d.
The
dotted line of visibility separates activities subcontracted from those done
in-house.
Keywords:
flow diagram,
line of visibility
58.
Which
one of the following groups of activities is likely to be shown on a process
chart?
a.
Operation,
inspection, delay
b.
Operation,
capital intensity, flow strategy
c.
Transportation,
material flow, physical layout
d.
Storage,
delay, personnel involved
59.
The
five categories of activities (operation, transportation, inspection, delay,
and storage) are used in which of the following methods of process analysis?
a.
Multiple-activity
chart
b.
Process
chart
c.
Capital
budgeting
d.
Flow
diagram
172
Copyright
©2010 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4·
Process Analysis
60.
A
process chart activity that occurs when something is put away until a later
time is a(n):
a.
storage.
b.
transportation.
c.
inspection.
d.
delay.
61.
A
professor can grade a quiz in 30 seconds. Over the course of an academic year
he has 6 sections of a course with an average of 30 students with 10 quizzes in
each section. If he is paid $40 an hour, how much is his annual quiz-grading
labor cost to the university?
a.
$60
b.
$100
c.
$600
d.
$36,000
62.
A
professorâs graduate assistant can grade a quiz in 40 seconds. Over the course
of an academic year he assists with 6 sections of a course with an average of
30 students with 10 quizzes in each section. If he is paid $8 an hour, how much
is his annual quiz-grading labor cost to the university?
a.
$60
b.
$160
c.
$576
d.
$576,000
63.
A
professor can grade a quiz in 2 minutes. Over the course of an academic year he
has 6 sections of a course with an average of 25 students with 10 quizzes in
each section. If he is paid $40 an hour, how much is his annual quiz-grading
labor cost to the university?
a.
$250
b.
$500
c.
$1000
d.
$2,000
Chapter 4·
Process Analysis
64.
A
welder can weld 2 angle irons together in 2 minutes. Over the course of an
entire year she will assemble 1,000 units, each of which requires 3 such welds
(i.e., welding two angle irons together is one step, and three such steps are
needed per unit). If she is paid $25 an hour, how much is her annual welding
labor cost?
a.
$1,000
b.
$1,250
c.
$2,500
d.
$3,000
65.
A
welder can weld 2 angle irons together in 2 minutes. Over the course of an
entire year he will assemble 1,000 units, each of which requires 2 such welds
(i.e., welding two angle irons together is one step, and two such steps are
needed per unit). If he is paid $30 an hour, how much is his annual welding
labor cost?
a.
$250
b.
$500
c.
$1,000
d.
$2,000
66.
Highly
customized job processes and processes that are highly divergent require the
use of:
a.
the
time study method.
b.
the
elemental standard data approach.
c.
the
predetermined data approach.
d.
the
work sampling method.
67.
________________
estimates the proportion of time spent by people or machines on different
activities, based on randomized observations over time.
a.
The
time study method
b.
The
elemental standard data approach
c.
The
predetermined data approach
d.
The
work sampling method
Chapter
4· Process Analysis
68.
All
of the following are steps in setting a time standard using the time study
method EXCEPT:
a.
consulting
cost accounting data.
b.
selecting
the work elements.
c.
determining
the sample size.
d.
timing
the elements.
69.
________________
uses a published database of normal times for a full array of micromotions that
make up the elements of task being studied.
a.
The
time study method
b.
The
elemental standard data approach
c.
The
predetermined data approach
d.
The
work sampling method
.png”>.png”>.png”>.png”>
Scenario
4.1
Garman observes a worker
assembling peanut valves and records the data displayed
in
the table.
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Time
(seconds)
21
25
30
70.
Use
the information in Scenario 4.1. What is the average time for this job element?
a.
15
seconds
b.
20
seconds
c.
25
seconds
d.
30
seconds
71.
Use
the information in Scenario 4.1. What is the normal time for this job element
if the rating factor is 80%?
a.
15
seconds
b.
20
seconds
c.
25
seconds
d.
30
seconds
72.
