Multiple Choice Questions

Consider consecutive processes A−B−​C, where process A has a capacity of 20 units per​ hour, process B has a capacity of 25 units per​ hour, and process C has a capacity of 30 units per hour. Where would an operations manager want any​ inventory?
  • 90.5​ percent; 79.2 percent
  • in front of process A.
  • If the first two steps are run at full​ capacity, then the third step has a waiting line.
  • when the bottlenecks need work.
A work system has five stations that have process times of​ 5, 9,​ 4, 9, andWhat is the bottleneck​ time?
  • 9
  • All are techniques for dealing with bottlenecks.
  • create a schedule that maximizes the throughput of the bottlenecks.
  • the analyst should schedule non−bottleneck processes to support the bottleneck schedule.
There are three consecutive steps in a customer service process. The first two steps are each capable of serving 25 customers per hour while the third step can process only 20 customers per hour. Which of the following statements regarding this system is​ true?
  • create a schedule that maximizes the throughput of the bottlenecks.
  • If the first two steps are run at full​ capacity, then the third step has a waiting line.
  • the analyst should schedule non−bottleneck processes to support the bottleneck schedule.
  • Increasing the capacity of a​ non-bottleneck station increases the capacity for the whole system.
The Academic Computing Center has five trainers available in its computer labs to provide training sessions to students. Assume that the design capacity of the system is 1900 students per semester and that effective capacity equals​ 90% of design capacity. If the number of students who actually got their orientation session is​ 1500, what is the efficiency of the​ system?
  • in front of process A.
  • If the first two steps are run at full​ capacity, then the third step has a waiting line.
  • 90.5​ percent; 79.2 percent
  • ​87.7%
What is the time of the slowest workstation in a production​ system?
  • Reduce the effects of the constraints by offloading work or by expanding capability.
  • All are techniques for dealing with bottlenecks.
  • bottleneck time
  • Increasing the capacity of a​ non-bottleneck station increases the capacity for the whole system.
The staff training center at a large regional hospital provides training sessions in CPR to all employees. Assume that the capacity of this training system was designed to be 1200 employees per year. Since the training center was first put into​ use, the program has become more​ complex, so that 1050 now represents the most employees that can be trained per year. In the past​ year, 950 employees were trained. The efficiency of this system is approximately​ ________ and its utilization is approximately​ ________.
  • 90.5​ percent; 79.2 percent
  • If the first two steps are run at full​ capacity, then the third step has a waiting line.
  • ​87.7%
  • in front of process A.
Utilization will always be lower than efficiency​ because:
  • Reduce the effects of the constraints by offloading work or by expanding capability.
  • create a schedule that maximizes the throughput of the bottlenecks.
  • effective capacity is less than design capacity.
  • All are techniques for dealing with bottlenecks.
Work should be released into the​ system:
  • effective capacity is less than design capacity.
  • bottleneck time
  • All are techniques for dealing with bottlenecks.
  • when the bottlenecks need work.
Effective capacity is​ the:
  • capacity a firm expects to achieve given the current operating constraints.
  • create a schedule that maximizes the throughput of the bottlenecks.
  • Reduce the effects of the constraints by offloading work or by expanding capability.
  • the analyst should schedule non−bottleneck processes to support the bottleneck schedule.
The Theory of Constraints​ (TOC) strives to reduce the effect of constraints​ by:
  • the analyst should schedule non−bottleneck processes to support the bottleneck schedule.
  • Increasing the capacity of a​ non-bottleneck station increases the capacity for the whole system.
  • Reduce the effects of the constraints by offloading work or by expanding capability.
  • offloading work from constrained workstations AND increasing constrained workstation capability.
Which of the following techniques is NOT a technique for dealing with a​ bottleneck?
  • Reduce the effects of the constraints by offloading work or by expanding capability.
  • create a schedule that maximizes the throughput of the bottlenecks.
  • Increasing the capacity of a​ non-bottleneck station increases the capacity for the whole system.
  • All are techniques for dealing with bottlenecks.
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Multiple Choice Questions
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