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Which types of business process have the highest potential for improvement?
a. Core processes
b. Secondary value activities
c. Vertical processes
d. All of the above have high potential
e. Another process beyond one of the items
above
Core processes
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Why are cross-functional processes so difficult to improve?
a. They are easy to coordinate
b. They have kept up with improvements in manufacturing
c. It is easy to detect waste and inefficiences
d. There is often as little as 5% of the time spent on
business processes that add value to the customer
e. None of the above
There is often as little as 5% of the time spent on business processes that add value to the customer
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When screening a process for BPR, what criteria should be used?
a. Dysfunction
b. Importance
c. Feasibility
d. All of the above
All of the above
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What are common themes in successful reengineering?
a. Firms use BPR to grow business rather than retrench
b. Firms emphasize serving customers and compete
aggressively with quantity and quality of products and services
c. Firms emphasize getting less customers, more work and more revenues instead of downsizing
d. a, b, and c
e. a and b, but not c
f. a and c, but not b
a and b, but not c
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Which of the following are driving forces of BPR?
a. Customers
b. Competition
c. Change
d. All of the above
All of the above
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What is the process paradox refer to?
a. Firms know that they need to change their processes, but they struggle to find the business imperative
b. Firms that have achieved dramatic improvements
through process reengineering still decline and fail
c. Process change takes longer to implement than it
should
d. There is often as little as 5% of the time that adds
customer value to processes
Firms that have achieved dramatic improvementsthrough process reengineering still decline and fail
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BPD assists an organization directly on what two elements of strategy?
a. Strengths and Threats
b. Strengths and Opportunities
c. Weaknesses and Opportunities
d. Weaknesses and Threats
e. Opportunities and Threats
f. Strengths and weaknesses
Strengths and weaknesses
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What combination of the following elements explains the relationship between BPD and overall business performance?
I. The overaching objective is to maximize long term shareholder value
II. Satisfying customer needs in an efficient manner
III. Maximize revenue and minimize costs
IV. Well designed business processes
a. I, II, III, IV
b. IV, III, I, II
c. I, III, II, IV
d. None of the above
I, III, II, IV
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What is the difference between TQM and reengineering?
a. TQM has a key focus of IT, while reengineering has an incidental role of IT
b. TQM challenges the assumption of procedures, while reengeering focuses on processes
c. TQM focuses on speeding up existing systems while reengineering has an incidental role of IT
d. The improvement goals are dramatic for TQM and only incremental for reengineering
e. None of the above are accurate
None of the above are accurate
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Which of the following are reasons for BPR Failure?
a. Lack of support from senior management
b. Poor understanding of the organization and the
infrastructure
c. Inability to deliver necessary technology
d. Lack of guidance, motivation, and focus
e. All of the above Correct
All of the above
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