Use
the information in Scenario 4.1. What is the standard time for this job element
if the allowance for the process is 25%?
a.
15
seconds
b.
20
seconds
c.
25
seconds
d.
30
seconds
.png”>.png”>.png”>.png”>
Scenario
4.2
Garman observes a worker
assembling peanut valves and records the data displayed
in
the table.
.jpg”>
Time
(seconds)
10
15
20
73.
Use
the information in Scenario 4.2. What is the average time for this job element?
a.
15.06
seconds
b.
14.92
seconds
c.
13.42
seconds
d.
11.19
seconds
74.
Use
the information in Scenario 4.2. What is the normal time for this job element
if the rating factor is 75%?
a.
15.06
seconds
b.
14.92
seconds
c.
13.42
seconds
d.
11.19
seconds
75.
Use
the information in Scenario 4.2. What is the standard time for this job element
if the allowance for the process is 20%?
a.
15.06
seconds
b.
14.92
seconds
c.
13.42
seconds
d.
11.19
seconds
76.
Garman observes a worker assembling peanut valves
and records the data displayed in
the table. What is the normal time for this job
element if the worker is rated at 80%?
Time (seconds)
Observations
20
10
25
15
30
12
35
12
a.
Less than 23 seconds
b.
Greater than or equal to 23 seconds but less than
26 seconds
c.
Greater than or equal to 26 seconds but less than
29 seconds
d.
Greater than or equal to 29 seconds
77.
Keith assembles peanut valves
and the recorded data is displayed in the table. What is
the normal time for this job
element if he is rated at 75%?
Time (minutes)
Observations
2.5
15
3.0
23
3.5
27
a.
Greater than or equal to 3
minutes
b.
Less than 3 minutes but greater
than or equal to 2.6 minutes
c.
Less than 2.6 minutes but
greater than or equal to 2.2 minutes
d.
Less than 2.2 minutes
Chapter 4·
Process Analysis
.png”>.png”>.png”>.png”>
Scenario 4.3
A
job consists of three elements. Twenty observations for each element were
timed, and the resulting data are shown in the following table. A performance
rating has also been assigned for each element, as shown in the table. The job
has an allowance of 15% of normal time.
Element
Performance
Average Element
Rating (%)
Time (in minutes)
# 1
70
3.6
# 2
110
2.5
# 3
90
3.1
78.
Use
the information in Scenario 4.3. What is the normal time for job element #1?
a.
Greater
than or equal to 3 minutes
b.
Less
than 3 minutes but greater than or equal to 2.6 minutes
c.
Less
than 2.6 minutes but greater than or equal to 2.2 minutes
d.
Less
than 2.2 minutes
79.
Use
the information in Scenario 4.3. What is the normal time for job element #2?
a.
Greater
than or equal to 3 minutes
b.
Less
than 3 minutes but greater than or equal to 2.6 minutes
c.
Less
than 2.6 minutes but greater than or equal to 2.2 minutes
d.
Less
than 2.2 minutes
80.
Use
the information in Scenario 4.3. What is the normal time for job element #3?
a.
Greater
than or equal to 3 minutes
b.
Less
than 3 minutes but greater than or equal to 2.6 minutes
c.
Less
than 2.6 minutes but greater than or equal to 2.2 minutes
d.
Less
than 2.2 minutes
Chapter 4·
Process Analysis
81.
Use
the information in Scenario 4.3. What is the normal time for the entire job?
a.
Greater
than or equal to 10.0 minutes
b.
Less
than 10.0 minutes but greater than or equal to 8.5 minutes
c.
Less
than 8.5 minutes but greater than or equal to 7.0 minutes
d.
Less
than 7.0 minutes
82.
Use
the information in Scenario 4.3. What is the standard time for the entire
job?
a.
Greater
than or equal to 10.0 minutes
b.
Less
than 10.0 minutes but greater than or equal to 8.5 minutes
c.
Less
than 8.5 minutes but greater than or equal to 7.0 minutes
d.
