Manufacturing and Service Process Structures Exam Prep Ch.5

Chapter 05 Test Bank

Multiple Choice Questions

1. Which of the following process structures can produce the widest variety of products?

A. Job shop

B. Repetitive process

C. Continuous flow

D. Batch operation

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.
Topic: Process Structures

2. Which process type is not correctly matched with its descriptive characteristic?

A. Project—high complexity

B. Repetitive process—customized products

C. Job shop—high flexibility

D. Continuous flow—low-skilled workers

3. Which of the following types of businesses would most likely use a batch process structure?

A. Company that builds cruise ships.

B. An automotive assembler such as Ford Motor Co.

C. A glass beverage bottle manufacturer.

D. A company that produces automobile seats.

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Understand
Difficulty: 2 Medium
Gradable: automatic
Learning Objective: 05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.
Topic: Process Structures

4. Wanda Corp. currently uses a job shop process. It wants to maintain the advantages of this but increase efficiency. Wanda should investigate:

A. Cellular manufacturing.

B. Job shop processes.

C. Mass customization.

D. Project process.

5. Zanda Corp. wants to have a process structure that has cost advantages similar to continuous or repetitive processes, but wants to produce greater variety than those processes normally allow. Zanda should consider:

A. Cellular manufacturing.

B. Job shop processes.

C. Mass customization.

D. Project process.

6. Jones Company has a make to order orientation. It most likely does NOT use:

A. Continuous process structure.

B. Cellular manufacturing process structure.

C. Job shop process structure.

D. Batch process structure.

7. Companies with a make to stock orientation are most likely to use which of the following process structures?

A. Mass customization

B. Job shop

C. Repetitive process

D. They are likely to use any one of these process structures.

8. For which market orientation is accurately forecasting the amount of finished goods needed likely to be the most important for a firm's financial performance?

A. Engineer to order

B. Make to order

C. Assemble to order

D. Make to stock

9. Which of the following products is most likely to require an assemble to order market orientation?

A. An upholstered sofa

B. A mobile phone

C. Shampoo

D. A race car

10. Choose the service type that is correctly matched with one of its key characteristics.

A. Service factory—facilities and equipment represent a large proportion of total costs.

B. Service shop—there is a low degree of customer interaction.

C. Mass service—transactions are very varied from customer to customer.

D. Professional service—transactions tend to be fairly standardized.

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Unique Aspects of Service Processes

11. Which of the following is NOT considered to be part of the service process matrix?

A. Customization

B. Volume

C. Customer interaction

D. Labor intensity

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Unique Aspects of Service Processes

12. Using technology such as self-checkouts in grocery stores to enable customers to complete the service delivery and transaction themselves is most commonly used for:

A. Service factories.

B. Service shops.

C. Mass services.

D. Professional services.

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Understand
Difficulty: 2 Medium
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Unique Aspects of Service Processes

13. All of the following are potential benefits of decoupling front and back offices in service processes EXCEPT:

A. Standardization across multiple locations.

B. Economies of scale.

C. Use of remotely located back-office employees.

D. Easier customization of services.

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Understand
Difficulty: 2 Medium
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Unique Aspects of Service Processes

14. Ensuring that all the right people, equipment, and materials arrive on time is especially challenging when using which layout?

A. Fixed-position layout

B. Functional layout

C. Service factory layout

D. Product layout

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-03 Describe how each of the operations layouts-fixed-position, functional, product, and cellular-is designed to meet the demands placed on it.
Topic: Operations Layout

15. A common goal when designing a functional layout is to:

A. Ensure materials arrive on schedule.

B. Reduce the time and cost of moving people and materials between departments.

C. Avoid downtime at any workstation.

D. Balance the flow of materials through the process.

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Understand
Difficulty: 2 Medium
Gradable: automatic
Learning Objective: 05-03 Describe how each of the operations layouts-fixed-position, functional, product, and cellular-is designed to meet the demands placed on it.
Topic: Operations Layout

16. Zanadu Corp. has dedicated equipment and workers in a regularly occurring sequence of activities. Zanadu has which type of operations layout?

