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MGMT Multiple Choice part 2
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Questions in this quiz (27)
1Benihana's food costs (as a percent of food sales) are lower than typical service restaurants for all of teh following reasons EXCEPT:
- Alimited menu
- Breduced waste
- Ccommunal dining
- Dpurchasing ecnonomies
- Emake-to-order food production.
2Benihana's labor costs (as a percent of sales) are lower than typical service restaurants for all of the following reasons EXCEPT:
- Afast table turnover
- Bcombined waiter/chef
- Clow employee turnover
- DAll employees are tipped
- Emake to order food production
3If dining time is 60 minutes, and there are 120 dining room seats, then a table of 8 persons leaves the dining room every
- A2 minutes
- B4 minutes
- C6 minutes
- D12 minutes
- E16 minutes
4Benihana of Tokyo and Toyota Motor Manufacturing share all of the following characteristics EXCEPT:
- APaternalistic human resource management
- Bkanban production control
- Cintensive use of space
- Dminimal inventory
- Ereduced waste
5One application of the production-line approach to service at Benihana is
- Acommunal dining
- Bdaily deliveries of food
- Cbonuses tied to unit of sales
- Dthe Benihana form of cooking
- Ecycle-time analysis to speed table turnover
6The main explanation for decreasing Fruitvale Branch profit is
- Aincreasing salaries
- Bdecreasing gross premiums
- Cincreasing plus program bonuses
- Dincreasing ordinary insured losses
- Edecreasing numbers of policies in force
7Ordinary insured losses increased at Manzana Insurances, Fruitvale branch, for all the following reasons EXCEPT:
- AThe number of new policies increased
- BThe total number of policies in force increased.
- CThe Salary/Plus bonus motivated underwriters to accept higher risks.
- DIndependent agents referred their low-clients to other insurances carriers with better service.
8All of the following are possible explanations for the large (47 percent) renewal loss rate at Manzana's Fruitvale branch EXCEPT:
- AForty-four percent of all renewal notices were late
- BIndependent agents steered their clients to insurers having shorter turnaround times.
- CGolden Gate offered independent agents significantly higher commissions than Manzana.
- DIndependent agents received 25 percent commission for each new policy and 7 percent for each policy that is renewed.
- EComputer regenerated RERUNs were not released to the distribution clerks until the last day before their anniversary date.
9Manzana's policy of dedicating underwriting teams to specific geographic territories had the effect of
- Adecreasing average request waiting times at the underwriting stage
- Bdecreasing underwriter accountability to independent agents.
- Cdecreasing average underwriter-team capacity utilization
- Ddecreasing average request turnaround time
- Edecreasing the renewal loss rate.
10In the original prescription-fulfillment process, the pharmacists perform all of the following tasks:
- Aproduction
- Bquality control
- Cproduction and quality control
- Ddrug utilization review (when a computer system comes to a "hard stop")
- Edrug utilization review (when computer system comes to a "hard stop") and quality control.
11Jon Roberts' revised prescription-fulfillment process had drug utilization review (DUR) immediately following:
- Adrop off
- Bdata entry
- Cproduction
- Dinsurance check
- Equality assurance
12CVS stores that have not implemented Jon Rovers' revised prescription-fulfillment process are most likely to do data entry at
- A8:00am
- B9:00am
- C12:00 noon
- D4:00pm
- E5:00pm
13The root cause of human error include all of the following EXCCEPT:
- Afatigue
- Bdistractions
- Cinadequate training
- Dtask switching (multi-tasking)
14ClearEyes Cataracts Clinic employee turnover is low for all the following reasons EXCEPT
- AEmployees appreciate the regular hours.
- BEmployees have limited options for alternative employment
- CEmployees schedule their own weekend coverage and holidays
- DDr.Connors demonstrates a positive attitude toward her employees
- EDr.Julia Connors sets salary levels at the top quartile in the Boston area.
15The Clear Eyes Cataracts Clinic is profitable for all the following reasons EXCEPT
- AEmployee turnover rate is low.
- BThe Clinic is located in an affluent area of East Boston.
- CLocal ophthalmologist refer patients to the Clinic for cataract surgery.
- DThe Clinic maintains high capacity utilizations through over-scheduling patients (in excess of Clinic capacity).