Less
than 7.0 minutes
.png”>.png”>.png”>.png”>
Scenario
4.4
A job
consists of three elements. Twenty observations for each element were timed,
and the resulting data are shown in the following table. A performance rating
has also been assigned for each element, as shown in the table. The job has an
allowance of 20% of normal time.
Element
Performance
Average Element
Rating (%)
Time (in minutes)
# 1
80
3.6
# 2
100
2.5
# 3
110
3.1
83.
Use
the information in Scenario 4.4. What is the normal time for job element #1?
a.
Greater
than or equal to 3 minutes
b.
Less
than 3 minutes but greater than or equal to 2.6 minutes
c.
Less
than 2.6 minutes but greater than or equal to 2.2 minutes
d.
Less
than 2.2 minutes
84.
Use
the information in Scenario 4.4. What is the normal time for job element #2?
a.
Greater
than or equal to 3 minutes
b.
Less
than 3 minutes but greater than or equal to 2.6 minutes
c.
Less
than 2.6 minutes but greater than or equal to 2.2 minutes
d.
Less
than 2.2 minutes
85.
Use
the information in Scenario 4.4. What is the normal time for job element #3?
a.
Greater
than or equal to 3 minutes
b.
Less
than 3 minutes but greater than or equal to 2.6 minutes
c.
Less
than 2.6 minutes but greater than or equal to 2.2 minutes
d.
Less
than 2.2 minutes
86.
Use
the information in Scenario 4.4. What is the normal time for the entire job?
a.
Greater
than or equal to 10.0 minutes
b.
Less
than 10.0 minutes but greater than or equal to 8.5 minutes
c.
Less
than 8.5 minutes but greater than or equal to 7.0 minutes
d.
Less
than 7.0 minutes
87.
Use
the information in Scenario 4.4. What is the standard time for the entire job?
a.
Greater
than or equal to 10.0 minutes
b.
Less
than 10.0 minutes but greater than or equal to 8.5 minutes
c.
Less
than 8.5 minutes but greater than or equal to 7.0 minutes
d.
Less
than 7.0 minutes
88.
Which
one of the following statements about work measurement is TRUE?
a.
Work
sampling is a technique to determine the proportion of time spent on different
activities.
b.
In
determining the normal time for the cycle, using a rating factor less than one
(1.0) will increase the total time allowed for a job to be performed, relative
to the select time.
c.
Performance
rating factors are not needed in the derivation of time standards.
d.
The
time study method is most appropriate for non-repetitive jobs in which the
nature of the task differs each time.
89.
A
time study analyst is attempting to determine the standard time for a work
element. She observes a worker performing the work element at a
higher-than-average pace. How will this fact be reflected in the time standard
that is eventually created?
a.
The
frequency of the work element per cycle will be increased.
b.
The
proportion of allowance time will be increased above 1.0.
c.
The
performance rating factor will be set greater than 1.0.
d.
The
normal time for the work element will be increased.
90.
A
manager is interested in setting a time standard for a machining operation.
Which one of the following is LEAST likely to be of use?
a.
Time-study
method
b.
Elemental
standard data approach
c.
Predetermined
data approach
d.
Work
sampling method
91.
An
advantage of the elemental standard data approach is that there is:
a.
a
reduction in the number of time studies needed.
b.
no
need to estimate allowances.
c.
no
need to use time study methods.
d.
no
need to estimate the variable characteristics of jobs.
Chapter 4·
Process Analysis
92.
Which
of the following is not an advantage of the predetermined data approach to work
measurement?
a.
Standards
can be set before production begins.
b.
New
work methods can be compared without conducting a time study.
c.
Performance
ratings are not needed to derive standards.
d.
The
approach is particularly applicable to firms with a flexible flow strategy.
93.
Which
work measurement technique breaks down tasks into a series of generic
micromotions?
a.
Time
study method
b.
Elemental
standard data approach
c.
Predetermined
data approach
d.
Work-sampling
method
94.
