CHAPTER 13: OPERATIONS MANAGEMENT
Multiple Choice Questions
1. Michelle Jackson and other operations managers realized that _____ will be needed to
reduce bottlenecks and increase operational efficiency at BNSF Railway Company.
a. increasing total volume and reducing service quality
b. decreasing total volume and improving service quality
c. increasing total volume and improving service quality
d. none of the above
Answer: c (p. 371, difficult, recall)
2. _____ is a specialized field of management associated with the conversion or
transformation of resources into products and services.
a. Strategic management
b. Operations management
c. Production management
d. Supply-chain management
Answer: b (p. 371, easy, recall)
3. Managers who work in operations are typically concerned with all of the following
EXCEPT for the _____.
a. appropriate quality of products and services
b. right quantity of products and services
c. timely delivery of products and services
d. creation and design of products and services
Answer: d (p. 372, moderate, integration)
4. All of the following EXCEPT _____ are elements of the quality of a product or
service.
a. price
b. reliability
c. serviceability
d. dependability
Answer: a (p. 372, moderate, recall)
5. _____ is a management philosophy that involves a commitment from all levels of
employees to continually strive to make improvements and satisfy customers.
a. Capacity planning
b. Total quality management
c. Statistical process control
d. Just-in-time systemization
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Answer: b (p. 373, easy, recall)
6. The TQM concept of “quality at the source” involves _____.
a. cost controls and statistical analysis
b. computer-aided design and work standardization
c. capacity planning and operational protraction
d. quantitative techniques and employee empowerment
Answer: d (p. 373, moderate, integration)
7. _____ is a quantitative tool to aid in making decisions concerning how well a process
is performing.
a. Employee empowerment
b. Statistical process control
c. Total quality management
d. Electronic data interchange
Answer: b (p. 373, easy, recall, AACSB: Information Technology)
8. The term _____ refers to the incremental and breakthrough improvements in the way
an organization does business.
a. computer-aided engineering
b. electronic data interchange
c. statistical process control
d. continuous process improvement
Answer: d (p. 374, easy, recall)
9. The fundamental notion of process reengineering is that _____.
a. function influences form
b. form influences function
c. form and function exist independently
d. form and function are irrelevant to the process
Answer: b (p. 374, difficult, recall)
10. Which of the following is NOT one of the five key elements of process
reengineering?
a. design
b. objective
c. environment
d. infrastructure
Answer: c (p. 374, moderate, application)
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11. _____ is a disciplined, data-driven approach for eliminating defects and enhancing
quality, with an orientation toward the impact such improvements will have on the
customer.
a. Six Sigma
b. ABC analysis
c. PERT analysis
d. CAD/CAM
Answer: a (p. 375, moderate, recall, AACSB: Information Technology)
12. Which of the following is critical to the TQM philosophy?
a. employee empowerment
b. commitment by top managers
c. strong focus on customer needs and expectations
d. all of the above
Answer: d (p. 375, moderate, integration)
13. Managers use capacity planning to _____.
a. ensure that total inventory costs are minimized
b. make decisions concerning how well a process is performing
c. categorize items to produce a list of items that require the most control
d. determine how much of a product or service a firm should be able to produce
Answer: d (p. 376, moderate, application)
14. The _____ is the maximum capacity at which a facility can run under ideal
conditions.
a. design capacity
b. effective capacity
c. optimal capacity
d. none of the above
Answer: a (p. 376, moderate, recall)
15. _____ is the percent of design capacity a facility is actually expected to maintain.
a. Expected capacity
b. Effective capacity
c. Projected capacity
d. Extended capacity
Answer: b (p. 376, moderate, recall)
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16. _____ is a system of getting the right materials to the right place at the right time.
a. Flexible manufacturing
b. Total quality management
c. Computer-assisted delivery
d. Materials requirement planning
Answer: d (p. 377, easy, recall)
17. Which of the following is NOT a basic approach to inventory management?
a. ABC analysis
b. EOQ
c. TQM
d. all of the above
Answer: c (p. 378, difficult, recall)
18. Retail managers can use _____ to determine which inventory items require the most
attention.