A. Fixed-position layout

B. Functional layout

C. Service factory layout

D. Product layout

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-03 Describe how each of the operations layouts-fixed-position, functional, product, and cellular-is designed to meet the demands placed on it.
Topic: Operations Layout

17. John Jones, CEO of Jones Corp., is unhappy because each product his company makes takes a unique route through the facility, so processing times tend to be high. His company most likely has a:

A. Fixed-position layout.

B. Sequential action layout.

C. Functional layout.

D. Product layout.

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Understand
Difficulty: 2 Medium
Gradable: automatic
Learning Objective: 05-03 Describe how each of the operations layouts-fixed-position, functional, product, and cellular-is designed to meet the demands placed on it.
Topic: Operations Layout

18. What is the primary objective of line balancing?

A. To minimize the travel time between workstations

B. To match output rates with actual demand

C. To minimize materials handling costs

D. To group similar activities together

19. A company needs to produce 400 units per day (the day is defined as 12 hours of production). There are three tasks to be completed, with a total task time for all three tasks of six minutes. The company should have:

A. Three workstations.

B. Four workstations.

C. Five workstations.

D. Two workstations.

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Analyze
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-04 Analyze a product layout using line balancing.
Topic: Operations Layout

20. A company needs to produce 1,000 units per day (the day is defined as eight hours of production). There are six tasks to be completed, with a total task time of 12 minutes. The company should have:

A. 25 workstations.

B. 2 workstations.

C. 84 workstations.

D. 14 workstations.

21. A contemporary process layout in which product "families" with similar processing characteristics are identified and produced on a number of small assembly lines is referred to as:

A. Cellular layout.

B. Fixed-position layout.

C. Flexible manufacturing systems.

D. Mass customization.

22. Compared to a functional layout, cellular layouts have:

A. Less work-in-process inventory.

B. More complexity in scheduling.

C. More frequent setups.

D. Lower efficiency.

23. An example of an integrative technology is a/an:

A. Transportation management system.

B. Industrial robot.

C. Radio frequency identification (RFID) system.

D. Enterprise resource planning (ERP) system.

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.
Topic: Capacity Enabling Technologies

24. The use of a tablet computer, such as an iPad, for a restaurant's menu is an example of:

A. Mobility.

B. Point of sale system.

C. Warehouse management system.

D. Enterprise resource management system.

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.
Topic: Capacity Enabling Technologies

25. When a process is automated:

A. Low-wage jobs increase

B. Fixed costs increase

C. Quality always improves

D. Less maintenance is needed.

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.
Topic: Capacity Enabling Technologies

26. The _____________ shows process structures based on output volume and product variety.

A. Back office

B. Service process matrix

C. Product-process matrix

D. Fixed-position layout

27. A hospital emergency room would most likely be classified as a:

A. Job shop

B. Batch process

C. Repetitive process

D. Continuous process

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Apply
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.
Topic: Process Structures

28. One of the major challenges with a job shop process is that:

A. Employees become bored from doing the same task over and over again

B. Planning and scheduling are difficult

C. Many activities must be outsourced to a variety of different suppliers

D. It is very costly to stop production

29. Which is false with respect to a process structure?

A. It is the same across an entire supply chain

B. Determines how inputs, activities, flows, and outputs are organized

C. Different structures have different capabilities

D. The selection of a process structure should consider competitive priorities

30. Which process structure is most likely used by a company that makes plastic water bottles?

A. Project

B. Batch

C. Job shop

D. Continuous process

31. 3D printing is most likely to be used when the process structure is:

A. Cellular manufacturing

B. Repetitive process

C. Mass customization

D. Continuous process

32. Stitch Fix, an online company that provides personal shopping services for clothing based on each customer’s style and budget, is an example of:

A. Cellular manufacturing

B. Mass customization

C. A service factory

D. A continuous process

33. Which of the following products would be most likely “make to stock”?

A. A commercial passenger airplane

B. A communications satellite

C. A train locomotive

D. An automobile

34. All of the following typically require a “make to stock” market orientation except:

A. Men’s jeanss

B. Televisions

C. Coffee makers

D. Wedding cake

35. Which of the following is the best example of a service shop?

A. A fast-food restaurant such as McDonald’s

B. An electrical utility company

C. A computer repair shop

D. A dentist

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Apply
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Unique Aspects of Service Processes

36. A law firm is an example of a:

A. Professional service

B. Service factory

C. Service shop

D. Mass service

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Apply
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Unique Aspects of Service Processes

37. A restaurant chain that assembles meals at a centralized facility is using:

A. Group technology

B. Back-office processes

C. A service factory

D. A fixed-position layout

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Apply
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Unique Aspects of Service Processes

38. Which of the following is NOT a drawback to a product layout?

A. Lack of flexibility to change product features

B. A problem at any workstation can stop the entire production line

C. Work-in-process inventory is typically very high

D. The potential for employee boredom

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Understand
Difficulty: 2 Medium
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

39. Which product is likely to use a fixed-position layout in its production process?

A. A refrigerator

B. Customized equipment

C. A commercial airplane

D. A mobile phone

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Apply
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

40. A college of business building that has classrooms on the first floor, faculty offices on the second floor, and graduate assistance offices on the third floor has which type of layout?