When
using a work-sampling study:
a.
the
underlying assumption is that the proportion of time during which the activity
is observed in the sample will be the proportion of time spent on the activity
in general.
b.
the
underlying assumption is that small samples of an activity can provide accurate
measures of time spent on the activity.
c.
an
advantage is that the study can normally be concluded in a day or less.
d.
the
analyst must be highly trained in statistical observation.
95.
Work
sampling is most often used in situations in which:
a.
a
time standard is needed for a repetitive job.
b.
an
estimate of the proportion of the time spent on a particular activity is
needed.
c.
it
is important to keep the sample size down.
d.
special
training is required for the observer, and stopwatches must be used.
Chapter 4·
Process Analysis
96.
A
major disadvantage of work sampling is that:
a.
observers
must be specially trained.
b.
only
one study can be conducted at a time.
c.
it
can be used only in hospital settings.
d.
a
large number of observations are often required.
97.
A
work sampling method is used to determine the proportion of the time a machine
is idle. The following information was gathered on a random basis.
Day
No. Times
Total No. of
Clerk Idle
Observations
Monday
4
12
Tuesday
2
8
Wednesday
4
10
Thursday
2
10
What
is the proportion of idle time observed for this machine?
a.
Less
than or equal to 5%
b.
Greater
than 5% but less than or equal to 15%
c.
Greater
than 15% but less than or equal to 25%
d.
Greater
than 25%
98.
A
work sampling method is used to determine the proportion of the time a worker
is idle. The following information was gathered on a random basis.
Time
Number of Times
Total Number of
Clerk Idle
Observations
8:00 â 10:00 am
2
6
10:00 am â 12:00 pm
3
8
1:00 â 3:00 pm
2
7
3:00 â 5:00 pm
1
9
.png”>
What
is the proportion of idle time observed for this worker?
a.
Less
than or equal to 5%
b.
Greater
than 5% but less than or equal to 10%
c.
Greater
than 10% but less than or equal to 20%
d.
Greater
than 20%
Chapter 4·
Process Analysis
99.
A
work sampling method is used to determine the proportion of the time a worker
is idle. The following information was gathered on a random basis.
Day
Number of
Times
Total Number
Clerk Idle
of Observations
Monday
8
26
Tuesday
8
32
Wednesday
7
28
Thursday
7
34
What is the proportion of idle time observed for
this worker?
a.
Less
than or equal to 5%
b.
Greater
than 5% but less than or equal to 10%
c.
Greater
than 10% but less than or equal to 20%
d.
Greater
than 20%
100.
Which
one of the following statements about learning curves is TRUE?
a.
A
learning curve assumes that the direct labor requirements per unit will
decrease at an increasing rate as cumulative production increases.
b.
Learning
at a capital-intensive operation usually will be less than it is for a
labor-intensive operation.
c.
Learning
for a simple product will usually be greater than it is for complex products.
d.
Learning
curves can be used only for individuals, not for the whole organization.
101.
Which
statement regarding learning rates is best?
a.
A
more complicated process offers more room for improvement.
b.
A
simpler process has a more pronounced learning rate.
c.
Typically,
the effect of each capital addition on the learning curve is significant.
d.
Regardless
of output volume, the estimate for the time required to produce the first unit
is less important than the estimate of the learning rate.
102.
The
first unit of production takes 12 hours to produce and the learning rate is
expected to be 80 percent. How long will it take to produce the fourth unit?
a.
Less
than or equal to 7.0 hours
b.
Greater
than 7.0 hours but less than or equal to 7.5 hours
c.
Greater
than 7.5 but less than or equal to 8.0 hours
d.
Greater
than 8.0 hours
103.
The
first unit of production takes 12 hours to produce and the learning rate is
expected to be 80 percent. How long will it take to produce the eighth unit?
a.
Less
than or equal to 7.0 hours
b.
Greater
than 7.0 hours but less than or equal to 7.5 hours
c.
Greater
than 7.5 but less than or equal to 8.0 hours
d.
Greater
than 8.0 hours
104.
The
first unit of production takes 12 hours to produce and the learning rate is
expected to be 80 percent. How long will it take to produce the sixth unit?
a.