a. EOQ modeling
b. CSI factoring
c. ABC analysis
d. LIFO analysis
Answer: c (p. 378, difficult, recall)
19. Managers use the _____ model to determine the most economical quantity of
products to order, so that total inventory costs are minimized.
a. ECI
b. EOQ
c. IQA
d. TQM
Answer: b (p. 378, difficult, recall)
20. The term _____ is used to describe a situation in which a company cannot get
products and services to customers when they want them.
a. stock outs
b. rain checks
c. lock downs
d. planned obsolescence
Answer: a (p. 379, moderate, recall)
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21. _____ refer to inventory management and control systems that ensure the timely
delivery of a product or service and related inputs.
a. Just-in-time systems
b. Supply-chain systems
c. Continuous improvement mechanisms
d. Statistical process control techniques
Answer: a (p. 379, easy, recall)
22. Operations managers contribute to the profitability of Zara clothing stores in all of the
following ways EXCEPT _____.
a. higher sales per square foot of retail space
b. cutting-edge clothing designs and styles
c. reductions in inventory stores have to carry
d. faster delivery of new products to the market
Answer: b (p. 380, difficult, integration)
23. The benefits of implementing a JIT inventory system include all of the following
EXCEPT _____.
a. the creation of new jobs to manage excess inventory
b. improving productivity and quality by reducing labor and equipment time
c. reducing inventory levels to only the parts or supplies that are needed at the time
d. decreasing the time needed to make and deliver products or services to customers
Answer: a (p. 381, moderate, integration, AACSB: Information Technology)
24. A _____ is a nonmathematical graphical representation of projects used by managers
to help monitor the progress of projects.
a. PERT chart
b. Gantt chart
c. CPM chart
d. JIT system
Answer: b (p. 381, moderate, recall)
25. Gantt charts are useful in all of the following situations EXCEPT _____.
a. helping mangers monitor the progress of projects
b. plotting the critical path through a network of activities
c. monitoring projects that have a manageable number of activities
d. determining the specific activities needed to complete a project on time
Answer: b (p. 381, moderate, recall)
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26. The _____ are useful tools for scheduling, monitoring, and controlling the timing of
large, complex projects.
a. ABC/EOQ models
b. CAD/CAE approaches
c. PERT/CPM techniques
d. TQM and CPI programs
Answer: c (p. 381, difficult, recall, AACSB: Information Technology)
27. _____ is the measure of how well an organization is using its resources (inputs) to
produce goods and services (outputs).
a. Profit
b. Turnover
c. Productivity
d. Work standardization
Answer: c (p. 382, moderate, recall)
28. A _____ is the amount of time it should take a trained employee to complete a
specific activity or process.
a. unit of labor
b. work standard
c. work-sample index
d. level of effort measurement
Answer: b (p. 382, moderate, recall)
29. _____are commonly used for setting standards for repetitive, well-defined jobs.
a. Just-in-time systems
b. Time and motion studies
c. Work sampling techniques
d. Critical path methodologies
Answer: b (p. 383, moderate, recall)
30. _____ involves sampling the activities performed by an employee or group of
employees at random times throughout a work shift.
a. Work sampling
b. Random sampling
c. Productivity analysis
d. Studying time and motion
Answer: a (p. 383, easy, recall)
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31. _____ are achieved when the per-unit allocation of fixed costs and, therefore, the total
cost per unit go down as more units are produced.
a. Economies of scale
b. Positive cash flows
c. Quality installments
d. Utilization increments
Answer: a (p. 383, moderate, application)
32. Which of the following production processes is the most flexible?
a. job shop
b. small batch
c. assembly line
d. continuous flow
Answer: a (p. 384, moderate, recall)
33. The _____ allows a company to capture the highest economies of scale.
a. job shop production process
b. small batch production process
c. assembly line production process
d. continuous flow production process
Answer: d (p. 384, moderate, recall)
34. Cars, computers, and cameras are all examples of products that are typically made via
_____.
a. job shop processes
b. small batch processes
c. assembly line processes
d. continuous flow processes
Answer: c (p. 384, moderate, recall)
35. _____ occur when a firm gets more experienced at making a product and develops
greater insight about how to do the task more efficiently.
