1) Firms that make only tangible products are engaged in goods production. Answer: TRUE Eplanation: !oods are tangible products" while ser#ices may be either tangible or intangible. $age Re%: 1&& 'i%%iculty: Easy (b)ecti#e: *.1 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept /) 0n a low1contact system" the customer must be a part o% the system to recei#e the ser#ice. Answer: FA+-E Eplanation: An eample o% a low1contact system is mail deli#ery" where the customer need not be present to recei#e the ser#ice. $age Re%: 1*2 'i%%iculty: Easy (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 3) A %irm4s capacity depends on both how many people it employs and the number and si,e o% its %acilities. Answer: TRUE Eplanation: .apacity is the amount o% a product that a company can produce under normal conditions. $age Re%: 1*3 'i%%iculty: Easy (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 5) 0% parts A" 6" and . must be produced this week" a detailed schedule will indicate the se7uence o% work. Answer: TRUE Eplanation: 'etailed schedules show day1to1day acti#ities that will occur in production. $age Re%: 1** 'i%%iculty: Easy (b)ecti#e: *.8 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 1 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 8) ;uality impro#ement teams are groups o% employees %rom #arious work areas who de%ine" analy,e" and sol#e common production problems. Answer: TRUE Eplanation: ;uality impro#ement teams seek to impro#e both their own work methods and the products they make. $age Re%: 1<5 'i%%iculty: Easy (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept &) 0-( =222 is a certi%ication program attesting to the %act that a %actory" laboratory" or o%%ice has impro#ed its en#ironmental per%ormance. Answer: FA+-E Eplanation: This is a description o% 0-( 15222. $age Re%: 1<5 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept *) Each stage in the supply chain adds #alue %or the %inal customer. Answer: TRUE Eplanation: The supply chain starts with raw1materials suppliers and continues until the product reaches the end customer. $age Re%: 1<8 'i%%iculty: Easy (b)ecti#e: *.< +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept <) 6y turning raw materials into %inished goods" production creates %orm utility. Answer: TRUE Eplanation: Form utility is created when raw materials and human skills are con#erted into %inished goods and ser#ices. $age Re%: 1&* 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept / .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all =) ?hen a company turns out ornaments in time %or .hristmas" it creates time utility. Answer: TRUE Eplanation: Time utility is created when products are made a#ailable %or consumers when they want them. $age Re%: 1&* 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'escribe the ma)or components o% e%%ecti#e distribution -kill: .oncept 12) -er#ices are more tangible" more customi,ed" and more storable than most products. Answer: FA+-E Eplanation: -er#ices are less tangible and less storable than goods. $age Re%: 1&< 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'escribe the ma)or components o% e%%ecti#e distribution -kill: .oncept 11) !etting a haircut and ha#ing your lawn mowed are both eamples o% low1contact ser#ices. Answer: FA+-E Eplanation: !etting a haircut is a high1contact ser#ice. $age Re%: 1*2 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 1/) A company typically selects the kind o% production used by most o% its competitors. Answer: FA+-E Eplanation: A company picks the one that best achie#es its larger business strategy. $age Re%: 1*2 'i%%iculty: >oderate (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 13) 0n a same1steps layout" e7uipment and people are set up to produce one type o% good in a %ied se7uence o% steps and are arranged according to its production re7uirements. Answer: TRUE Eplanation: A same1steps layout allows %or the e%%icient use o% an assembly line" where production operations are set up along a product1%low line. $age Re%: 1*8 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 3 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 15) An assembly line is an eample o% a custom1products layout. Answer: FA+-E Eplanation: An assembly line is a same1steps layout. $age Re%: 1*5 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 18) A process %lowchart identi%ies the se7uence o% production acti#ities" mo#ements o% materials" and work per%ormed at each stage o% the process. Answer: TRUE Eplanation: A process %lowchart can be analy,ed to isolate waste%ul acti#ities" sources o% delay" and other ine%%iciencies. $age Re%: 1*& 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 1&) -ta%% schedules identi%y which products will be produced and when. Answer: FA+-E Eplanation: -ta%% schedules" in general" speci%y assigned working times in upcoming days@ perhaps %or as many as 32 days or more@%or each employee on each work shi%t. $age Re%: 1** 'i%%iculty: >oderate (b)ecti#e: *.8 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 1*) >aterials management in#ol#es the %low o% materials inside o% the production %acility" while distribution management in#ol#es the %low o% %inished goods. Answer: FA+-E Eplanation: >aterials management is the process by which managers plan" organi,e" and control the %low o% materials %rom design through distribution o% %inished goods. $age Re%: 1<2 'i%%iculty: 'i%%icult (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 5 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 1<) Aust1in1time BA0T) production systems normally re7uire large amounts o% Csa%ety stockC to be maintained in a %irm4s warehouse. Answer: FA+-E Eplanation: A0T production reduces in#entory le#els by bringing needed materials together only at the precise time they are needed %or production andDor shipment to the customer. $age Re%: 1<2 'i%%iculty: >oderate (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 1=) Aapanese companies adapted the concept o% 7uality circles %rom 7uality impro#ement teams used by U.-. companies. Answer: FA+-E Eplanation: ;uality impro#ement teams are patterned a%ter the Aapanese concept o% 7uality circles. $age Re%: 1<5 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept /2) 0-( =222 is a certi%ication program attesting that a %actory" laboratory" or o%%ice has met the rigorous re7uirements set by the 0nternational (rgani,ation %or -tandardi,ation. Answer: TRUE Eplanation: >ore than 1&2 countries ha#e adopted 0-( =222 as a national standard. $age Re%: 1<5 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept /1) The goal o% supply chain management is better o#erall %low in the system. Answer: TRUE Eplanation: A%ter se#eral companies work to impro#e the %low o% materials through the system" the ultimate reward is better #alue %or customers. $age Re%: 1<& 'i%%iculty: >oderate (b)ecti#e: *.< +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 8 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all //) -uccess%ul companies" such as 3> and FedE" use the same operations strategy. Answer: FA+-E Eplanation: .ompanies adopt the kind o% production that achie#es their larger business strategy. $age Re%: 1*1 'i%%iculty: >oderate (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept /3) (perations capability is a special ability that production does especially well to outper%orm the competition. Answer: TRUE Eplanation: The chosen operations capability should be compatible with the o#erall business strategy. $age Re%: 1*2 'i%%iculty: >oderate (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept /5) E#en ecellent %irms %ocus on one competence at a time. Answer: FA+-E Eplanation: Ecellent %irms learn" o#er time" how to achie#e more than )ust one competence. $age Re%: 1*/ 'i%%iculty: >oderate (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept /8) According to the tet" to ensure that truckloads o% merchandise %low 7uickly to stores" ?al1 >art distribution centers are located near the hundreds o% stores that they supply" not near the companies that supply them. Answer: TRUE Eplanation: At ?al1>art" managers o% the company4s huge distribution centers regard ?al1 >art outlets as their customers. $age Re%: 1*5 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'escribe the ma)or components o% e%%ecti#e distribution -kill: .oncept & .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all /&) A detailed schedule will indicate how many employees will be working on a gi#en shi%t. Answer: FA+-E Eplanation: A detailed schedule shows day1to1day acti#ities that will occur in production. A sta%% schedule identi%ies how many employees will be working. $age Re%: 1** 'i%%iculty: >oderate (b)ecti#e: *.8 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept /*) (perations control includes materials management and 7uality control. Answer: TRUE Eplanation: 6oth acti#ities are a part o% operations control and ensure that schedules are met and products deli#ered" both in 7uantity and in 7uality. $age Re%: 1*= 'i%%iculty: >oderate (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept /<) For manu%acturing %irms" typical materials costs make up 82 to *8 percent o% total product costs. Answer: TRUE Eplanation: >aterials stakes are high %or ser#ice %irms as well. $age Re%: 1<2 'i%%iculty: >oderate (b)ecti#e: *.& +earning (utcome: 'iscuss strategies %or setting and ad)usting prices -kill: .oncept /=) The biggest challenge o% T;> is moti#ating employees throughout the company to achie#e 7uality goals. Answer: TRUE Eplanation: The backbone o% T;> is moti#ating employees throughout the company to achie#e 7uality goals. +eaders o% the 7uality mo#ement use #arious methods and resources to %oster a 7uality %ocusE when those e%%orts succeed" employees will ultimately accept 7uality ownership. $age Re%: 1<3 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that a%%ect moti#ation and beha#ior in the workplace -kill: .oncept * .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 32) >anagers o% a restaurant eat at a competing restaurant in order to identi%y desirable impro#ements in their own operationsE this illustrates 7uality control. Answer: FA+-E Eplanation: .ompetiti#e product analysis is a process by which a company analy,es a competitor4s products to identi%y desirable impro#ements. $age Re%: 1</ 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept 31) Falue1added analysis might %ocus on both the elimination o% waste and cost minimi,ation. Answer: TRUE Eplanation: Falue1added analysis re%ers to the e#aluation o% all work acti#ities" material %lows" and paperwork to determine the #alue that they add %or customersE it o%ten re#eals waste%ul or unnecessary acti#ities that can be eliminated without )eopardi,ing customer ser#ice. $age Re%: 1<3 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept 3/) The sales department relies on the engineering department to send samples and 7uotes to prospecti#e customers on a timely basisE the sales department may be considered the engineering department4s internal customer. Answer: TRUE Eplanation: .ustomers are both internal and eternal. $age Re%: 1<5 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 33) 0-( 15222 may result in a recycling program at a company. Answer: TRUE Eplanation: 0-( 15222 certi%ies impro#ements in en#ironmental per%ormance" etending the 0-( approach into the arena o% en#ironmental protection and ha,ardous waste management. $age Re%: 1<5 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept < .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 35) A #alue chain includes an entire network o% %irms" beginning with suppliers and ending when production is complete. Answer: FA+-E Eplanation: A #alue chain" also known as a supply chain" includes the %low o% in%ormation" materials" and ser#ices that starts with raw1materials suppliers and continues adding #alue through other stages in the operations process until the product reaches the end customer. $age Re%: 1<8 'i%%iculty: 'i%%icult (b)ecti#e: *.< +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 38) 6ecause supply chain strategy is based on the collecti#e e%%ort o% a number o% %irms" no one %irm in the chain gains a competiti#e ad#antage. Answer: FA+-E Eplanation: -upply chain strategy is based on the idea that members o% the chain will gain competiti#e ad#antage by working as a coordinated unit. $age Re%: 1<& 'i%%iculty: >oderate (b)ecti#e: *.< +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 3&) ?hich term re%ers to all the acti#ities in#ol#ed in making products@goods and ser#ices@%or customersG A) operations 6) processes .) planning ') scheduling E) per%ormance Answer: A Eplanation: A) C(perationsC and CproductionC re%er to the same acti#ities. $age Re%: 1&& 'i%%iculty: Easy (b)ecti#e: *.1 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept = .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 3*) ?hich o% the %ollowing is the ability o% a product to satis%y a human want or needG A) utility 6) relati#e ad#antage .) content ') satis%action E) capacity Answer: A Eplanation: A) $roduction adds customer #alue by pro#iding utility. $age Re%: 1&& 'i%%iculty: Easy (b)ecti#e: *./ +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept 3<) ?hich type o% utility is created when a company makes products a#ailable where consumers want themG A) time 6) place .) possession ') %orm E) operations Answer: 6 Eplanation: 6) An eample o% place utility is a theater showing a wide selection o% mo#ies in a popular shopping mall. $age Re%: 1&* 'i%%iculty: Easy (b)ecti#e: *./ +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept 3=) ?hich term re%ers to a set o% methods and technologies used to produce a good or ser#iceG A) contingency plan 6) production episode .) reduction ') methods plan E) operations process Answer: E Eplanation: E) 6anks use document shredding and data encryption to protect con%idential in%ormation. 6oth are eamples o% operations processes. $age Re%: 1&= 'i%%iculty: Easy (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 12 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 52) 0n which o% the %ollowing is the customer part o% the system during ser#ice deli#eryG A) a high1contact system 6) a low1contact system .) a customer system ') a 7uality system E) a utility system Answer: A Eplanation: A) A manicure is an eample o% a high1contact system. $age Re%: 1*2 'i%%iculty: Easy (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 51) ?hat term describes a special ability that production does especially well to outper%orm the competitionG A) supply chain management 6) total 7uality management .) process engineering ') operations capability E) #alue1added analysis Answer: ' Eplanation: ') A company chooses an operation capability that is compatible with its o#erall business strategy. $age Re%: 1*2 'i%%iculty: Easy (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 5/) ?hich o% the %ollowing is the amount o% a product that a company can produce under normal working conditions G A) capacity 6) output .) e%%iciency ') burden E) per%ormance Answer: A Eplanation: A) A %irm4s capacity depends on how many people it employs and the number and si,e o% its %acilities. $age Re%: 1*3 'i%%iculty: Easy (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 11 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 53) E7uipment and people are grouped according to %unction in which type o% production layoutG A) cellular 6) same1steps .) custom1products ') supply1chain E) ser#ice Answer: . Eplanation: .) A custom1products layout is well suited to make1to1order shops. $age Re%: 1*5 'i%%iculty: Easy (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 55) Thousands o% empty )ugs mo#e down a con#eyor belt at .olgate1$almoli#e be%ore stopping to be %illed and mo#ing on to be labeled. ?hat type o% layout is utili,edG A) supply1chain 6) custom1products .) hybrid ') %ied1position E) same1steps Answer: E Eplanation: E) An assembly line is a same1steps layout. $age Re%: 1*8 'i%%iculty: Easy (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 58) ?hich term re%ers to how well a product does what it is supposed to doG A) capacity 6) consistency .) reliability ') per%ormance E) 7uality control Answer: ' Eplanation: ') The per%ormance o% a %ast1%ood meal might be )udged by whether it tastes good and is reasonably %illing. $age Re%: 1*8 'i%%iculty: Easy (b)ecti#e: *.5 +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept 1/ .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 5&) The sameness o% product 7uality %rom unit to unit is re%erred to by which termG A) utility 6) reliability .) per%ormance ') consistency E) 7uality control Answer: ' Eplanation: ') :igh consistency at its many locations has made .ourtyard by >arriott a leader in the lodging industry. $age Re%: 1*8 'i%%iculty: Easy (b)ecti#e: *.5 +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept 5*) ?hich o% the %ollowing is a scheduling tool that breaks down large pro)ects into steps to be per%ormed and speci%ies the time re7uired to per%orm each oneG A) >yers graphic 6) critical path chart .) !antt chart ') process analysis graph E) master schedule Answer: . Eplanation: .) A pro)ect manager uses a !antt chart to keep the pro)ect mo#ing on schedule. $age Re%: 1*< 'i%%iculty: Easy (b)ecti#e: *.8 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 5<) ?hich type o% system is designed %or smooth production %low to a#oid ine%%iciencies" eliminate unnecessary in#entories" and continuously impro#e production processesG A) 7uality system 6) lean system .) managed system ') production system E) %leible system Answer: 6 Eplanation: 6) +ean production systems were pioneered by Toyota. $age Re%: 1<2 'i%%iculty: Easy (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 13 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 5=) ?hich o% the %ollowing is H(T a ma)or ob)ecti#e o% A0T productionG A) increasing stop1and1go production 6) reducing goods in process .) complying with schedules ') eliminating disruptions by continuous impro#ement E) reducing in#entory le#els Answer: A Eplanation: A) A0T production replaces stop1and1go production with smooth mo#ement. $age Re%: 1<2 'i%%iculty: Easy (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .ritical Thinking 82) ?hich term re%ers to the ac7uisition o% the raw materials a company needs to produce its productsG A) de#elopment 6) purchasing .) goods control ') 7uality control E) wholesaling Answer: 6 Eplanation: 6) >ost large %irms ha#e purchasing departments to buy proper ser#ices and materials in the amounts needed. $age Re%: 1<2 'i%%iculty: Easy (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 81) ?hich o% the %ollowing re%ers to the recei#ing" storing" handling" and counting o% all raw materials" partly %inished goods" and %inished goodsG A) materials handling 6) in#entory control .) 7uality control ') wholesaling E) distribution control Answer: 6 Eplanation: 6) 0n#entory control ensures that enough materials in#entories are a#ailable to meet production schedules" while at the same time a#oiding epensi#e ecess in#entories. $age Re%: 1<2 'i%%iculty: Easy (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 15 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 8/) ?hich o% the %ollowing terms re%ers to all acti#ities in#ol#ed in getting 7uality products into the marketplaceG A) 7uality control 6) 7uality reliability .) total 7uality management ') per%ormance 7uality E) 7uality o#er#iew Answer: . Eplanation: .) T;> must consider all aspects o% a business" including customers" suppliers" and employees. $age Re%: 1<1 'i%%iculty: Easy (b)ecti#e: *.* +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept 83) ?hich term describes the idea that 7uality belongs to each person who creates it while per%orming a )obG A) 7uality control 6) 7uality ownership .) 7uality circles ') total 7uality management E) 7uality impro#ement teams Answer: 6 Eplanation: 6) A goal o% total 7uality management is to moti#ate employees to accept 7uality ownership. $age Re%: 1</ 'i%%iculty: Easy (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that a%%ect moti#ation and beha#ior in the workplace -kill: .oncept 85) ?hat name is gi#en to the process by which a company analy,es another company4s product to identi%y desirable impro#ements in its own productG A) 7uality reliability analysis 6) benchmarking .) per%ormance 7uality analysis ') competiti#e product analysis E) 7uality outsourcing Answer: ' Eplanation: ') Using competiti#e analysis" %or eample" Toshiba might take apart a Iero copier and test each component. $age Re%: 1</ 'i%%iculty: Easy (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 18 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 88) ?hich o% the %ollowing is patterned a%ter the success%ul Aapanese concept o% 7uality circlesG A) supply chain management 6) 7uality impro#ement team .) total 7uality management ') 7uality ownership E) #alue1added analysis Answer: 6 Eplanation: 6) ;uality impro#ement teams organi,e their own work" select leaders" and address problems in the workplace. $age Re%: 1<5 'i%%iculty: Easy (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 8&) ?hich term re%ers to the %low o% in%ormation" materials" and ser#ices %rom raw1materials suppliers through stages in the operations process until the product reaches the end customerG A) distribution chain 6) supply chain .) ser#ice channel ') distribution channel E) per%ormance channel Answer: 6 Eplanation: 6) The term supply chain re%ers to the group o% companies and stream o% acti#ities that work together to create a product. $age Re%: 1<8 'i%%iculty: Easy (b)ecti#e: *.< +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 8*) ?hich o% the %ollowing is another term %or the supply chainG A) the distribution chain 6) the distribution network .) the #alue chain ') the supply network E) the wholesale network Answer: . Eplanation: .) Each stage in the #alue chain adds #alue %or the %inal customer. $age Re%: 1<8 'i%%iculty: Easy (b)ecti#e: *.< +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 1& .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 8<) ?hich term re%ers to the strategy o% paying suppliers and distributors to per%orm certain business processes or to pro#ide needed materials or ser#icesG A) outsourcing 6) reengineering .) controlling ') scheduling E) warehousing Answer: A Eplanation: A) The decision to outsource epands supply chains. $age Re%: 1<& 'i%%iculty: Easy (b)ecti#e: *.< +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 8=) ?hen a company turns out costumes in time %or :alloween" it creates which type o% utilityG A) ownership 6) time .) %orm ') place E) #alue Answer: 6 Eplanation: 6) Time utility is created when products are made a#ailable when customers want them. $age Re%: 1&* 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: Application &2) ?hen a company makes products a#ailable where they are con#enient %or consumers" it creates which type o% utilityG A) time 6) %orm .) place ') possession E) leisure Answer: . Eplanation: .) A %ast1%ood restaurant located in a college union is an eample o% place utility. $age Re%: 1&* 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept 1* .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all &1) 0n a business" whose )ob is it to draw up plans to trans%orm resources into products and bring together basic resources" such as knowledge" physical materials" e7uipment" and laborG A) .E( 6) operations manager .) 