Less
than or equal to 6.0 hours
b.
Greater
than 6.0 hours but less than or equal to 7.7 hours
c.
Greater
than 7.7 but less than or equal to 9.5 hours
d.
Greater
than 8.0 hours
105.
The
first unit of production takes 20 hours to produce and the learning rate is
expected to be 90 percent. How long will it take to produce the fourth unit?
a.
Less
than or equal to 12.0 hours
b.
Greater
than 12.0 hours but less than or equal to 15.0 hours
c.
Greater
than 15.0 but less than or equal to 18.0 hours
d.
Greater
than 18.0 hours
Chapter 4·
Process Analysis
106.
The
first unit of production takes 20 hours to produce and the learning rate is
expected to be 90 percent. How long will it take to produce the eighth unit?
a.
Less
than or equal to 12.0 hours
b.
Greater
than 12.0 hours but less than or equal to 15.0 hours
c.
Greater
than 15.0 but less than or equal to 18.0 hours
d.
Greater
than 18.0 hours
107.
The
first unit of production takes 20 hours to produce and the learning rate is
expected to be 90 percent. How long will it take to produce the twelfth unit?
a.
Less
than or equal to 11.0 hours
b.
Greater
than 11.0 hours but less than or equal to 13.0 hours
c.
Greater
than 13.0 but less than or equal to 15.0 hours
d.
Greater
than 15.0 hours
108.
The
manager of a supermarket would like to know which of several quality problems
to address first. A tool that would be most helpful would be a:
a.
checklist.
b.
cause-and-effect
diagram.
c.
Pareto
chart.
d.
scatter
diagram.
109.
A
process troubleshooter has to decide which problem to address first with his or
her cause-and-effect diagram. The data analysis tool that will help him decide
which problem to tackle first is a:
a.
scatter
diagram.
b.
check
sheet.
c.
flowchart.
d.
Pareto
chart.
188
Copyright
©2010 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4·
Process Analysis
110.
A
manager of a fiberglass molding operation suspects that the number of process
failures is related to the number of total units produced of a particular
product. A tool most useful in this analysis would be a:
a.
checklist.
b.
cause-and-effect
diagram.
c.
Pareto
chart.
d.
scatter
diagram.
111.
Which
one of the following techniques will help management trace customer complaints
directly to the process involved?
a.
Cause-and-effect
diagram
b.
Quality
circles
c.
Quality
engineering
d.
Specification
management
112.
The
best data analysis tool for displaying the mean and standard deviation of a
continuous data distribution is a:
a.
Pareto
chart.
b.
bar
chart.
c.
checklist.
d.
histogram.
113.
A
restaurant manager tracks complaints from the diner satisfaction cards that are
turned in at each table. The data collected from the past weekâs diners appear
in the following table.
Complaint
Frequency
Food taste
27
Food temperature
9
Order mistake
5
Slow service
19
Table/utensils dirty
47
Too expensive
9
Using a classic Pareto analysis, what categories
comprise 80% of the total complaints?
a.
Table/utensils
dirty
b.
Table/utensils
dirty, Food taste, Slow service
c.
Food
taste, Food temperature, Order mistake, Slow service, Table/utensils dirty
d.
Food
taste, Food temperature, Order mistake, Slow service, Too expensive
114.
A
restaurant manager tracks complaints from the diner satisfaction cards that are
turned in at each table. The data collected from the past weekâs diners appear
in the following table.
Complaint
Frequency
Food taste
80
Food temperature
9
Order mistake
2
Slow service
16
Table/utensils dirty
47
Too expensive
4
Using a classic Pareto analysis,
what categories comprise about 20% of the total complaints?
a.
Order
mistake, Too expensive, Food temperature, Slow service
b.
Slow
service, Order mistake,
c.
Food
taste, Food temperature, Slow service
d.
Food
taste, Table/utensils dirty
Chapter 4·
Process Analysis
115.
A
restaurant manager tracks complaints from the diner satisfaction cards that are
turned in at each table. The data collected from the past weekâs diners appear
in the following table.