a. Learning effects
b. Economies of scale
c. Production insights
d. Capacity expansions
Answer: a (p. 384, moderate, recall)
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36. In a _____, automation of a production line is achieved by controlling and guiding all
machinery with computers.
a. continuous process system (CPS)
b. flexible manufacturing system (FMS)
c. manufacturing monitoring system (MMS)
d. manufacturing integration system (MIS)
Answer: b (p. 385, moderate, recall, AACSB: Information Technology)
37. In a flexible manufacturing system, _____ is a measure of the overall system’s ability
to absorb large-scale changes in volume, capacity, or capabilities.
a. station flexibility
b. routing flexibility
c. processing flexibility
d. input-output flexibility
Answer: b (p. 385, difficult, application)
38. Computer-aided design (CAD) and computer-aided engineering (CAE) are
computerized processes for doing all of the following EXCEPT _____.
a. designing new products
b. modifying existing products
c. testing prototypes or models
d. directing manufacturing processes
Answer: d (p. 385, moderate, recall, AACSB: Information Technology)
39. _____ involves the use of computers to direct manufacturing processes.
a. Computer-aided design
b. Computer-aided engineering
c. Computer-aided automation
d. Computer-aided manufacturing
Answer: d (p. 385, moderate, recall, AACSB: Information Technology)
40. _____ refers to the process of designing products to maximize their functionality and
ease of production and to minimize their associated costs.
a. Just-in-time utilization
b. Flexible manufacturing
c. Designing for manufacturing
d. Computer-aided manufacturing
Answer: c (p. 385, easy, recall, AACSB: Information Technology)
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41. Chrysler invested over $500 million in its Sterling Heights, Michigan, assembly plant
in order to expand the company’s _____.
a. flexible manufacturing system
b. integrated manufacturing system
c. designing for manufacturing system
d. continuous process manufacturing system
Answer: a (p. 386, moderate, recall, AACSB: Information Technology)
42. Supply-chain managers must focus on coordinating the _____ involved in converting
raw materials into finished products and services delivered to consumers.
a. resources
b. information
c. organizations
d. all of the above
Answer: d (p. 387, moderate, integration)
43. _____ expedites the management of complicated supply chain relationships and
processes.
a. Internet relay chat
b. Electronic data interchange
c. Computer-aided manufacturing
d. Flexible manufacturing protocol
Answer: b (p. 389, moderate, recall, AACSB: Information Technology)
44. In a supply chain, there is a _____ between suppliers and customers.
a. dynamic tension
b. no-fault agreement
c. tacit understanding
d. preferred partnership arrangement
Answer: a (p. 389, moderate, recall)
45. The _____ relates to the activities needed to retrieve a used product from a customer
and either reuse it or dispose of it.
a. trade-in program
b. after-market linkage
c. reverse supply chain
d. materials requirement plan
Answer: c (p. 390, easy, recall)
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True/False Questions
46. The term operations management is used to describe the activities related to
producing both goods and services.
Answer: True (p. 371, moderate, recall)
47. The tools and techniques of operations management do not apply to service firms or
service activities.
Answer: False (p. 371, moderate, integration)
48. Operations management is purely a specialized function, without organizational or
strategic importance.
Answer: False (p. 371, moderate, recall)
49. A popular definition of quality is “fitness for use,” which is a measure of how well a
product or service performs its intended purpose.
Answer: True (p. 372, moderate, recall)
50. Total quality management (TQM) encompasses a commitment from employees at all
levels to continually strive to make improvements and satisfy customers.
Answer: True (p. 373, moderate, integration)
51. Total quality management (TQM) requires the use of a separate team of experts to
inspect products or services for defects or errors after completion.
Answer: False (p. 373, moderate, application)
52. TQM emphasizes “quality at the source,” that is, quality inspection at all stages of
production or service output.
Answer: True (p. 373, moderate, recall)
53. The most important use for control charts is to provide a basis for taking action to
determine the causes of good or poor performance.