7uality manager ') %loor %oreman E) supply manager Answer: 6 Eplanation: 6) (perations managers are responsible %or ensuring that operations processes create #alue and pro#ide bene%its to customers. $age Re%: 1&* 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept &/) ?hich term describes ser#ices which cannot be produced ahead o% timeG A) trans%ormed 6) low1contact .) unstorable ') intangible E) consistent Answer: . Eplanation: .) Unstorable ser#ices cannot be used at a later time. $age Re%: 1&= 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept &3) ?hich o% the %ollowing would be considered a low1contact ser#iceG A) surgery 6) haircut .) massage ') electric power E) piano lesson Answer: ' Eplanation: ') All o% the other choices are considered high1contact ser#ices in which the consumer must be present during the ser#ice transaction. $age Re%: 1*2 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 1< .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all &5) The check1processing operations at your bank would be considered to be which type o% systemG A) high1contact 6) low1contact .) con#ersion ') synthetic E) per%ormance Answer: 6 Eplanation: 6) .heck1processing operations can be completed without the consumer being present. $age Re%: 1*2 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application &8) ?hich o% the %ollowing would be considered a high1contact systemG A) gas company 6) electric company .) lawn care company ') barber shop E) postal deli#ery Answer: ' Eplanation: ') A barber4s ser#ices re7uire that the consumer be present during the ser#ice transaction. $age Re%: 1*2 'i%%iculty: >oderate AA.-6: Analytic skills (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .ritical Thinking &&) -a#e1A1+ot grocery stores use which type o% strategy %or attracting customersG A) %leibility 6) 7uality .) low1cost ') dependability E) consistency Answer: . Eplanation: .) -a#e1A1+ot o%%ers items at sa#ings up to 52 percent less than con#entional %ood chains. $age Re%: 1*1 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 1= .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all &*) 3> uses which strategy %or attracting customersG A) 7uality 6) low1cost .) dependability ') %leibility E) consistency Answer: ' Eplanation: ') The %leibility strategy at 3> emphasi,es new product de#elopment. $age Re%: 1*1 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application &<) >achine" woodworking" and dry cleaning shops typically use which type o% layoutG A) product 6) custom1products .) same1steps ') hybrid E) make1to1stock Answer: 6 Eplanation: 6) 0n a custom1products layout" machines and people are grouped by %unction in the production %acilityE custom1products layouts allow %or greater %leibility and are well suited to make1to1order shops. $age Re%: 1*5 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application &=) ?hich type o% layout is designed to mo#e resources through a smooth" %ied se7uence o% stepsG A) same1steps 6) location .) custom1products ') 7uality E) make1to1order Answer: A Eplanation: A) A same1steps layout is set up to make one type o% product in a %ied se7uence and is arranged according to its production re7uirements. $age Re%: 1*8 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept /2 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all *2) Automobile" %ood1processing" and tele#ision assembly plants use which type o% layoutG A) make1to1order 6) location .) custom1products ') 7uality E) same1steps Answer: E Eplanation: E) These production processes re7uire a %ied se7uence that is arranged according to production re7uirements. $age Re%: 1*8 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application *1) ?hich term is de%ined as the combination o% Ccharacteristics o% a product or ser#ice that bear on its ability to satis%y stated or implied needsCG A) 7uality 6) production .) 7uantity ') clari%ication E) capacity Answer: A Eplanation: A) -uch characteristics can include a reasonable price. $age Re%: 1*8 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept */) $er%ormance re%ers to which o% the %ollowingG A) the principle that 7uality belongs to each person who creates it while per%orming a )ob 6) the consistency o% product 7uality %rom unit to unit .) how well the product does what it is supposed to do ') the process by which a company analy,es a competitor4s products to identi%y desirable impro#ement E) pro#iding #alue by making products a#ailable when customers want them Answer: . Eplanation: .) $lanning %or 7uality begins when products are being designed. Early in the process" goals are established %or both per%ormance and consistency. $age Re%: 1*8 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept /1 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all *3) .onsistency re%ers to which o% the %ollowingG A) the principle that 7uality belongs to each person who creates it while per%orming a )ob 6) the sameness o% product 7uality %rom unit to unit .) the sum o% all acti#ities in#ol#ed in getting high17uality products into the marketplace ') the process by which a company analy,es a competitor4s products to identi%y desirable impro#ements E) pro#iding #alue by making products a#ailable where customers want them Answer: 6 Eplanation: 6) This consistency is achie#ed by controlling %or consistent raw materials" encouraging conscientious work" and maintaining e7uipment. $age Re%: 1*8 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept *5) >anagers can work to reduce waste" ine%%iciency" and poor per%ormance by eamining procedures on a step1by1step basis. ?hich term describes this processG A) ad#ance planning 6) materials management .) methods impro#ement ') 7uality planning E) 7uality ownership Answer: . Eplanation: .) A process %lowchart is sometimes used to assist in methods impro#ement. $age Re%: 1*& 'i%%iculty: >oderate (b)ecti#e: *.5 +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept *8) +ogan Aluminum makes coils o% aluminum that it supplies to customer companies that use it to make be#erage cans. +ogan uses a schedule that speci%ies how many tons o% each type o% coil will be produced each week. ?hat is this schedule calledG A) master production schedule 6) detailed schedule .) !antt chart ') sta%% schedule E) $ERT chart Answer: A Eplanation: A) The master production schedule shows which products will be produced" and when" in upcoming time periods. $age Re%: 1** 'i%%iculty: >oderate (b)ecti#e: *.8 +earning (utcome: 'escribe the skills and %unctions o% management -kill: Application // .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all *&) 0n operations control" production managers monitor production per%ormance by which methodG A) comparing results with detailed plans and schedules 6) checking on each worker on the production %loor .) obser#ing acti#ities %rom a plat%orm abo#e the workers ') constantly talking with employees in#ol#ed E) per%orming spot checks o% worker per%ormance Answer: A Eplanation: A) 0% schedules or 7uality standards aren4t met" managers can take correcti#e action. $age Re%: 1*= 'i%%iculty: >oderate (b)ecti#e: *.& +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept **) ?hich o% the %ollowing is H(T one o% the areas o% materials managementG A) transportation 6) warehousing .) purchasing ') supplier selection E) customer ser#ice Answer: E Eplanation: E) >aterials management includes supplier selection" purchasing" transportation" warehousing" and in#entory control. $age Re%: 1<2 'i%%iculty: >oderate (b)ecti#e: *.& +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept /3 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all *<) ?hat is the name %or a production system in which all the needed materials and parts arri#e at the precise moment they are re7uired %or each production stageG A) 7uality control system 6) process control system .) )ust1in1time production ') standardi,ed production E) custom1products production Answer: . Eplanation: .) A0T production brings together all needed materials at the precise moment they are re7uired %or each production stage" not be%ore" creating e%%icient responses to customer orders. $age Re%: 1<2 'i%%iculty: >oderate (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept *=) ?hich o% the %ollowing is greatly reduced in a )ust1in1time production systemG A) number o% workers needed on the line 6) number o% goods in process .) number o% shi%ts necessary at the plant ') number o% separate operations on the assembly line E) number o% %orepersons needed at the plant Answer: 6 Eplanation: 6) As a result" A0T production minimi,es in#entory costs and sa#es money by replacing stop1and1go production with smooth mo#ement. $age Re%: 1<2 'i%%iculty: >oderate (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept <2) ?hich o% the %ollowing is a component o% materials managementG A) promotion 6) distribution .) marketing ') warehousing E) sales Answer: ' Eplanation: ') >aterials management includes supplier selection" purchasing" transportation" warehousing" and in#entory control. $age Re%: 1<2 'i%%iculty: >oderate (b)ecti#e: *.& +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept /5 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all <1) ?hich o% the %ollowing best describes total 7uality managementG A) the principle that 7uality belongs to each person who creates it while per%orming a )ob 6) the consistency o% a product4s 7uality %rom unit to unit .) the sum o% all acti#ities in#ol#ed in getting high17uality products into the marketplace ') the process by which a company analy,es a competitor4s products to identi%y desirable impro#ements E) a certi%ication program attesting that an operations process has met rigorous re7uirements Answer: . Eplanation: .) T;> begins with leadership and a desire %or continuously impro#ing both processes and productsE it must consider all aspects o% a business" including customers" suppliers" and employees. $age Re%: 1<1 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept </) ?hich o% the %ollowing best describes 7uality ownershipG A) an emphasis on intangible %actors in customer satis%action 6) the consistency o% a product4s 7uality %rom unit to unit .) the sum o% all acti#ities in#ol#ed in getting high17uality products into the marketplace ') the process by which a company analy,es a competitor4s products to identi%y desirable impro#ements E) the principle that 7uality belongs to each person who creates it while per%orming a )ob Answer: E Eplanation: E) ;uality1%ocused leaders use #arious methods to %oster a 7uality %ocus among the work%orceE when these e%%orts succeed" employees will ultimately accept 7uality ownership. $age Re%: 1</ 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that a%%ect moti#ation and beha#ior in the workplace -kill: .oncept /8 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all <3) ?hich o% the %ollowing best describes competitive product analysisG A) the principle that 7uality belongs to each person who creates it while per%orming a )ob 6) the consistency o% a product4s 7uality %rom unit to unit .) the process by which a company analy,es a di%%erent company4s products to identi%y desirable impro#ements ') the sum o% all acti#ities in#ol#ed in getting a high17uality product into the marketplace. E) eamining a product to impro#e its %orm utility Answer: . Eplanation: .) This analysis helps managers decide which product %eatures are satis%actory" which %eatures should be upgraded" and which operations processes need impro#ement" %or eample. $age Re%: 1</ 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept <5) ?hen a worker at Toshiba takes apart a Iero copier and tests each component" it is engaging in what acti#ityG A) competiti#e product analysis 6) benchmarking .) total 7uality management ') 7uality reliability analysis E) #alue1added analysis Answer: A Eplanation: A) .ompetiti#e product analysis is the process by which a company analy,es a competitor4s products to identi%y desirable impro#ements. $age Re%: 1</ 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application /& .