A. Fixed-position

B. Functional

C. Product

D. Cellular

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Apply
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

41. New home construction uses which type of layout?

A. Fixed-position

B. Functional

C. Product

D. Cellular

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Apply
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

42. In line balancing, takt time is the time:

A. Needed to change over a process between different types of products

B. It takes a product to go through the entire process

C. That is the maximum allowable time at each workstation based on customer demand

D. Required for the entire product fulfillment process

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

43. In line balancing, the relationships between among tasks in a process is are shown in a:

A. Followers diagram

B. Precedence diagram

C. Service blueprint

D. Product families diagram

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

44. In line balancing:

A. Once determined, the balanced line should not be changed

B. The time at each workstation is driven by actual customer demand

C. The number of actual workstations should always equal the theoretical number of workstations

D. Efficiency is not affected by the takt time

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Understand
Difficulty: 2 Medium
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

45. What is the takt time in minutes if 500 units are needed per day? The company has two eight-hour shifts per day.

A. 0.5 minutes

B. 62.5 minutes

C. 31.3 minutes

D. 1.9 minutes

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Analyze
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

46. What is the takt time in minutes if 200 units are needed per day? The company has one 12-hour shift per day.

A. 3.6 minutes

B. 17 minutes

C. 0.3 minutes

D. 1 minute

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Analyze
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

47. What is the takt time in seconds if 1,000 units are needed per day? The company has one eight-hour shift per day.

A. 60 seconds

B. 125 seconds

C. 29 seconds

D. 48 seconds

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Analyze
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

48. A company must make 30 units per hour. What is the efficiency if the total time to complete all tasks is eight minutes and the company is using five workstations?

A. 80 percent

B. 75 percent

C. 63 percent

D. 20 percent

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Analyze
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

49. A company must make 800 units per day. The company has two eight-hour shifts. What is the efficiency if the total time to complete all tasks is 11 minutes and the company is using 15 workstations?

A. 94 percent

B. 33 percent

C. 83 percent

D. 61 percent

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Analyze
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

50. A company must make 400 units per day. The company has one 12-hour shift. What is the efficiency if the total time to complete all tasks is 23 minutes and the company is using 18 workstations?

A. 22 percent

B. 71 percent

C. 50 percent

D. 88 percent

AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Analyze
Difficulty: 3 Hard
Gradable: automatic
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.
Topic: Operations Layout

51. Which of the following would not be considered an automating technology?

A. Internet of Things (IoT)

B. Drones

C. Mobile apps

D. CPFR

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.
Topic: Capacity Enabling Technologies

52. The connection of products and machines for sharing data with other devices is:

A. Enterprise resource planning (ERP)

B. Internet of Things (IoT)

C. Unmanned autonomous vehicles (UAV)

D. Radio frequency identification (RFID)

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.
Topic: Capacity Enabling Technologies

53. Cybersecurity risks are:

A. Only a concern for mobile apps

B. Higher for smaller suppliers that have fewer resources

C. Decreasing as more companies adopt Internet of Things (IoT)

D. Leading to more offshoring

AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Accessibility: Screen Reader Compatible
Blooms: Remember
Difficulty: 1 Easy
Gradable: automatic
Learning Objective: 05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.
Topic: Capacity Enabling Technologies

Chapter 05 Test Bank - Static Summary

Category	# of Questions
AACSB: Analytical Thinking	19
AACSB: Reflective Thinking	34
Accessibility: Keyboard Navigation	53
Accessibility: Screen Reader Compatible	53
Blooms: Analyze	8
Blooms: Apply	11
Blooms: Remember	20
Blooms: Understand	14
Difficulty: 1 Easy	20
Difficulty: 2 Medium	14
Difficulty: 3 Hard	19
Gradable: automatic	53
Learning Objective: 05-01 Compare and contrast the seven process structures: project, job shop, batch, repetitive process, continuous process, mass customization, and cellular manufacturing.	18
Learning Objective: 05-02 Compare and contrast the goals and challenges associated with a service factory, a mass service, a service shop, and a professional service.	20
Learning Objective: 05-03 Describe how each of the operations layouts-fixed-position, functional, product, and cellular-is designed to meet the demands placed on it.	4
Learning Objective: 05-04 Analyze a product layout using line balancing.	5
Learning Objective: 05-05 Explain how technology is used in the supply chain and the benefits and challenges of process automation.	6
Topic: Capacity Enabling Technologies	6
Topic: Operations Layout	22
Topic: Process Structures	18
Topic: Unique Aspects of Service Processes	7

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Chapter Number:

Created Date:

Aug 21, 2025

Chapter Name:

Chapter 5 Manufacturing and Service Process Structures

Author:

Morgan Swink

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