Answer: True (p. 373, moderate, application)
54. TQM uses quantitative and qualitative methods to promote “quality at the source.”
Answer: True (p. 373, moderate, recall)
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55. Statistical process control is a TQM employee empowerment tool.
Answer: False (p. 373, difficult, recall)
56. Continuous process improvement in an organization involves both incremental and
breakthrough improvements in the way it does business.
Answer: True (p. 374, moderate, recall)
57. The Six Sigma approach focuses on hitting a target average for eliminating defects
and enhancing quality.
Answer: False (p. 375, moderate, application)
58. Capacity planning involves determining how much of a product or service a firm
should be able to produce.
Answer: True (p. 376, moderate, application)
59. Capacity planning for operations managers is a routine activity with little risk.
Answer: False (p. 376, difficult, integration)
60. Most organizations are expected to operate at maximum capacity.
Answer: False (p. 376, moderate, application)
61. A materials requirement planning (MRP) system produces schedules that identity raw
materials, parts, and assemblies needed during specified time periods.
Answer: True (p. 377, moderate, recall, AACSB: Information Technology)
62. Managers use the economic order quantity (EOC) system to control inventory costs.
Answer: True (p. 378, easy, recall, AACSB: Information Technology)
63. The ABC analysis model helps managers decide when to order a product and how
much of it to order.
Answer: True (p. 378, moderate, recall)
64. In today’s business world, most companies plan on carrying excess inventory in order
to meet unexpected upswings in consumer demand.
Answer: False (p. 379, difficult, application)
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65. Just-in-time (JIT) systems are used to manage and control inventory systems in order
to ensure the timely delivery of products or services and all required inputs.
Answer: True (p. 379, moderate, recall, AACSB: Information Technology)
66. A JIT system works best for organizations that make customized, one-of-a-kind
products or services.
Answer: False (p. 381, difficult, recall, AACSB: Information Technology)
67. Gantt charts are nonmathematical graphical representations of projects.
Answer: True (p. 381, moderate, recall)
68. Gantt charts and PERT/CPM tools perform identical functions.
Answer: False (p. 381, moderate, integration, AACSB: Information Technology)
69. The “critical path” through a network of activities represents the shortest time path
for the project.
Answer: False (p. 382, difficult, recall)
70. Productivity is a measurement of how well an organization is using its resources to
produce goods and services.
Answer: True (p. 382, easy, recall)
71. A work standard is the amount of time it should take for a trained employee to
complete a specific activity or process.
Answer: True (p. 382, easy, recall)
72. Labor productivity applies to both service and manufacturing firms.
Answer: True (p. 382, moderate, application)
73. The first step in a work sampling study is to review each activity in detail so that
unnecessary steps are eliminated.
Answer: False (p. 383, difficult, integration)
74. Economies of scale occur when the per-unit cost of production falls as a firm’s output
increases.
Answer: True (p. 383, moderate, recall)
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75. The continuous flow process is common in chemical plants, refineries, and integrated
steel mills.
Answer: True (p. 384, moderate, recall)
76. Job shops are characterized by the production of small batch products or services.
Answer: False (p. 384, moderate, recall)
77. Typically, there is a tradeoff between the flexibility offered by each of the four basic
production types and its ability to capture economies of scale.
Answer: True (p. 384, moderate, integration)
78. Learning effects occur when a firm gets more experienced at making a product and
develops greater insight about how to do the task more efficiently.
Answer: True (p. 384, moderate, recall)
79. Flexible manufacturing systems offer both economies of scale and flexibility.
Answer: True (p. 385, moderate, recall)
80. The term computer aided design (CAD) refers to the use of computers to direct
manufacturing processes.
Answer: False (p. 385, difficult, recall, AACSB: Information Technology)
81. In a design-for manufacturing system (DFM), products are designed for ease of
manufacturing so that quality is built into the design process.
Answer: True (p. 385, difficult, recall)
82. As the complexity of managing supply chains has increased, so has the potential
strategic importance of this management activity.
Answer: True (p. 387, moderate, integration)
83. The emergence of the Internet and standard protocols has driven up the costs of
electronic data interchange, thus creating barriers to entry for small companies.