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all <8) ?hich o% the %ollowing best describes #alue1added analysisG A) a T;> tool in which groups o% employees work together to impro#e 7uality 6) the process o% e#aluating all work acti#ities" materials %lows" and paperwork to determine the #alue that they create %or customers .) the process by which a company implements the best practices %rom its own past per%ormance and those o% other companies to impro#e its own products ') the process by which a company analy,es a product to identi%y possible impro#ements E) a total company commitment to 7uality management at e#ery stage o% the process Answer: 6 Eplanation: 6) Falue1added analysis o%ten re#eals waste%ul or unnecessary acti#ities that can be eliminated without )eopardi,ing customer ser#ice. $age Re%: 1<3 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept <&) Tootsie Roll 0ndustry4s corporate principle" C?e run a trim operation and continually stri#e to eliminate waste" minimi,e costs" and implement per%ormance impro#ements"C is an eample o% which o% the %ollowingG A) )ust1in1time production 6) benchmarking .) a 7uality circle ') competiti#e product analysis E) #alue1added analysis Answer: E Eplanation: E) Tootsie Roll 0ndustry e#aluates all work acti#ities" material %lows" and paperwork to determine the #alue that they add %or customers. $age Re%: 1<3 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application /* .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all <*) ?hich term re%ers to collaborati#e groups o% employees %rom #arious work areas who meet regularly to de%ine" analy,e" and sol#e common production problemsG A) 7uality impro#ement teams 6) 7uality assurance teams .) 7uality control teams ') T;> teams E) 7uality re#iew teams Answer: A Eplanation: A) ;uality impro#ement teams organi,e their own work" select leaders" and address problems in the workplace. $age Re%: 1<5 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept <<) ?hich o% the %ollowing best describes 0-( =222G A) the concept that all employees are #aluable contributors to a %irm4s business" and should be entrusted with decisions regarding their work 6) the redesigning o% business processes to impro#e per%ormance" 7uality" and producti#ity .) a program certi%ying that a %actory" laboratory" or o%%ice has met the 7uality management standards o% the 0nternational (rgani,ation %or -tandardi,ation ') a certi%ication program attesting to the %act that a %actory" laboratory" or o%%ice has impro#ed en#ironmental per%ormance E) the process o% e#aluating all work acti#ities to determine the #alue they add %or customers Answer: . Eplanation: .) 0-( =222 certi%ies that a %actory" laboratory" or o%%ice has met the 7uality management standards o% 0-(E these standards are now regarded as a national standard %or more than 1&2 countries. $age Re%: 1<5 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept /< .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all <=) ?hich program certi%ies impro#ements in en#ironmental per%ormanceG A) 0-( =222 6) 0-( =222:/222 .) 0-( 15222 ') T;> /221 E) T;> /21/ Answer: . Eplanation: .) Etending the 0-( approach into the arena o% en#ironmental protection and ha,ardous waste management" 0-( 15222 re7uires a %irm to de#elop an en#ironmental management system. $age Re%: 1<5 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept =2) ?hich o% the %ollowing best describes 0-( 15222G A) the concept that all employees are #aluable contributors to a %irm4s business and should be entrusted with decisions regarding their work 6) a certi%ication program attesting to the %act that a %actory" laboratory" or o%%ice has impro#ed en#ironmental per%ormance .) a certi%ication program attesting to the %act that a %actory" laboratory" or o%%ice has met the 7uality management standards o% the 0nternational (rgani,ation %or -tandardi,ation ') a standardi,ed method o% e#aluating a company4s greenhouse gas emissions E) a certi%ication program attesting to the %act that a %actory" laboratory" or o%%ice is operating under %ree1trade principles Answer: 6 Eplanation: 6) 0-( 15222 re7uires a %irm to de#elop an en#ironmental management system" documenting how the company has acted to impro#e its per%ormance in using resources and in managing pollution. $age Re%: 1<5 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: .oncept /= .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all =1) Recei#ing and storing materials" billing patients %or treatment" and %illing customer orders %rom 0nternet sales are eamples o% which acti#ityG A) %unction 6) techni7ue .) process ') benchmark E) 7uality ownership Answer: . Eplanation: .) E#ery business consists o% processes" which are acti#ities that are per%ormed regularly and routinely in conducting business. $age Re%: 1<8 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application =/) ?hich term re%ers to the %undamental rethinking and radical redesign o% a business acti#ity to achie#e dramatic impro#ements in per%ormanceG A) supply chain management 6) business process reengineering .) total 7uality management ') 7uality ownership E) 7uality control Answer: 6 Eplanation: 6) Rethinking the production steps by starting %rom scratch has allowed dramatic impro#ements in cost" 7uality" ser#ice" and speed. $age Re%: 1<8 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 32 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all =3) ?hich o% the %ollowing best describes business process reengineeringG A) the redesigning o% business acti#ities to impro#e per%ormance" 7uality" and producti#ity 6) a program certi%ying that a %actory" laboratory" or o%%ice has met the 7uality management standards o% the 0nternational (rgani,ation %or -tandardi,ation .) the principle o% looking at the supply chain as a whole in order to impro#e the o#erall %low through the system ') a program certi%ying that a %actory" laboratory" or o%%ice has de#eloped pollution1control standards E) the process by which a company analy,es a di%%erent company4s products to identi%y desirable impro#ements Answer: A Eplanation: A) 6usiness process reengineering %ocuses on impro#ing a business process" rethinking each o% its steps %rom start to %inish. $age Re%: 1<8 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept =5) ?hich o% the %ollowing best describes supply chain managementG A) the principle o% impro#ing the supply chain by %ocusing on the slowest step in the chain 6) a limitation on the number o% suppliers allowed to supply a particular company .) complete mo#ement o% raw materials throughout a manu%acturing or ser#ice %acility ') a cost1reduction program in which wholesalers and retailers are eliminated in an e%%ort to entice consumers to purchase directly %rom manu%acturers E) the principle o% looking at the supply chain as a whole in order to impro#e the o#erall %low through the system Answer: E Eplanation: E) 0n addition" because customers ultimately get better #alue" supply chain management gains competiti#e ad#antage %or each supply chain member. $age Re%: 1<& 'i%%iculty: >oderate (b)ecti#e: *.< +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept 31 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all =8) ?hen 'ell 0nc. shares in%ormation to impro#e the o#erall %low through a system composed o% companies working together" it is engaging in which o% the %ollowingG A) distribution chain management 6) total 7uality management .) supply chain management ') ser#ice channel analysis E) supplier selection analysis Answer: . Eplanation: .) >ichael 'ell4s #ision in#ol#es the concept o% impro#ing per%ormance by sharing in%ormation among supply chain membersE long1term production plans and up1to1the1 minute sales data are a#ailable to suppliers #ia the 0nternet. $age Re%: 1<& 'i%%iculty: >oderate (b)ecti#e: *.< +earning (utcome: 'escribe the skills and %unctions o% management -kill: Application =&) ?hen Ford assembles parts into a Ford Eplorer" it creates which type o% utilityG A) time 6) %orm .) possession ') place E) ownership Answer: 6 Eplanation: 6) Form utility is created when raw materials are con#erted into %inished products. $age Re%: 1&* 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application =*) ?hich operations competence has Toyota gi#en greatest credit %or winning orders in the marketplaceG A) 7uality 6) low cost .) %leibility ') dependability E) eclusi#ity Answer: A Eplanation: A) Toyota has %ocused on creating reliable cars with an appealing %it and %inish" and assuring that customer epectations are met or eceeded in order to build the company4s 7uality competence. $age Re%: 1*1 'i%%iculty: >oderate (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 3/ .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all =<) ?hich operations competence has FedE gi#en greatest credit %or winning orders Bbusiness) in the marketplaceG A) 7uality 6) low cost .) %leibility ') dependability E) accessibility Answer: ' Eplanation: ') FedE wants to assure that e#ery deli#ery is %ast and on time" as promised. $age Re%: 1*1 'i%%iculty: >oderate (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application ==) Eamining step1by1step procedures to reduce ine%%iciency most centrally in#ol#es which approachG A) operations scheduling 6) per%ormance analysis .) #alue1added analysis ') methods impro#ement E) 7uality ownership Answer: ' Eplanation: ') >ethods impro#ement has been used to streamline the traditional checkout method at hotels. $age Re%: 1*& 'i%%iculty: 'i%%icult (b)ecti#e: *.5 +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept 122) ?hich scheduling tool shows the necessary se7uence o% acti#ities in a pro)ect and identi%ies the critical pathG A) !antt chart 6) process %lowchart .) detailed schedule ') master production schedule E) $ERT chart Answer: E Eplanation: E) The critical path is the most time1consuming set o% acti#ities in a pro)ect. $age Re%: 1** 'i%%iculty: 'i%%icult (b)ecti#e: *.8 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 33 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 121) ?hen :ewlett1$ackard simpli%ied its contracts and reduced them %rom /2 pages to as %ew as /" it was engaging in which acti#ityG A) #alue1added analysis 6) benchmarking .) getting closer to the customer ') supply chain management E) %ollow1up Answer: A Eplanation: A) Falue1added analysis re%ers to the e#aluation o% all work acti#ities" materials %lows" and paperwork to determine the #alue that they add %or customers. $age Re%: 1<3 'i%%iculty: 'i%%icult (b)ecti#e: *.