Chapter 09 – Production and Operations Management
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315. Reviewing the PERT Network below: If it takes 1, 2, or 3 weeks for each activity
(represented by a box) to be completed, the critical path is represented by:
A. the path that begins with “Start” and continues with all boxes labeled with No. 1.
B. the path that begins with “Start”, continues with all boxes labeled with No. 2, and
concludes with “Finish”.
C. the path that begins with “Start” continues with one box labeled with No. 2, proceeds
with all boxes labeled with No. 3, and concludes with “Finish”.
D. the path that begins with “Start” continues with all boxes labeled with No. 1, and
concludes with “Finish”.
Feedback: The critical path in a PERT Network is the project activity path that takes the
longest time to complete. In this diagram, the path of boxes labeled [Start, 2, 3, 3, 3, 3, Finish]
make-up the critical path.
316.
Chapter 09 – Production and Operations Management
In analyzing the importance of a PERT network, it is reasonable to claim:
A. PERT networks assist management in keeping tabs of employees who are not carrying
their weight of production.
B. it is almost impossible to do enterprise resource planning without PERT due to the
number of firms that must be coordinated in the network.
C. time overruns are costly.
D. PERT, similar to the self-service lanes at the grocery store enhance customer
convenience.
Feedback: The PERT Network sequences all tasks involved in a project and demonstrates the
time it will take to complete each task and subsequently, the entire project. Project managers
focus on the critical path, the group of sequenced tasks that will take the longest to complete.
Since time is critical to staying within budget, if the project exceeds the allotted time, it will
be more costly for the company.
317. Manny is a production and operations manager who likes to keep track of how various
projects are progressing. One of Manny’s favorite tools is a bar graph that shows how
much work has been completed on the projects that are currently underway and which
processes are behind schedule. Manny likes to use a(n):
A. CAD/CAM diagram.
B. input-output graph.
C. Gantt chart.
D. Targeted Completion Date graph.
Feedback: A Gantt chart is a bar graph that shows what projects are being worked on and how
much work has been completed on each project.
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318. The selection of a proper site for a business facility is important in the production and
operations management processes. Identify and discuss three factors that influence the
selection of a site.
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319. How are MRP and ERP similar? How do they differ?
320.
Chapter 09 – Production and Operations Management
How has the emphasis of quality control changed in recent years? Describe some of the
modern quality control techniques that illustrate this change in emphasis.
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323.
Chapter 09 – Production and Operations Management
One of Sparky’s goals is to expand globally. He is most interested in doing business with
the nations of the European Union. In order to do business with the European Union,
Sparky’s company should:
A. gain ISO 9000 certification.
B. make sure his production workers all belong to an international union.
C. put more emphasis on low cost rather than product quality.
D. buy at least 50 percent of its supplies from countries belonging to the European Union.
Feedback: ISO 9000 refers to quality management and assurance standards. These standards
provide a common denominator of business quality that is accepted around the world. The EU
is demanding that firms wanting to do business with it must be certified as meeting the ISO
9000 standards.
324. The arrangements Minimotors has worked out with its suppliers to reduce the amount
of inventory the company holds at any one time shows that it is committed to a(n)
_____________.
A. priority inventory scheduling system.
B. first in, first out inventory processing system.
C. just-in-time inventory control system.
D. ABC inventory system.
Feedback: In a just-in-time inventory control system, suppliers deliver just enough supplies
just in time for their use in a production process. While this requires frequent deliveries, it
also allows the producer to greatly reduce the amount of parts and materials held in inventory.