Answer: False (p. 389, moderate, application, AACSB: Information Technology)
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84. Customers and suppliers along a supply chain always take a partnership approach to
doing business.
Answer: False (p. 389, difficult, recall)
85. In today’s global business world, it is common for a company to control every link in
its supply chain.
Answer: False (p. 390, difficult, recall)
Short Essay Questions
86. What are the typical objectives of managers working in operations? (p. 372)
Managers working in operations typically have four related overall objectives. First, they
manage activities designed to ensure that the services and products produced for
customers have the appropriate quality. Second, they use tools and techniques to ensure
that the right quantities of the products and services are produced. Third, they use
techniques to ensure that the products and services get to the customer at the right time.
Finally, they focus on delivering the first three objectives at the best possible cost.
87. Discuss the term “quality” and explain how improving quality can lower costs
and boost revenues. (pp. 372 – 373)
A popular definition of quality is “fitness for use,” which is a measure of how well a
product or service performs its intended purpose; including how reliable it is and how
easy it is to service or repair. This definition applies to products and to services. Higher
quality can lower costs through improved efficiency, as well as lower repair and warranty
costs. Higher quality can boost revenues by enhancing customer satisfaction, which can
lead to repeat business. Moreover, higher quality can lead to “positive word of mouth,” in
which customers recommend the product or service to others.
88. How does the concept of continuous process improvement relate to process
reengineering? Identify and discuss the five key elements or steps involved in
process reengineering. (p. 374)
Continuous process improvement, also known as business process reengineering, refers
to both incremental and breakthrough improvements in the way an organization does
business. The fundamental premise of process reengineering is that form influences
function; that is, the way a process is designed influences its function, which has an
important influence on key outcomes.
A common approach to process reengineering has five key elements or steps. First, the
objective step focuses on determining what a process is supposed to achieve. Second, the
design step examines the critical sequences and seeks to maximize the objective and
minimize the number, complexity, and time needed to complete the sequences involved
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in the process. Third, the capabilities step determines the range of abilities needed to
execute the design. Fourth, the infrastructure step focuses on the information and other
structural elements needed for supporting the design and capabilities needed to meet the
objective. Fifth, the metrics step determines the key metrics that help monitor and
determine how well the redesign is doing in meeting the objective.
89. Discuss the ABC analysis system of inventory management. (pp. 378 – 379)
ABC analysis provides information about which inventory items require the most
attention. In most companies, a small percentage of inventory accounts for the greatest
percentage of inventory dollar volume. For this reason, companies are better off putting
more effort into controlling and monitoring the higher-dollar-volume items compared
with the lower-dollar-volume items. ABC analysis can help companies accomplish this
goal by providing a way to classify inventory items into three categories (A, B, and C):
“A” items typically account for the top 15 percent of the firm’s dollar volume; “B” items
typically account for the next 35 percent of the firm’s dollar volume; and “C” items
typically account for the remaining 50 percent of the firm’s dollar volume.
90. What is a just-in-time (JIT) inventory system? (pp. 379 – 381, AACSB:
Information Technology)
Just-in-time (JIT) inventory and control systems ensure the timely deliver of a product or
service and its related inputs. The objective of JIT is to produce the product or service as
needed, using only the materials, equipment, and employee time that will add value to the
product or service. The benefits of implementing JIT include the following: (1) reducing
inventory levels to only the parts that are needed at the time, thereby lowering the
carrying cost of inventory; (2) improving productivity and quality by reducing labor and
equipment time; and (3) increasing customer satisfaction by decreasing the time required
to make and deliver a product or service. In order to maximize the benefits of JIT, the
production of a product or service and its related components must be highly repetitive
and standardized.
91. Compare and contrast the following methods of monitoring the progress of
projects: Gantt charts and program evaluation and review technique (PERT)
and the critical path method (CPM). (p. 381, AACSB: Information Technology)
Gantt charts are nonmathematical graphical representations of projects. They are useful
for determining what specific activities should be included to complete a project on time.