* +earning (utcome: 'escribe the skills and %unctions o% management -kill: Application 12/) 'e%ine the term production or operations. Answer: The term operations Bor production) re%ers to all the acti#ities in#ol#ed in making products@goods and ser#ices@%or customers. Eplanation: A key di%%erence between goods and ser#ices operations is the customer4s in#ol#ement in the latter. $age Re%: 1&& 'i%%iculty: >oderate (b)ecti#e: *.1 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 123) ?hat is an operations capabilityG Answer: (perations capability re%ers to the acti#ity or process that production does especially well. Each company4s operations capability matches up with its business strategy so that the %irm4s acti#ities" %rom top to bottom" are %ocused in a particular direction. Eplanation: For eample" the operations capability o% FedE is dependability. $age Re%: 1*2 'i%%iculty: >oderate (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 35 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 125) Eplain competiti#e product analysis. Answer: .ompetiti#e product analysis is a process by which a company analy,es a competitor4s products to identi%y desirable impro#ements in its own products. Eplanation: For eample" a small business owner might study a competitor4s ?eb site to %ind ways to impro#e her own site. $age Re%: 1</ 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 128) 'i%%erentiate between goods production and ser#ice operations. Answer: !oods production in#ol#es tangible products" such as radios" newspapers" buses" and tetbooks. Through ser#ice operations" %irms produce tangible and intangible ser#ice products such as entertainment" transportation" and education. Eplanation: !eneral Electric is a company that produces goods and pro#ides ser#ices. $age Re%: 1&& 'i%%iculty: >oderate (b)ecti#e: *.1 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 12&) 'i%%erentiate between high1 and low1contact processes. !i#e an eample o% each. Answer: $rocesses may be classi%ied according to the etent o% customer contact as either high1 or low1contact processes. 0n a high1contact process" the customer must be a part o% the system. Eamples o% high1contact processes include public transportation" medical ser#ices" and most legal ser#ices. ?ith a low1contact process" customers need not be a part o% the system to recei#e the ser#ice. Eamples include check1processing operations at the bank and lawn1care ser#ices. Eplanation: The manager o% a high1contact process must be more concerned with the customer eperience. $age Re%: 1*2 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 12*) ?hat is a !antt chartG Answer: A !antt chart is a production schedule that breaks down large pro)ects into steps to be per%ormed and speci%ies the time re7uired to per%orm each step. Eplanation: The pro)ect manager checks the progress against the time scale and may need to add workers i% the pro)ect %alls behind schedule. $age Re%: 1*< 'i%%iculty: >oderate (b)ecti#e: *.8 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 38 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 12<) ?hat is 7uality ownershipG Answer: ;uality ownership is the principle o% total 7uality management that holds that 7uality belongs to each person who creates it while per%orming a )ob. Eplanation: A goal o% total 7uality management is moti#ating employees to accept 7uality ownership. $age Re%: 1</ 'i%%iculty: >oderate (b)ecti#e: *.* +earning (utcome: 'iscuss the %actors that a%%ect moti#ation and beha#ior in the workplace -kill: .oncept 12=) Eplain what is meant by the term utility. ?hat type o% utility is created when a pharmacy changes its e#ening schedule to remain open %or an etra hourG Answer: Utility is a product4s ability to satis%y a human want or need. The pharmacy creates time utility by being open at a con#enient time %or customers. Eplanation: The three types o% utility are %orm utility" place utility" and time utility. $age Re%: 1&& 'i%%iculty: 'i%%icult (b)ecti#e: *./ +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: Application 112) ?hy does each company4s operations capability match up with its business strategyG Answer: Each company4s operations capability matches up with its business strategy so that the %irm4s acti#ities " %rom top to bottom" are %ocused in a particular direction. Aligning operations capability with business strategy helps to impro#e pro%itability. Eplanation: For eample" FedE %ocuses on dependability which has made it a leader with business customers. $age Re%: 1*211*1 'i%%iculty: 'i%%icult (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 111) 'escribe two alternati#es %or production %acility layouts. Answer: 0n a custom1products layout" e7uipment and people are grouped according to %unctionE in a same1steps layout" e7uipment and people are set up to produce one type o% product in a %ied se7uence o% steps and are arranged according to production re7uirements. Eplanation: A custom1products layout is well suited %or make1to1order shops while a same1 steps layout is e%%icient %or make1to1stock operations. $age Re%: 1*511*8 'i%%iculty: 'i%%icult (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 3& .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 11/) Eplain how A0T production and lean manu%acturing are related. Answer: +ean manu%acturing is designed %or smooth production %lows that a#oid ine%%iciencies" eliminate unnecessary in#entories" and continuously impro#e production processes. Aust1in1time BA0T) production" a type o% lean system" brings together all needed materials at the precise moment they are re7uired %or each production stage. Eplanation: ?ith A0T production" disruptions are more #isible and are resol#ed more 7uickly. $age Re%: 1<2 'i%%iculty: 'i%%icult (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: -ynthesis 113) 0n a T;> en#ironment" what are some steps that companies use to emphasi,e the importance o% 7ualityG Answer: To ensure high17uality goods and ser#ices" many %irms assign responsibility %or some aspects o% T;> to speci%ic departments or positions. >ore broadly" leaders o% the 7uality mo#ement use #arious methods and resources to %oster a 7uality %ocus@training" #erbal encouragement" teamwork" and tying compensation to work 7uality. Eplanation: Total 7uality management BT;>) includes all the acti#ities necessary %or getting high17uality goods and ser#ices into the marketplace. $age Re%: 1<3 'i%%iculty: 'i%%icult (b)ecti#e: *.* +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept 115) ?hat is a supply chainG :ow can supply chain management create competiti#e ad#antageG Answer: A supply chain is the %low o% in%ormation" materials" and ser#ices that starts with raw materials suppliers and continues through other steps in the operations process until the product reaches the end consumer. -upply chain management creates better #alue %or the customer to produce a competiti#e ad#antage %or the members o% the chain. Eplanation: 'ell" 0nc. has used an inno#ati#e supply chain strategy to help lower prices and speed deli#ery o% its $.s. $age Re%: 1<811<& 'i%%iculty: 'i%%icult (b)ecti#e: *.< +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept 3* .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 118) :ow does outsourcing a%%ect global supply chain managementG Answer: (utsourcing is the strategy o% paying suppliers and distributors to per%orm certain business processes or to pro#ide needed materials or ser#ices. Arrangements %or cross1border materials %lows re7uire compliance with each country4s commerce regulations. $roduction and global transportation scheduling are coordinated with U.-. market demand so that outsourced products arri#e in the correct amount and on time without harming the manu%acturer4s image. Eplanation: (utsourcing has been a growing trend in American business. (utsourcers ha#e a greater need o% operations skills %or integration among dispersed %acilities. $age Re%: 1<&11<* 'i%%iculty: 'i%%icult AA.-6: 'ynamics o% the global economy (b)ecti#e: *.< +earning (utcome: Eplain the bene%its and challenges o% engaging in international business -kill: -ynthesis 11&) Eplain time" place" and %orm utility. Answer: Time utility is created when a company makes products a#ailable when consumers want them. Eamples may include seasonal items such as .hristmas ornaments" bathing suits" and mos7uito repellent. $lace utility is created when a company makes a product4s location con#enient %or consumers. An eample is the placement o% routinely purchased items in con#enience stores or con#eniently located discount stores. Form utility is created when a company combines materials to create products. Eplanation: A business adds customer #alue by pro#iding utility. $age Re%: 1&* 'i%%iculty: >oderate (b)ecti#e: *./ +earning (utcome: 'iscuss the roles o% ethics and corporate responsibility in business -kill: Application 11*) The tet says that Toyota has %ocused on 7uality as its operations capability. Eplain how Toyota4s operations might ha#e changed i% it had %ocused on low cost instead o% 7uality. Answer: A cost1minimi,ation %ocus would ha#e been appropriate in this case" gi#ing Toyota4s operations an altogether di%%erent %orm. $ossible changes include more outsourcing o% production" reduced ad#ertising" %ewer models" and %ewer accessories on the cars. Eplanation: (perations capability is the particular ability that production does especially well to outper%orm the competition. $age Re%: 1*1 'i%%iculty: 'i%%icult AA.-6: Analytic skills (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 3< .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 11<) 'escribe the %i#e most commonly used tools %or T;>. Answer: The most commonly used tools %or T;> are #alued1added analysis" 7uality impro#ement teams" getting closer to the customer" the 0-( series" and business process reengineering. Falue1added analysis re%ers to the e#aluation o% all work acti#ities" material %lows" and paperwork to determine the #alue that they add %or customers. ;uality impro#ement teams are groups o% employees %rom #arious work areas who meet regularly to de%ine" analy,e" and sol#e common production problems. !etting closer to the customer in#ol#es taking steps to know what customers want in the products they consume. The 0-( series pertains to a series o% certi%ications attesting that a %actory" laboratory" or o%%ice adheres to rigorous 7uality management re7uirements set by the 0nternational (rgani,ation %or -tandardi,ation. 6usiness process reengineering %ocuses on impro#ing a business process@rethinking each o% the process4s steps by starting %rom scratchE the process yields impro#ements as measured by cost" 7uality" speed" and ser#ice. Eplanation: T;> begins with leadership and a desire %or continuously impro#ing both processes and products. 0t must consider all aspects o% a business" including customers" suppliers" and employees. $age Re%: 1<311<8 'i%%iculty: 'i%%icult (b)ecti#e: *.* +earning (utcome: 'escribe the skills and %unctions o% management -kill: .oncept 11=) :ow are !eneral >otors and .hrysler responding to current economic conditionsG Answer: 6oth companies ha#e adopted leaner operations to simpli%y production. Eplanation: 0n a slow economy" businesses maintain pro%itability through cutting costs and impro#ing e%%iciency. $age Re%: 1</ 'i%%iculty: >oderate (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 1/2) :ow ha#e !eneral >otors and .hrysler implemented leaner operationsG Answer: A smaller number o% makes" models" and options simpli%ies product design" production" and distribution. Eplanation: !>" .hrysler" and Ford are adopting business strategies that Aapanese producers ha#e used to simpli%y production and capture a greater market share. $age Re%: 1</ 'i%%iculty: >oderate (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 3= .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 1/1) ?hat changes can be epected in !eneral >otors and .hrysler4s distribution networks as a result o% leaner operationsG Answer: The companies4 distribution networks will be simpli%ied as some brands are eliminated. Fewer brands will reduce the number o% auto dealerships and lower distribution costs. Eplanation: !> has downsi,ed to %our core brands and .hrysler4s roster includes only three ma)or brands. $age Re%: 1</ 'i%%iculty: 'i%%icult (b)ecti#e: *.