1. ___?___ is the process of diagraming the service operation.
A. Blueprinting.
B. Component purchasing.
C. Operations management.
D. Perception management.
E. Outsourcing.

2. The variability and latitude in the steps and sequences of a service operation is referred to as:
A. Complexity.
B. Optimal capacity.
C. Divergence.
D. Just-in-time production.
E. Variability.

3. The point in a service operation that restricts the maximum output of a service operation is the:
A. Blueprint.
B. Optimal capacity point.
C. Point of complexity.
D. Point of divergence.
E. Capacity bottleneck.

4. Zero inventory concept where materials arrive just when they are needed for production is:
A. Blueprinting.
B. Mass production.
C. Industrialization.
D. Just-in-time production.
E. Operations management.

5. ___?___ refers to the number of steps and sequences in a service process.
A. Complexity.
B. Optimal capacity.
C. Divergence.
D. Just-in-time production.
E. Variability.

6. Reducing the amount of time customers wait for a service through altering the way the firm operates is ___?___ management.
A. Operations.
B. Perception.
C. Component.
D. Waiting.
E. Support.

7. Purchasing from another service vendor a component of the service operation is:
A. Just-in-time production.
B. Operations management.
C. Component purchasing.
D. Perception management.
E. Customer contact management.

8. Reducing customers¹ perceived waiting time for a service is ___?___ management.
A. Operations.
B. Perception.
C. Component.
D. Waiting.
E. Support.

9. Component of the service operation visible to customers is the ___?___ component.
A. Customer contact.
B. Support.
C. Capacity.
D. Operations.
E. Back room.

10. Component of the service operation not visible to customers is the ___?___ component.
A. Customer contact.
B. Support.
C. Capacity.
D. Operations.
E. Back room.

11. The operational position that emphasizes industrialization procedures to reduce capital investment, labor, and operating costs is:
A. Cost efficiency.
B. Customization.
C. Service quality.
D. Mass production.
E. Continuous process.

12. Services choosing a technical service quality operational position should be:
A. Low in complexity and divergence.
B. Low in complexity but high in divergence.
C. High in complexity but low in divergence.
D. High in both complexity and divergence.

13. Services choosing a customization operational position should be:
A. Low in complexity and divergence.
B. Low in complexity but high in divergence.
C. High in complexity but low in divergence.
D. High in both complexity and divergence.

14. The operational position that emphasizes a superior level of service quality is:
A. Cost efficiency.
B. Customization.
C. Service quality.
D. Mass production.
E. Continuous process.

15. The operational goal of a service firm operating with a cost efficiency operational position would be to:
A. Maximize productivity.
B. Maximize personalization of the service.
C. Maximize service outcome.
D. Maximize the service process.
E. Minimize customer service.

16. The facility layout for a service firm operating with a the functional service quality operational position would be to design the facility to:
A. Maximize speed and efficiency of the operation.
B. Emphasize the importance of the customer or client.
C. Maximize the importance of the customer in the customer contact component and to maximize the efficiency in the support component.
D. Minimize productivity while maximizing the customer contact component.
E. Automate the service to reduce customer contact.

17. The operational position where the customer designs the service to meet his or her particular needs is:
A. Cost efficiency.
B. Customization.
C. Service quality.
D. Mass production.
E. Continuous process.

18. Standardization of operating procedures would be a good job design strategy for all of the operational positions except:
A. Cost efficiency.
B. Customization.
C. Service quality.
D. Mass production.
E. Continuous process.

19. All of the following statements about customer waiting time are true except:
A. Unoccupied waiting time appears to be longer than occupied waiting time.
B. Waiting before the service seems longer than waiting during the service encounter.
C. Customer anxiety makes waiting seem longer.
D. Waits that are explained seem shorter than waits that are not explained.
E. The more expensive and the more important a service is to the customer, the less they are willing to wait for service.

20. Telling airline passengers how long they can expect to wait for a delayed flight is an example of:
A. Just-in-time production.
B. Operations management.
C. Component purchasing.
D. Perception management.
E. Customer contact management.