Gantt charts are most often used to monitor projects that have a manageable number of
activities (about 25 or fewer). This technique helps ensure that projects (related to
production and the production process itself) deliver the designed quality and quantity to
the customer, on time. Much larger projects require a more sophisticated technique
known as PERT/CPM.
The program evaluation and review technique (PERT) and the critical path method
(CPM) are useful for scheduling, monitoring, and controlling the timing of large,
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complex projects, such as the expansion of a freeway system or the construction of a
bridge. Due to the complexity of such projects, PERT/CPM software has been developed.
Although Gantt charts and PERT/CPM both require a complete list of the specific
activities involved and the time estimates for each, PERT/CPM goes one step further in
terms of controlling the timing. Specifically, the project manager determines which
activities must precede others and which must follow. These relationships help to
determine the critical path through the network of activities. This path represents the
longest time path for the project and the activities on the path that will delay the entire
project, if any one of them is delayed. PERT/CPM software can also help managers
reschedule the noncritical activities of a project (i.e., those that can be delayed without
causing the entire project to fall behind schedule). The software can even help the process
get back on schedule.
92. What is meant by the term “productivity”? How are productivity measures
being used? (p. 382)
The simple formula for productivity is as follows: Productivity = Output/Input. Thus,
productivity measures how well an organization is using its resources (inputs) to produce
goods and services (outputs). A useful productivity measure for a restaurant would be the
number of meals served per server. A useful productivity measure for an automobile
assembly plant would be the number of labor hours used to produce a car. Productivity
measures such as these can be used for two main comparative purposes. First, a firm can
use the measures to compare itself to similar firms. Second, a firm can track productivity
measures over time to determine a trend.
93. Identify and discuss the major classifications of production processes. (p. 384)
There are four major classifications of production processes: continuous flow, assembly
line, small batch, and job shop. Continuous flow production is characterized by inputs
that are transformed into outputs in an uninterrupted stream. This type of process is
common in chemical plants and refineries. Assembly line processes are characterized by
a series of workstations at which individual steps in the assembly of a product are
performed by workers or machines as the product is moved along. Computers and
automobiles are typically produced in this way. Small batch processes are used to
produce small batches of products or services. Many university classes are small batch
processes, in which a group of students attends a class for a predetermined period of time,
during which inputs (knowledge) are added. Job shops are characterized by production
processes that focus on the creation of small groups of products with features that are
typically different from one job to the next. This category is represented by high-end
tailors that produce custom-made suits for customers.
94. Discuss the nature of the relationship between customers and suppliers along a
supply chain. (p. 389)
There is an inherent tension between customers and suppliers along a supply chain. On
the one hand, there are incentives for customers to “partner” with suppliers. In other
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words, the tighter a customer is integrated with its suppliers and the more it depends on
them, the more its operations managers need to work closely with the suppliers, build
trust, and take a long-term perspective. On the other hand, Internet-based technologies
have lowered the entry barriers for new suppliers and lowered the costs of switching to
new suppliers. Therefore, operations managers may not want to get too close to their
current suppliers, just in case better suppliers may come along. In addition, there is
always the threat of suppliers forming their own supply chain in order to compete with
their former customers. Thus, there is a dynamic tension between taking a transactional
or adversarial orientation and a partnership orientation.
95. What is a “reverse supply chain”? (p. 390)
Increasingly, operations managers have been focusing on the “reverse supply chain.”
Their focus relates to the activities needed to retrieve a used product from a customer and
either reuse it or dispose of it. Reverse supply chain managers have to focus on at least
five key activities: (1) acquiring the used products, (2) managing the reverse logistics to
get the products to the company, (3) inspecting the product, (4) determining the
disposition of the product (destruction or reuse), and (5) distributing and selling
refurbished products.
Note: The remaining questions in this section will be based on the following scenario:
ABC Office Products sells copy machines and other office equipment. Business has been
good, and ABC has expanded its operations in New Orleans, LA, where it provides sales
and service to over 7,500 customers. ABC receives numerous calls every day for repairs
and supplies. All calls are answered by customer service representatives and then routed
to the appropriate departments. During the final quarter of last year, customers began to
complain about how long it took to get their phone calls answered by customer service,
and how long they had to wait on hold before being helped by the repair and supply
departments. This year, customer complaints have increased. Collin Stone, the owner of
the company, realizes that this is a serious problem since ABC’s reputation has been
built on efficient customer service. Mr. Stone has authorized Sam Nguyen, the manager of
the customer service department, to study this problem and report to him ASAP.