& +earning (utcome: 'escribe the ma)or components o% e%%ecti#e distribution -kill: -ynthesis 1//) 'escribe how a !antt chart and a $ERT chart are similar" and how they are di%%erent. Answer: 6oth are scheduling tools used in pro)ect management" and both break down a pro)ect into the steps to be per%ormed and show the time needed %or each step. The $ERT chart shows the necessary se7uence o% acti#ities and identi%ies the critical path" which is the most time1 consuming set o% acti#ities. Thus the $ERT chart pro#ides e#en more in%ormation than the !antt chart. Eplanation: $ro)ect managers may need to reassign workers and e7uipment to speed up late acti#ities and stay on schedule. $age Re%: 1*< 'i%%iculty: 'i%%icult AA.-6: Analytic skills (b)ecti#e: *.8 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 1/3) FedE and the U.-. $ostal -er#ice compete %or many o% the same customers. :ow are their strategies %or attracting customers di%%erentG Answer: FedE emphasi,es dependability and a speci%ic deli#ery time. The U.-. $ostal -er#ice doesn4t speci%y a deli#ery date %or %irst1class mail" but U.-. mail is less epensi#e. FedE tends to %ocus more on business customers than does the postal ser#ice. The postal ser#ice is more accessible" with daily deli#eries to homes. 0n general" the postal ser#ice pursues a lower1cost strategy. Eplanation: ?ith products such as priority mail and epress mail" the postal ser#ice is increasingly emphasi,ing dependable deli#ery. $age Re%: 1*1 'i%%iculty: 'i%%icult AA.-6: Analytic skills (b)ecti#e: *.3 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 52 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 1/5) 'escribe three ways that >c'onald4s restaurants create time utility %or customers. Answer: >c'onald4s ser#es its %ood 7uickly" according to customer wishes. >any outlets ser#e break%ast during the morning hours. 'ri#e1through windows allow customers to order without ha#ing to park and enter the restaurant. >any outlets are open late to ser#e customers. Eplanation: A business creates time utility when it pro#ides products when consumers want them. $age Re%: 1&* 'i%%iculty: 'i%%icult (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: .oncept 1/8) -uppose that economists are %orecasting a short economic recession %ollowed by strong economic growth. :ow might a large manu%acturing company ad)ust its capacity planning to respond to this %orecastG Answer: The company will probably wish to reduce its capacity in the short run" but retain its ability to increase capacity when the economy strengthens. .ompany eecuti#es may decide to reduce worker hours temporarily instead o% laying o%% workers. They may decide to idle some %acilities but keep them a#ailable to resume operations when economic growth picks up. Eplanation: A %irm4s capacity depends on how many people it employs and the number and si,e o% its %acilities. $age Re%: 1*5 'i%%iculty: 'i%%icult AA.-6: Analytic skills (b)ecti#e: *.5 +earning (utcome: 'escribe the skills and %unctions o% management -kill: -ynthesis 1/&) 0n recent years" some automakers ha#e increased manu%acturing operations in the southeastern United -tates. -uggest two reasons why they ha#e taken this step. Answer: The cost o% li#ing tends to be lower in this area" allowing companies to o%%er lower wages. There is also less union presence than in most other areas o% the country. -ome state go#ernments ha#e adopted policies" such as ta breaks" to encourage manu%acturing in their states. Eplanation: 6ecause location a%%ects production costs and %leibility" sound location planning is crucial %or %actories" o%%ices" and stores. $age Re%: 1*5 'i%%iculty: 'i%%icult AA.-6: Analytic skills (b)ecti#e: *.5 +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 51 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 1/*) (utsourcing has led to increasingly global supply chains. 'escribe three ways that a more global supply chain might be risky %or a company that outsources. Answer: ?hile outsourcing has usually been pro%itable" it has some risks. !lobal supply chains are more #ulnerable to natural disasters" such as the earth7uake and tsunami in Aapan and %looding in Thailand. $olitical unrest in other countries is also a risk. -ome countries ha#e nationali,ed businesses without warning to the companies. 0t is possible that U.-. lawmakers could impose laws discouraging outsourcing. .riminal acti#ities and e#en war could also disrupt supply chains. Eplanation: (utsourcing epands supply chains and increases their compleity. $age Re%: 1<&11<* 'i%%iculty: 'i%%icult AA.-6: 'ynamics o% the global economy (b)ecti#e: *.< +earning (utcome: Eplain the bene%its and challenges o% engaging in international business -kill: .oncept Alan Aackson is the %ounder and owner o% -ky -cooters" a small manu%acturing company located in -an Aose" .ali%ornia. For years" Alan toyed with ideas %or a motori,ed scooter. -eeing the success o% the -egway scooter" Alan decided to act. Although his design" the -ky .ruiser" is not as well1known as the -egway" it incorporates many o% the same bene%its. Adding to its appeal" the -ky .ruiser sells %or almost J1"222 less than the -egway. Firtually all -ky .ruisers are sold through direct appeals on the ;F. shopping network. (#erwhelmed by recent demand" Alan has hired his sister" .olette. .olette" a recent business school graduate" has suggested that Alan consider a )ust1in1time production system. Alan wonders i% this would be in his best interest. 1/<) ?ould a make1to1stock or make1to1order operations process be most e%%icient %or the production o% -ky .ruisersG Eplain. Answer: A make1to1stock operation would allow -ky -cooters to produce scooters with least epense and make them a#ailable %or immediate shipment. Eplanation: >ake1to1order operations are generally more time1consuming and more epensi#e. $age Re%: 1&= 'i%%iculty: >oderate AA.-6: Analytic skills (b)ecti#e: *./ +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 5/ .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 1/=) ?hat ad#antages could -ky -cooters epect %rom switching to a )ust1in1time production systemG Answer: Aust1in1time systems sa#e money by reducing in#entories and replacing stop1and1go production with smooth mo#ement" making disruptions more #isible. Finding and eliminating disruptions by continuous impro#ement o% production is a ma)or ob)ecti#e o% A0T. Eplanation: Aust1in1time production is an eample o% a lean production system. $age Re%: 1<2 'i%%iculty: >oderate AA.-6: Analytic skills (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 132) Are there any potential negati#e conse7uences o% switching to a )ust1in1time production systemG Eplain. Answer: A0T production could ha#e negati#e conse7uences i% not well planned. -ince the re7uired materials arri#e )ust as they are needed" poor planning could shut down the whole production line. -imilarly" %ailure by any o% the members o% the supply chain could erase the bene%it o% the A0T strategy. Alan should care%ully plan the implementation o% a A0T production system. Eplanation: A0T production reduces costs when implemented properly" but it re7uires more o#ersight than a traditional production system. $age Re%: 1<2 'i%%iculty: 'i%%icult AA.-6: Analytic skills (b)ecti#e: *.& +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 131) !i#en the price o% the -ky .ruiser" what is a reasonable goal %or product 7ualityG Answer: The -ky .ruiser is priced about J1"222 less than its competitor" -egway. The -ky .ruiser should be sa%e and per%orm e%%iciently" but it need not eceed the per%ormance o% -egway. A reasonable goal is to per%orm close to the -egway standard. The -ky .ruiser will probably ha#e %ew CetrasC and its appearance will likely be %unctional rather than sleek. Eplanation: (%%ering a lower1cost product is one strategy that -ky -cooters will use to attract customers. $age Re%: 1<1 'i%%iculty: 'i%%icult AA.-6: Analytic skills (b)ecti#e: *.* +earning (utcome: 'escribe the skills and %unctions o% management -kill: Application 53 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 13/) ?hat are three possible changes that Alan Aackson can make in his company to emphasi,e 7uality impro#ementG Answer: $ossible approaches include %orming a 7uality management team" encouraging 7uality ownership" adopting total 7uality management" and creating a team to recei#e and re#iew input %rom customers and potential customers. Eplanation: 0n addition to controlling 7uality" businesses seek to build 7uality into goods and ser#ices. $age Re%: 1<311<5 'i%%iculty: 'i%%icult AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.* +earning (utcome: 'escribe the skills and %unctions o% management -kill: Application 133) 0% a A0T production system is implemented at -ky -cooters" how might the %irm4s supply chain strategy be a%%ectedG Answer: Alan and .olette must coordinate -ky -cooters4 acti#ities with a network o% other %irms. They will need to regard these %irms as members o% a coordinated supply system. A A0T production system will be challenging since timing will be o% utmost importance. -ky -cooters will need to communicate 7uickly and e%%ecti#ely with its partners and may need the latest technologies in order to implement the more challenging A0T system. Eplanation: -upply chain strategy is based on the idea that members o% the chain will gain competiti#e ad#antage by working as a coordinated unit. Although each company looks out %or its own interests" it works closely with suppliers and customers throughout the chain. $age Re%: 1<2" 1<& 'i%%iculty: 'i%%icult AA.-6: Analytic skills (b)ecti#e: *.< +earning (utcome: 'iscuss the %actors that in%luence decisions about organi,ational structure -kill: Application 55 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all EKTrade is a retail organi,ation that owns specialty stores %or a di#erse range o% product categories" ranging %rom home %urnishings and sporting goods to books and gourmet %oods. ?ith more than 82 stores" the %irm is now considering entering the #ery lucrati#e low1cost market by launching .lotheLa chain o% retail stores that o%%ers a%%ordable %ashion %or men" women" and children. 135) ?hich o% the %ollowing" i% true" would strengthen the argument %or being a low1cost playerG A) .ustomers who belie#e that they need high le#els o% customer ser#ice are more likely to choose a niche retailer. 6) An epected upturn in the economy will increase consumer purchasing power. .) 6eing the low1cost player re7uires a company to eamine e#ery aspect o% its supply chain in order to identi%y opportunities to impro#e e%%iciency. ') EKTrade has a longer history selling clothes %or men and women than it has selling clothes %or children. E) The retailer4s logistics operations are more e%%icient than the industry norm. Answer: E Eplanation: E) .ompeting on price isn4t easy. Hot e#ery organi,ation can do it. :owe#er" organi,ations that are already e%%icient are better suited to try to win as a low1cost player. -o .hoice E strengthens the argument. .hoices A" 6" and . weaken the argument by suggesting problems with the low1cost approach. .hoice ': The length o% acti#ity in di%%erent product lines doesn4t help resol#e the 7uestion o% whether low1cost is the way to go. $age Re%: 1&& 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.1 -kill: .ritical Thinking 58 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all -tardust 4n4 .lay is a manu%acturer and mass marketer o% personal care products and nutritional supplements. The company plans to launch a line o% organic beauty products that are made entirely %rom mineral pigments and organic plant etracts. These products" though epensi#e to process" o%%er much higher margins than the company4s current lines o% beauty products. The market %or organic beauty products is relati#ely untapped" with )ust a hand%ul o% players. 