Complaint
Frequency
Food taste
80
Food temperature
9
Order mistake
2
Slow service
16
Table/utensils dirty
47
Too expensive
4
Using a classic Pareto analysis, what are the vital
few complaints?
a.
Table/utensils
dirty
b.
Slow
service
c.
Food
taste, food temperature
d.
Food
taste, Table/utensils dirty
116.
A
restaurant manager tracks complaints from the diner satisfaction cards that are
turned in at each table. The data collected from the past weekâs diners have
been plotted and appear in the following graph. The number of complaints for
each category is with each bar.
.jpg”>
60
120%
50
100%
40
80%
30
55
60%
20
32
40%
10
16
13
4
2
20%
0
0%
temperature
dirty
service
Food
taste
expensive
mistake
Slow
Too
Food
Table/utensils
Order
.jpg”>.jpg”> Frequency
.jpg”> Percent
How was the value
for the point represented by the triangle calculated?
a.
.png”>
b.
.png”>
32
c.
.png”>55+
32+16+13
+ 4+
2
55
+ 32
d.
.png”>55+
32+16+13
+ 4+
2
191
Chapter 4·
Process Analysis
Chapter 4·
Process Analysis
117.
The
act of reproducing the behavior of a process using a model that describes each
step of the process is called:
a.
process
analysis.
b.
Pareto
analysis.
c.
benchmarking.
d.
simulation.
118.
Which
of these questions is not one of the initial round questions typically used to
uncover opportunities during a process redesign?
a.
What
is being done?
b.
When
is it being done?
c.
Who
is doing it?
d.
Why
are we doing it?
119.
Which
of these is NOT a general rule followed when engaged in a brainstorming
session?
a.
Ideas
should be recorded by a facilitator.
b.
The
list of ideas should be as short as possible to make analysis easy.
c.
Creativity
should be encouraged.
d.
The
creative part of the mind should be encouraged at the expense of the judicial
side.
120.
A
good brainstorming session has the characteristic of:
a.
good
judgment skills.
b.
ability
to think of creative ideas.
c.
skill
in identifying the best payoffs.
d.
ability
to analyze a process analytically.
121.
Brainstorming
sessions must have:
a.
all
participants together in the same room.
b.
a
mechanism for evaluation of the ideas as they are surfaced.
c.
a
means of implementing ideas as they are surfaced.
d.
a
way for all participants to communicate.
Chapter 4·
Process Analysis
122.
Benchmarking
involves four basic steps, which are:
a.
plan,
do, check, and act.
b.
planning,
analysis, integration, and action.
c.
search,
check, systematize, and act.
d.
find,
do, change, and calibrate.
123.
Xerox
benchmarked its distribution system against that of L. L. Beanâs. This is an
example of:
a.
competitive
benchmarking.
b.
internal
benchmarking.
c.
functional
benchmarking.
d.
disaggregate
benchmarking.
124.
Benchmarking
studies must have:
a.
a
direct competitor for comparison.
b.
a
team composed of at least one member from each department in the organization.
c.
a
team composed of at least one member from each department in the organization
plus one customer of each process output.
d.
quantitative
goals.
125.
An
accounting firm realizes it is woefully inadequate at cultivating new clients.
It is allowed to observe a rival firm perform the new-client cultivation
process in hopes of gleaning improved methods it can adopt. This is an example
of:
a.
competitive
benchmarking.
b.
functional
benchmarking.
c.
internal
benchmarking.
d.
generic
benchmarking.
Chapter 4·
Process Analysis
126.
An
accounting professor realizes she is woefully inadequate at performing
research. She discusses the art of research with a colleague and gains
important insights that permit her to establish a research agenda. This is an
example of:
a.
competitive
benchmarking.
b.
functional
benchmarking.
c.
internal
benchmarking.
d.
generic
benchmarking.
127.
An
accounting firm realizes it is woefully inadequate at cultivating new clients.
It is allowed to observe a law firm perform the new-client cultivation process
in hopes of gleaning improved metho