- ESince the variability in the cataract-surgery process is low, the Clinic is able to accurate predict required capacities to meet demand.
16Suppose ClearEyes Cataracts Clinic receives 14,000 initial patient calls per year and screens out 25 percent. Seventy-two percent (72%) of those not screened out show up for their intake appointment. Forty percent (40%) of those appearing for their intake appointment do not show up for surgery. The yield rate from initial inquiry through surgery is.
- A21.60 percent
- B32.40 percent
- C60.00 percent
- D72.00 percent
- E78.00 percent
17ClearEyes Cataracts Clinic cleaning and maintenance costs are entirely variable and $36,000 per year. If the Clinic increases the number of surgeries performed annually from 5,283 to 6,670 cleaning and maintenance costs will increase to.
- A$45,451
- B$44,273
- C$42,000
- D$36,000
- E$28,514
18In 2021, ClearEyes Cataracts Clinic performed 8,000 surgeries and 26 percent of those who showed up for their intake appointments did not show up for their surgeries. How many patients showed up for their intake appointments?
- A5,920
- B8,056
- C10,811
- D11,574
- E11,189
19William Bratton used all of the following means to reduce serious crime in New York City EXCEPT
- Ahe attached "quality-of life" misdemeanors.
- BHe promoted officers who made the most arrests.
- CHe used information technology to identify problem areas and deploy resources.
- DHe shifted emphasis from the measurement of effort to the measurement of results.
- EHe shifted primarily responsibility for day-to-day operations from police headquarters to seventy-six precinct commanders.
20Community-oriented policing
- ARelies on random patrols as the chief preventative measure
- Bfocuses on enforcing laws against quality-of-life misdemeanors
- Cuses response time to 911 calls to measure police-department performance
- Duses foot-patrol officers to forge working relationships witht eh community
- Eis responsible for reducing index (serious) crime rates in New York City during William Bratton's tenure
21William Bratton used CompStat and CompStat meetings to do all the following at NYPD EXCEPT:
- Arecognize crime patterns
- Bdevelop coordinated responses
- Cshare problem-solving techniques
- Ddevelop staffing targets for each precinct
- Erapidly deploy resources to problem areas
22The advantages of moving Great Northern Bunk Beds to Jessup, Maryland include all of the following EXCEPT:
- Alower rent
- Bmore retail accessibility and visibility
- Cmove square footage (2,4000 square feet)
- Dnew machines that reduce setup and run times
- Ethe ability to perform multiple process steps simultaneously
23If one worker at the Beltsville facility works 40 hours per week and can produce a batch of three bunk beds in 1,2000 minutes, how many beds can he produce per week.
- A5.08
- B5.88
- C6.00
- D6.21
24If moving to Jessup costs $30,000 and results in a per-unit savings of $20.13, how many weeks would it take to pay back the investment if weekly production is 7.1?
- A182.45 weeks
- B200.90 weeks
- C240.81 weeks
- D279.27 weeks
- E481.62 weeks
25Precise Motor used all of the following forms of lean production at its Olomouc plant EXCEPT
- AInventory space between successive workstations in the Advanced Hamburg Motor (AHM) cell is limited
- BTools in the AGM cell are stored on shadow boards
- CWork in the AHM cell is standardized and documented
- DThe Rotary Motor Cell used a poka-yote or mistake-proofing device to ensure that operators work on the correct side of the motor.
- EThe Rotary Motor Cell uses heijunka or mixed-model assembly.
26If average inventory in the PSEM Department is 54 motors, and the average daily production rate is 27 motors, then what is the average throughput (start-to-finish) time?
- A0.5 hours
- B2.0 hours
- C.05 days
- D2.0 days
27If Proven Special Motors require a total of 48 (5+12+11+4+16) minutes to assemble, demand is 27.3 motors per day, and operators work 8.0 hours per day, then labor-capacity utilization in the new PSEM cell is:
- A75.4 percent
- B89.3 percent
- C90.0 percent
- D91.0 percent
- E95.2 percent
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- 4500 MGMT 4500 Final Quiz on MGMT Multiple Choice part 2, created by roy chan on 12/12/2021.
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- roy chan
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