138) ?hich o% the %ollowing" i% true" would strengthen the case %or -tardust 4n4 .lay to begin de#eloping organic beauty productsG A) Retailers report a consumer pre%erence %or inepensi#e skin1care and beauty products that do a better )ob than the ones currently a#ailable. 6) (rganic raw materials sourced %rom economically weak countries pro#ide a source o% li#elihood %or the local population. .) (rganic raw materials %or such products can be sourced %rom de#eloping countries at a lower cost. ') The %irst mo#er in this industry is witnessing reasonable growth. E) A growing number o% women 1<135 consider the health impact o% chemicals %ound in a beauty product when making a cosmetics purchase decision. Answer: E Eplanation: E) -tardust 4n4 .lay sees many potential ad#antages in marketing organic beauty products. Are there enough people interested in the product to make the higher production costs worthwhileG .hoice E suggests there are" indicating that young women@who comprise a large cosmetics market@care about the chemicals in their beauty products. .hoice A does not say much about organic products. Also" organic products are epensi#e to manu%acture and o%%er higher margins. 0n other words" they are more epensi#e than nonorganic beauty products. .hoice 6 eplains how a new -tardust 4n4 .lay line o% organic beauty products might bene%it people in economically weak countries" but it tells us nothing about whether the line would bene%it -tardust 4n4 .lay. .hoice . pro#ides general in%ormation about raw material sourcing %or the proposed line. This is not an absolute ad#antage %or -tardust 4n4 .lay" as the same conditions apply to competitors. .hoice ' only tells us that the %irst mo#er in the market has seen Creasonable growth.C This %irst mo#er might #ery well be a small niche marketer. -tardust 4n4 .lay is a mass marketer" so Creasonable growthC to a smaller company may be insigni%icant to -tardust 4n4 .lay. $age Re%: 1*2 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.3 -kill: .ritical Thinking 5& .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 13&) ?hich o% the %ollowing" i% true" would weaken the argument %or de#eloping organic beauty productsG A) Few companies ha#e obtained patents %or their organic product inno#ations. 6) .ompetitors in this segment are 7uick to copy any new product inno#ation and mimic product design. .) (rganic o%%erings ha#e a shorter shel%1li%e compared to synthetic products. ') .ustomers need to be educated about the relati#e bene%its o%%ered by organic products. E) Financial analysis shows that it would take the company 1.8 years to reco#er its initial in#estment. Answer: 6 Eplanation: 6) 0% -tardust doubts whether it can achie#e and maintain a competiti#e ad#antage in the organic beauty products market" then the company is unlikely to pursue the proposed line. .hoice 6 points to a lack o% sustainable competiti#e ad#antage" as competitors can be epected to 7uickly copy -tardust4s product and promotions. .hoice 6 weakens the argument. .hoice A is a nonissue" as -tardust could use di%%erent processes and come up with di%%erent products. .hoice . doesn4t necessarily weaken the argument" as a shorter shel%1li%e suggests that consumers would need to repurchase the cosmetics more %re7uently. .hoice ' indicates a need %or increased customer awareness" a promotional challenge that would be true %or many inno#ati#e products. Alone" this isn4t enough. .hoice E tells us how long it would take the company to reco#er its in#estment" but without a %rame o% re%erence we don4t know i% this strengthens or weakens the argument. 0% it usually takes two or more years to reco#er an in#estment" then this strengthens the argument %or de#eloping an organic line. $age Re%: 1*2 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.3 -kill: .ritical Thinking 5* .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all Toys %or $ops is a small business that %ocuses on indoor and outdoor games intended %or an adult male clientele. 0t stocks a range o% %antasy action %igures and models" low1impact athletic accessories such as Frisbees and cro7uet sets" and a wide range o% #ideo games. The business has grown to the point that a larger location is needed. Recently" a location has come up %or rent at a nearby strip mall at a %a#orable rate. The %acility would pro#ide the business with much needed shel% space and more room %or employees behind the counter. :owe#er" the strip mall is in an area that has also seen a rapid increase in petty crime. The .E( %eels that the ad#antages o% the new location support the decision to relocate. 13*) ?hich o% the %ollowing" i% true" would weaken the .E(4s positionG A) The i%%y reputation o% the area in which the strip mall is located would make the business4s current employees uneasy about their sa%ety at work" which would lead to increased turno#er in sta%%. 6) The lower cost o% li#ing in the new neighborhood would make it easier to hire employees willing to accept lower salaries. .) Fideo games sales" a%ter se#eral years o% increases" ha#e reached a plateau and are unlikely to show %urther growth in the net %ew years. ') The strip mall has no other current #acancies. E) The current sta%% has been stable %or se#eral years and is well #ersed in details o% #ideo games and other specialty items. Answer: A Eplanation: A) Two o% the key human resource management responsibilities o% a small business are maintaining morale and protecting employees4 physical conditions. ?hen these issues are neglected" turno#er increases" leading to the need to hire and train new sta%% more o%ten than necessary. :ence .hoice A weakens the .E(4s position. .on#ersely" .hoice 6 might strengthen the decision" by showing that labor costs can be controlled through the mo#e. .hoice . might be a consideration i% the business sold only #ideo games" but in %act this is )ust one product line the %irm handles. .hoice '" i% anything" strengthens the .E(4s position by suggesting that the strip mall is being e%%ecti#ely managed by its owners. .hoice E deals with a strength o% the company in its eisting location" but does not address the wisdom o% the mo#e. $age Re%: 1*5 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.5 -kill: .ritical Thinking 5< .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 13<) ?hich o% the %ollowing" i% true" might )usti%y the relocation as a prudent mo#e %rom the human resource point o% #iewG A) 'e#eloping a Facebook page made the business known to a large group o% potential customers li#ing in a much wider regional area. 6) Federal crime reports show that the greater metro area has seen an increase in car the%ts. .) The new location is located near a ma)or %reeway interchange. ') Fantasy action %igures are o%ten remaindered %or below wholesale cost because their popularity is short1li#ed. E) Anonymous notes in the %irm4s suggestion bo repeatedly cited cramped conditions and lack o% pri#acy as the most annoying %actors in working conditions at the present site. Answer: E Eplanation: E) ?hile the potential %or crime is troublesome" employees might consider the trade1o%% acceptable i% the mo#e results in a signi%icant impro#ement in working conditions. -o .hoice E is the strongest argument in %a#or o% the mo#e. .hoice A doesn4t address the human resource impact o% relocating to a marginal neighborhood. .hoices 6 and ' ha#e no rele#ance to the proposed mo#e. .hoice . might support the mo#e by suggesting that the location would be an easier commute %or employees" but it4s also possible that the interchange area would be a tra%%ic bottleneck. $age Re%: 1*5 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.5 -kill: .ritical Thinking 5= .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all .lean -weep .orporation is a consumer goods company manu%acturing home1care cleaning products. -ales o% -parkle" its %lagship disin%ectant" and some o% its other cleaning products ha#e been sluggish during the last two 7uarters. (% late" retailers ha#e also shown a lack o% con%idence in these product lines. The management is looking at di%%erent ways to impro#e the e%%iciency o% its entire supply chain. -ome senior eecuti#es belie#e that the company should shi%t to a )ust1in1 time logistics system. :owe#er" this opinion does not ha#e unanimous support. 13=) ?hich o% the %ollowing" i% true" would weaken the argument %or the shi%t to a )ust1in1time logistics systemG A) .arrying too much in#entory results in higher1than1necessary in#entory1carrying costs. 6) Under the new system" the company would ha#e in#entory su%%icient %or %ewer days o% operations. .) .lean -weep4s most important suppliers pre%er a %leible supply schedule. ') 0mplementing the system would re7uire an etensi#e o#erhaul o% the eisting supply chain. E) 'emand %or .lean -weep4s products is stable and predictable. Answer: ' Eplanation: ') .hoice ' weakens the argument since the bene%its o% a )ust1in1time system could be outweighed by the costs o% re1engineering the entire supply chain. .hoice A: A )ust1in1 time system is designed to lower in#entory1carrying costs" so .hoice A would strengthen the argument. .hoice 6 describes the system accurately but pro#ides no reason not to adopt it. .hoice . would strengthen the argument by suggesting that the transition could be easy. .hoice E strengthens the argument by suggesting that it will be possible to operate with lower in#entory le#els. $age Re%: 1<2 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.& -kill: .ritical Thinking 82 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 152) ?hich o% the %ollowing" i% true" would strengthen the argument %or the shi%t to a )ust1in1time in#entory systemG A) .lean -weep4s storage and handling costs are signi%icant. 6) .lean -weep4s suppliers ha#e not adopted )ust1in1time systems. .) The current system re7uires higher in#entory le#els during the summer as compared to the winter. ') 'emand %or -parkle #aries depending on the promotional strategies o% .lean -weep4s retail partners. E) -parkle comes in many #arieties" none o% which is more popular than the leading brand. Answer: A Eplanation: A) Aust1in1time logistics systems can reduce handling and storage costs" which is an ad#antage when those costs are signi%icant" .hoice A. .hoice 6" i% anything" weakens the argument" as the system might be e#en more e%%ecti#e i% others in the supply chain used similar systems. .hoice . does not point out a %law in the current system" as it is reasonable that people would use more cleaning products in warmer weather. .hoice ' suggests that demand is hard to predict" which would weaken the argument. .hoice E: -parkle4s position in the market does not tell which in#entory system makes the most sense. $age Re%: 1<2 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.& -kill: .ritical Thinking 151) ?hich o% the %ollowing 7uestions is +EA-T rele#ant to the issue o% whether the company should switch to a )ust1in1time logistics systemG A) 0s demand %or .lean -weep4s products predictableG 6) .an suppliers assure %ast" %re7uent" and %leible deli#eryG .) 0s technology a#ailable to manage the logisticsG ') 'o end users currently %a#or making the transitionG E) 'oes .lean -weep ha#e access to accurate in%ormation about customer demandG Answer: ' Eplanation: ') All the choices speak to re7uirement %or a )ust1in1time system ecept .hoice '. A success%ul )ust1in1time system would be in#isible to most customers. They would simply ha#e access to the product when they wanted it. Also" customers who buy cleaning supplies would not ha#e an in%ormed opinion o% the company4s supply chain operation" so their initial opinion is not crucial here. $age Re%: 1<2 'i%%iculty: 'i%%icult AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.