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1. A reason for studying operations management (OSM) is which of the following?
A. OSM is essential for understanding organizational behavior
B. B. Most business graduates do OSM work regardless of their job titles
C. Concepts and tools of OSM are useful in other functions of business
D. D. OSM is a required course in all business degree programs

2. Which of the following is not a major strategic operational competitive dimension that forms a company's competitive position?
A. Cost or price
B. Delivery Speed
C. Delivery Reliability
D. Management Acumen
3. In developing an operations and supply strategy, which of the following would be an important product-specific criteria to consider?
A. Focus
B. Production lot size
C. Supplier after-sale support
D. Learning Curve
4. Which of the following is not a measure of operations and supply management efficiency used by Wall Street?
A. Inventory turnover
B. Revenue per employee
C. Receivable turnover
D. Earnings per share
5. A project can be subdivided into which of the following?
A. Job orders
B. Subjobs
C. work packages
D. Sub- paths
6. Which of the following is a reason that project management is important?
A. Organizations do not allow hastily planned projects
B. Organizational hierarchies are becoming more robust
C. The firm's reputation is not a concern since projects are invisible to the outside world
D. Projects are a way to promote effective leadership
7. In a Gantt chart the horizontal axis is usually which of the following?
A. Activities
B. Cost
C. Profit
D. Time
8. A series of projects that are organized in such a way that each project utilizes people from different functional areas is using which of the following organizational structures?
A. Matrix project
B. Integrated Task Force
C. Functional project
D. Pure project
9. The capacity focus concept can be put into practice through a mechanism called which of the following?
A. Best operating level (BOL)
B. Plants within plants (PWP)
C. Total quality management (TQM)
D. Capacity utilization rate (CUR)
10. Which of the following is not a step used in determining production capacity requirements?
A. Forecasting to predict product sales
B. Forecasting raw material usage
C. Projecting availability of labor
D. Calculating equipment and labor needs
11. Which of the following is not considered a major process flow structure?
A. Work Center
B. Project
C. Assembly Line
D. Fabrication
12. Assume a fixed cost for a process of $15,000. The variable cost to produce each unit of a product is $10 and the selling price for the finished product is $25. Which of the following is the number of units that has to be produced and sold to break-even?
A. 667 Units.
B. 500 Units
C. 790 Units
D. 1000 Units.
13. Assume a fixed cost for a process of $120,000. The variable cost to produce each unit of product is $35, and the selling price for the finished product is $50. Which of the following is the number of units that has to be produced and sold to break-even?
A. 5000
B. 6000
C. 8000
D. 11000
14. Which of the following is a basic type of process structure?
A. Process flow diagram
B. Product matrix
C. Process Matrix
D. Work Center
15. Which of the following is an alternative degree of customer contact included in the service-system design matrix?
A. Face - to face distance
B. Internet
C. Questioneier response
D. ATM
16. In the service-system design matrix, a mail contact service encounter is expected to have which of the following?
A. High Sales opp.
B. High Degree of customer/server contact
C. Low production efficiency
D. Low sales opp.
17. In the service-system design matrix, an internet and on-site technology service encounter is expected to have which of the following?
A. High Sales opp.
B. High Degree of customer/server contact
C. Low production efficiency
D. High production eff.

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https://brainmass.com/business/total-quality-management/business-management-446516

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1. A reason for studying operations management (OSM) is which of the following?
A. OSM is essential for understanding organizational behavior
B. B. Most business graduates do OSM work regardless of their job titles
C. Concepts and tools of OSM are useful in other functions of business
D. D. OSM is a required course in all business degree programs

Other functions like finance, and marketing require some OSM knowledge; C. Concepts and tools of OSM are useful in other functions of business

2. Which of the following is not a major strategic operational competitive dimension that forms a company's competitive position?
A. Cost or price
B. Delivery Speed
C. Delivery Reliability
D. Management Acumen
Strategic operational competitive dimensions are speed reliably, and cost: D. Management Acumen
3. In developing an operations and supply strategy, which of the following would be an important product-specific criteria to consider?
A. Focus
B. Production lot -size
C. Supplier after-sale support
D. Learning Curve
In operations and supply strategy, this improves efficiency and is important: D. Learning Curve
4. Which of the following is not a measure of operations and supply management efficiency used by Wall Street?
A. Inventory turnover
B. Revenue per employee
C. Receivable turnover
D. Earnings per share
Each of the ...

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Our company will be a small niche medical company located in Taiwan. The company will employ about 60 people. These employees will consist of operations personnel and company staff such as Medical Doctors, Occupational Medical Director, Registered Nurses, Employee Health Safety staff, and Benefits Advisor. The building itself will have three floors with the main floor being for prescription drug storage, customer service, and offices, while bottom floor contains more offices is primarily for rehabilitation for the elderly and the upper floor will be used for laboratory research and development and diagnostics
The products that the company will hold are products that are affiliated with the ongoing health issues in Taiwan such as, heart disease, cancer, and rehabilitation. The product that will be held for heart disease will consist of Accupril, Inspra, and Norvasc. These medicines are the most prescribed brand name high blood pressure medicines worldwide. They help to treat high blood pressure, heart failure, and easy blood flow through arteries. Cancer products will consist of Aromasin, Camptosar, and Ellence. These medicines are used for the treatment of breast cancer, colon cancer, and the rid of any tumor cells in the body.
With the continuing health concerns in Taiwan the National Health Insurance program accounts for more than 60 percent of all health costs. Taiwan is also very advanced in technology and with that technology used for research and development our company seeks to make substantial profits.
The company will like to expand internationally for various reasons. Taiwan's economy is ranked among the 20 largest in the US. And at the same time, Taiwan also has an increasingly growing population which is spending a big amount of their income on healthcare. There is strong demand in Taiwan for numerous medial products and services. Some of which include those related to orthopedics, rehabilitation, cardiology, and diagnosis particularly pertaining to cancer. Additionally, due to increased male and female life expectancy in Taiwan, the demand for medial products for senior citizens continues to grow. In part, the United States has exported approximately USD 161 million in medial products to Taiwan in 2003 1. For this reason, a distributor in Taiwan can assist US exporters with the process.
Taiwan's market offers ample opportunities for US firms to profit from a strong and growing demand for advanced medical supplies. They have an aging population together combined with other factors such as high population density. In 2004, the average per capita expenditure on healthcare was US$847 of a total per capita GDP of $13,529 2.
Our company will profit from the sales of medial products for the elderly, more specifically for heart disease and cancer patients, two of the leading causes of death in Taiwan. In Taiwan, the overall medical device market is projected to grow at a rate of 3-5 percent per year while implantable devices grow at an annual rate of 6-10 percent2.
The Taiwan market for implantable devices has been growing rapidly as a result of their growing elderly population and patients increased awareness of new implant technologies. One of our company's major forces for improving the healthcare of Taiwan's population are the new innovations in medial devices. Cardiovascular and hear diseases are the two leading causes of death in Taiwan that have highly contributed for the demand of heart implants. The Taiwan market's demand for implantable medical devices was forecasted to reach approximately US$123.4 million in 2005. The market demand grew 29.5 percent from its previous years2. For years the US supplies 90% of Taiwan's vascular grafts, 80% of ACID and artificial heart valves and 70% of intraocular lenses2. Taiwan's economy continues to grow steadily and our company is looking forward to expanding internationally to Taiwan.
Taiwan is the seventh largest trading partner of the US with over US$50 billion in two-way trade . The region is an excellent market for many types of products and services and our company will take advantage of this opportunity. In conclusion, we will provide medical products that will improve the healthcare technologies sector.

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