96. How does the concept of quality apply to this scenario? (p. 372)
The concept of quality is often defined as “fitness for use,” which is a measure of how
well a product or service performs its intended purpose, including how reliable it is and
how easy it is to service or repair when it does break down. Traditionally, this definition
has been applied to products; however, the elements can also apply to services. In this
scenario, the quality of ABC’s service to customers is breaking down (1) during the time
when they first contact the company and (2) during the time they have to wait to order
supplies or request repairs. These issues must be remedied, or the quality of the customerservice experience will continue to suffer.
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97. Could the philosophy of Total Quality Management (TQM) be applied in this
scenario? (p. 373)
The TQM philosophy involves a commitment from all levels of employees to strive to
make improvements and satisfy customers, on an ongoing basis. TQM emphasizes
“quality at the source”; that is, quality inspection at all stages of production or service
output. Quality at the source involves the use of quantitative techniques, such as
statistical process control, and qualitative techniques, such as employee empowerment.
Statistical process control (SPC) at ABC would provide an objective tool to analyze how
customer calls for repairs and supplies are being handled. Although ABC should have a
goal of 100 percent customer satisfaction, slight deviations cannot be eliminated. Thus,
ABC should seek to minimize the occurrence of deviations. Managers could use a
process control chart to track how phone calls for customer service are being handled,
and identify unacceptable deviations. The results could be used to determine the causes of
good or poor performance. Then, these causes can be reinforced or corrected, as needed,
via the process of continuous improvement.
Employee empowerment will be critical to improving how customers’ calls for repairs or
supplies are handled at ABC. Empowered employees will take pride in and responsibility
for their individual performance, as well as the performance of the entire organization.
Since the employees from the customer service, repair, and supply departments are
experts in their areas, they should be able to provide valuable input on how to improve
the quality of the customer-service experience, right “at the source.”
In addition to the quantitative and qualitative elements described above, top managers at
ABC must be committed to the TQM philosophy. They will need to communicate the
TQM vision and provide the strong leadership needed to focus on the needs of customers
and implement the changes required for TQM to succeed.
98. Could continuous process improvement be used in this scenario? (p. 374)
The term “continuous process improvement” refers to incremental and break-through
improvements in the way an organization does business. Underlying this concept is the
idea that the way a process is designed influences how well or poorly it functions, which
in turn has an important influence on key outcomes. The following key elements could be
applied to this scenario. (1) Objective: reducing customer complaints by improving the
quality of how their calls for service and supplies are handled. (2) Design: examining the
way that phone calls are handled, in order to maximize the objective while minimizing
the complexity of the process. (3) Capabilities: determining the capabilities needed to
improve the process of handling customers’ calls. (4) Infrastructure: focusing on the
information and other elements needed to support the design and capabilities needed to
meet the objective. (5) Metrics: setting key metrics to monitor process improvements and
determine how well the redesign is doing in meeting the objectives.
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99. Could capacity planning play a role in this scenario? (p. 376)
While rendering high-quality customer service will be important to ABC, their customers
will also care about the right quantity. Managers at ABC can use capacity planning to
determine how much service the company should be able to render. Although ABC
would like to operate at maximum capacity (design capacity) at all times, doing so is not
realistic. Rather than running at its design capacity (maximum capacity under ideal
conditions), ABC should seek to run at its effective capacity instead. The effective
capacity is the percent of design capacity actually expected, and it can be expressed as a
simple formula: Effective Capacity = Expected Capacity/Design Capacity.
100.
What role could “timing” play in this scenario? (p. 379)
Even if management at ABC takes action to produce the right quantity and quality of
customer service, they still must ensure that the timing and delivery of customer services
meet the needs and expectations of customers. Not providing service to customers when
they want it can cost ABC repair and supply revenues, as well as “word-of-mouth” and
repeat business.
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