& -kill: .ritical Thinking 81 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 15/) A senior eecuti#e claims that a mo#e to a C)ust1in1timeC logistics system would be a mistake because e#en i% the system is e%%ecti#e at reducing in#entory and handling costs" the change would not be noticed by customers. The eecuti#e claims that the change should be re)ected as it runs counter to .lean -weep4s goal o% being Ccustomer1%ocused.C ?hich o% the %ollowing is the best criticism o% the senior eecuti#e4s positionG A) 0t does not pro#e that %ocusing on the customer helps an organi,ation become success%ul. 6) 0t does not suggest an impro#ement to .lean -weep4s current system. .) 0t %ails to recogni,e that ha#ing a more e%%icient supply chain will allow .lean -weep to o%%er more #alue to its customers. ') 0t does not establish that the costs o% switching to the new system would outweigh any cost1 reduction bene%its the system might pro#ide. E) 0t does not describe the in#entory systems used by .lean -weep4s competitors. Answer: . Eplanation: .) The senior eecuti#e is basically saying that any change would ha#e to be noticed by customers in order %or the change to be a good one. 6ut that doesn4t make sense. All other things being e7ual" sa#ing money in production and distribution is a good thing" e#en i% the customers don4t notice the changes. 6esides" as .hoice . points out" ha#ing lower costs can allow .lean -weep to o%%er more #alue" %or eample by lowering prices. .hoice A: The #alue o% being customer1%ocused isn4t at issue here. The problem is that the senior eecuti#e takes it too %ar in claiming that e#ery good idea must be percei#ed by the customer. .hoices 6" '" and E are accurate in that the argument does not do these things" but there is no reason to belie#e that they are necessary. $age Re%: 1<2 'i%%iculty: 'i%%icult AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.& -kill: .ritical Thinking 8/ .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all A so%tware de#elopment company is designing an e#aluation plan %or its so%tware programmers. The company %eels that changes are necessary because it lacks the %acts it needs to distinguish outstanding so%tware programmers %rom those that are only a#erage" or worse. $re#iously" the company paid so%tware programmers a %lat salary and based e#aluations on super#isors4 opinions. How" howe#er" the company is considering the %ollowing measures %or its so%tware programmers: >easurement -trategy Alpha: -o%tware programmers will be e#aluated based on the total number o% lines o% code that they produce. >easurement -trategy 6eta: -o%tware programmers will be e#aluated based on their ability to produce computer code that is %ree o% errors. >easurement -trategy !amma: -o%tware programmers will be e#aluated based on the market success o% the products they produce. 153) ?hich o% the %ollowing" i% true" would weaken the argument that the company should use >easurement -trategy AlphaG A) -o%tware programmers usually ha#e no direct contact with customers and do not determine product speci%ications. 6) The programming languages used by the company re7uire %ewer lines o% code to per%orm a %unction than the programming languages used by other companies. .) Any so%tware programmer can choose to increase the number o% lines o% code it takes to per%orm any %unction. ') An e%%ecti#e so%tware programming team is essential %or the %inancial success o% the company. E) >any o% the current so%tware programmers would not recei#e strong e#aluations i% the company used >easurement -trategy Alpha. Answer: . Eplanation: .) >easurement -trategy Alpha rewards so%tware programmers based on the number o% lines o% code that they produce. 6ut i% .hoice . is true then the so%tware programmers can arti%icially in%late the number o% lines it takes to do something. They could abuse this approach by taking thousands o% lines o% code to do simple things. They would seem producti#e according to >easurement -trategy Alpha" but they really wouldn4t be. .hoice A is sort o% rele#ant to >easurement -trategy !amma" not Alpha. .hoice 6 is a reason why >easurement -trategy Alpha couldn4t be used to compare programmers %rom di%%erent companies" but these strategies concern the company4s employees only. .hoice ' suggests that getting this right is important but does not tell us whether Alpha will help the company get it right. .hoice E would be a problem i% we knew that all o% the current so%tware programmers are ecellent" but the whole point o% the measurement plan is that we don4t know who is doing a good )ob. -o the %act that Alpha would be bad %or some employees doesn4t suggest that there is anything wrong with Alpha. $age Re%: 1<2 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.& -kill: .ritical Thinking 83 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 155) A decision to use >easurement -trategy 6eta would assume which o% the %ollowingG A) -o%tware errors are more common than hardware errors. 6) -o%tware errors a%%ect all users e7ually. .) The impact o% so%tware errors has been greater recently. ') ?hen a so%tware error occurs" its e%%ects are always clear to the %inal user o% the product. E) ?hen a so%tware error is disco#ered" it is possible to determine who is responsible %or it. Answer: E Eplanation: E) >easurement -trategy 6eta punishes people %or their errors" but i% .hoice E isn4t true" then you can4t tell who made the error. .hoice E would ha#e to be true in order %or >easurement -trategy 6eta to work" and so it must be assumed. .hoice A: This is about so%tware" not hardware" so nothing about hardware errors need be assumed. .hoice 6 could be true" and probably isn4t" but it doesn4t need to be true in order %or 6eta to work. .hoices . and ' would strengthen the case %or 6eta i% they were true" but they don4t need to be true in order %or 6eta to work. $age Re%: 1<2 'i%%iculty: 'i%%icult AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.& -kill: .ritical Thinking 158) The choice to use only >easurement -trategy 6eta would be #ulnerable to criticism because it would gi#e the so%tware programmers an incenti#e to do whatG A) make o#erly optimistic commitments to customer1%acing employees at the company 6) spend too much time checking their code in order to eliminate any possibility o% error .) de#elop pro)ects that meet programming re7uirements but not market re7uirements ') skip the 7uality assurance checks that re#eal the most damaging so%tware errors E) produce more lines o% code than is re7uired to per%orm a gi#en %unction Answer: 6 Eplanation: 6) A#oiding errors is good" but so is %inishing on time. 0% the %ocus is only on a#oiding errors" then the so%tware programmers will spend way too much time a#oiding any chance that there is an error in their code somewhere. .hoice 6 describes this issue. .hoices A and . are rele#ant to !amma. .hoice ' would be sol#ed by 6eta. .hoice E is a problem with Alpha. $age Re%: 1<2 'i%%iculty: >oderate AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.& -kill: .ritical Thinking 85 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 15&) The choice to use only >easurement -trategy !amma would be #ulnerable to criticism in what wayG A) >any %actors other than so%tware programming are re7uired %or market success. 6) 0t sets up a goal that is unattainable. .) 0t underestimates the e%%ect that good so%tware programming can ha#e on the customer4s eperience. ') 0t would re7uire the company to change its current approach to e#aluating so%tware programmers. E) 0t %ails to establish a goal that re7uires any signi%icant e%%ort to achie#e. Answer: A Eplanation: A) 0t makes sense i% the programmers are rewarded when the products do well" but i% they are e#aluated solely on that measure" then the results might wind up being arbitrary. As .hoice A points out" e#en i% the programmers do their )ob well" many things need to happen be%ore the product becomes a success. (ne principle o% moti#ation is that i% you are going to reward people when a goal is achie#ed" then those people should be able to make that goal happen. >easurement -trategy !amma ignores this and is #ulnerable to the criticism in .hoice A. .hoices 6 and E: There is no reason to belie#e that market success is impossible B.hoice 6) or too easy B.hoice E). .hoice . has it backwards. 0% anything" !amma o#erestimates the in%luence o% so%tware programming. .hoice ' is accurate but is not a problem. The whole point is to change the system. $age Re%: 1<2 'i%%iculty: 'i%%icult AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.& -kill: .ritical Thinking 15*) ?hich o% the %ollowing would be most similar to a decision to use >easurement -trategy Alpha and >easurement -trategy 6eta togetherG A) Aiom e#aluates its sales sta%% on the number o% sales they make and the si,e o% those sales. 6) $ersonal 'e#ices rewards its brand managers more hea#ily %or sales o% new products than %or sales o% pre#iously eisting products. .) -tardust 4n4 .lay rewards production line workers based on meeting production 7uotas and a#oiding product de%ects. ') (ak >eteors customer ser#ice agents are e#aluated based on the 7uantity o% calls they answer and the number o% %ollow1up purchases that those callers make. E) -pa ?orld #alet parkers get a yearly bonus based on o#erall customer per%ormance and supplement their income with tips %rom customers. Answer: . Eplanation: .) Alpha rewards based on output" and 6eta rewards based on a#oiding errors. .hoice . matches this by rewarding based on 7uantity and a#oiding de%ects. Hone o% the other choices has these components. $age Re%: 1<2 'i%%iculty: 'i%%icult AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.& -kill: .ritical Thinking 88 .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all 15<) >anagement has decided to combine all three >easurement -trategies in order to gi#e the so%tware programmers incenti#es that match the company4s goals. 0% the products meet their !amma goals" so%tware programmers who ha#e met either their Alpha goals or their 6eta goals will be rewarded" but i% the products %ail to meet their !amma goals" so%tware programmers will not be rewarded unless they ha#e met both their Alpha goals and their 6eta goals. Under this system" which o% the %ollowing .AHH(T be trueG A) A so%tware programmer who has met his or her Alpha goals is not rewarded. 6) A so%tware programmer who has not met his or her 6eta goals is rewarded. .) A so%tware programmer who has met neither his or her Alpha goals nor his or her 6eta goals is not rewarded. ') The company meets its !amma goals" and a so%tware programmer who meets his or her Alpha goals is not rewarded. E) The company does not meet its !amma goals" and a so%tware programmer who meets his or her 6eta goals is not rewarded. Answer: ' Eplanation: ') 0% the company hits its !amma goals" then the so%tware programmers need to hit )ust one o% Alpha and 6eta in order to be rewarded. -o .hoice ' is impossible. .hoice A could be true i% this person did not meet his or her Alpha goals and the company did not meet its !amma goals. .hoice 6 could be true i% this person met his or her Alpha goals and the company met its !amma goals. .hoice .: Those who %ail both goals aren4t guaranteed a reward. .hoice E could be true i% the person did not meet his or her Alpha goals. $age Re%: 1<2 'i%%iculty: 'i%%icult AA.-6: Re%lecti#e thinking skills (b)ecti#e: *.& -kill: .ritical Thinking 8& .opyright 9 /213 $earson Education" 0nc. $ublishing as $rentice :all